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By Steve Kral

Invensys is a London-based supplier of automation and control systems to a variety of manufacturing and processing industries. Through its global subsidiaries, Invensys provides customized, advanced process control systems and networks for automating industrial plants, including mineral processing plants. The company employs more than 80,000 people worldwide in its four divisions. They include Automation, Control, Powerware and Software Systems. These four divisions work together to design the complete package for their customer’s automation and process-control needs.

Jan 1, 2002

By K. Fountain

In Novemeber of last year I visited a mica mine in Hunan Province, China. For nine months , we had been trying to sell Chinese mica to a customer in Belgium. Talking to the customer was like negotitating with a stone wall. The buyer refused to communicate any -thing other than his steadfast refusal to consider Chinese mica. He would not advise us what he wanted, what specifications or grades. He would give no indication if our price at market, or reasonable, or totally out to lunch. He would not even accept samples. It took no genius to guess that the mica buyer had at some time in the past bought a shipment of Chinese mica and had received a disaster. I invited the mica mine in Hunan in order to see for myself what could be done - without massive investment in equipment and instruments - to upgrade the quality of the mica for export. We had seen this type of customer reaction before. One disgruntled customer who had pur¬chased pigment grade barites direct from China ranted and raved about unreliable and inconsistent quality. It did no good to explain to him that China is a big country, with hundreds of mines scattered throughout many areas, each producing a different product. Our further explanation that Chinese export organizations also varied in degree and efficiency of customer service fell on deaf ears. Samples had no effect on his perception. Eventually we showed him photoraphs of two mountains of pigment grade barites. One lot was our sales of pigment barites to a major European minerals processor. Our Chinese barites stood proudly white and beautiful next to a hill of other material which now appeared at best mediocre and dull by comparison, and which the buyer had decided to reject after he received our Chinese barites. Finally the customer was sufficiently impressed to look seriously at our guaranteed specification and the outturn analysis performed by our other customer.

Jan 1, 1987

By Patricia O. Milley

Two years ago, AlliedSignal embarked on a journey to improve QUALITY. However, the focus of this endeavor was on the CUSTOMER and not the traditional product focus. It wasn't that a focus to improve product quality wasn't fruitful in the past. We've practiced it in the chemical industry for many years with significant results. But our industry today is in a survival mode and yesterday's way of doing business is simply not good enough. In the mining industry, we have to make lug strides in how we do business or face losing our customer base. As you are well aware, other parts of the world are importing our technology at a rapid rate. We must work smarter to stay ahead of our customers ever more demanding need for higher quality at lower prices. With this as a driver, throughout the Corporation we reviewed in depth how we support our customers to keep them competitive and sought to eliminate work which did not help them reach this goal. Our first year of emphasis was on tools: how to hold meetings, gather data, and how to make decisions. This sounds very basic, I know, but you can't begin to imagine how productive meetings can become when you start with an agenda and prework delivered days in advance, and agree at the start of the meeting what should get accomplished. In the second year, we applied these tools to our work processes. We mapped how we do our work, scrutinized each step for value to the customer, and then set to work on how we could do things better. The areas we concentrated on were customer linked commercialization of new products, manufacturing and materials management. Our discussion today will focus on the commercialization of new products.

Jan 1, 1994

By J. E. Castle

The essential foundation upon which to build an effective marketing program in industrial minerals is the ability to produce competitively mineral products meeting precise customer specifications and to ship them promptly and on schedule. Without this prerequisite, all the other factors in a second marketing program-creative sales management, energetic solicitation, advertising, technical service, new products, etc.are without meaning. The primary image to be created in the mind of customers is that of the reliable and prompt supplier of mineral products at competitive prices and of standard, uniform quality. With this favorable image implanted, it becomes possible to integrate the other essential factors into a strong marketing program; and without this image, little can be accomplished. After having .made provision for the basic product ion position outlined, there are then two fundamental considerations in the design of a successful marketing program for industrial minerals. The first of these is that the number of potential customers for the typical industrial mineral product is, relatively small, and indeed compared to the number of customers for consumer products, the number is actually minute. The second consideration is that the customers for industrial minerals are manufacturers and producers rather than consumers. These two factors lead to a necessity that the marketing program be specifically and uniquely tailored to fit the individual mineral product to be sold and to conform to an existing pattern of distribution.

Jan 1, 1962

By Thomas J. Kuli, Tim Rape

When a fan or blower breaks down or becomes worn, customers have two choices. They can replace it or they can have it repaired. In the past, replacement was the preferred option, especially when the equipment was severely damaged or worn. Now, however, customers are discovering the benefits of repairing or rebuilding. Even when the cost of repair is more than 60 percent of the cost of a new fan, customers are choosing the repair option. The cost savings can range from 20 percent to 80 percent. In many cases, the quality of the repaired part or component will exceed the quality of the original. This is because repair engineers have an advantage over the original designers. They can see how the existing fan performed — or failed to perform — in a specific application.

Jan 1, 2005

By Biswajit Samanta, Pranjal Pathak

This article presents a customized genetic algorithms (GA) with new crossover and mutation operators to solve the short-term production scheduling problem of multi-mine mineral value chains (MVC). The preceding problem consists of determining the extraction sequence and destination allocation of blocks from all the mines collaboratively while closely meeting the quality and quantity requirements of the processing units subject to relevant technical and operational constraints. The short-term production scheduling is carried out at shorter scales wherein the operations are modeled in a great detail with large number of constraints. This makes the industry-scale instances of the problem computationally intractable for standard mixed-integer programming (MIP) solvers. Thus, a GA-based heuristic approach is developed to obtain nearoptimal solutions to the large-scale instances of the problem in a reasonable amount of computational time. Computational experiments show that the developed GA-based method is a promising way to handle industry-scale instances of the problem. Moreover, the sensitivity analysis on various parameter combinations of crossover and mutation operators indicates that the customized global mutation operator, when used in combination with the customized crossover operators, took on average 12.5% less time than the customized local mutation operator to converge to a solution.

May 21, 2022

By J. E. deMasi

Over the past 12 years, Exxon Coal U.S.A., Inc. has shipped over 150 million tons of coal from two mines, Rawhide and Caballo, located in the Gillette, Wyoming, area. These mines are operated by The Carter Mining Company, a division of Exxon Coal. Shipments have moved to more than 25 electric utility plants in the west, midwest, southwest, and south. The customer plants have represented a wide variety of configurations, sizes. design criteria, emission standards, and operations in different parts of the country. We have learned a great deal about the performance of Gillette area coals in utility power plants during this period. This paper covers some of the highlights of Exxon's experience with these coals in customer plants. I will focus specifically on things mining engineers may be able to do to make the product better for the customer's use.

Jan 1, 1989

By E. L. Schrader

Statistical Process Control (SPC) is a cooperative arrangement between a component or raw materials supplier and a manufacturing customer. The supplier must analyze his own manufacturing process and determine, predict, and control those variable elements in the circuit which affect finished product characteristics according to the customer's specifications. The results include: control of fluctuations in product characteristics to a narrow range, close communication between supplier and customer, and an increased responsibility for quality control placed on the supplier. In the mining and. processing of airfloated kaolin some unique problems arise with the SPC concept: 1) The SPC system was designed for manufacturing facilities that did not have to deal with natural variations in their raw material; 2) The airfloat process is relatively simple and offers limited opportunity to change processing steps or "fine tune" a circuit for special product needs; 3) Determining adequate sampling frequency for a plant which processes hundreds to thousands of tons per day is statistically difficult; and, 4) Due to the variety of customer industries served, different SPC programs must be set up to deal with widely varying specifications. For airfloated kaolin, SPC is "in line" process control, not after the fact "quality" control. The emphasis must be on statistically valid sampling of the kaolin ore and complete monitoring of its path through the beneficiation circuit.

Jan 1, 1987

By G. E. Erdman

This paper presents talc milling guided by a theme of "So You Want to Be In The Talc Business". Such a theme strikes a cautionary note to warn the uninitiated of potential pitfalls, and this paper will cover briefly some of the technical traps as well as one of the larger talc milling operations. It is important to our purpose to pre- sent some of the market and mineral complications that make the business of producing and selling industrial talcs much more intricate than an outsider would perceive. Metal markets by comparison are great worldwide pools into which production streams of generally identical metals can flow over a weir of market prices. Industrial talc markets are not as well defined and often must be developed by the producer working closely with a specific customer or groups of customers to prove out the attributes of the specific product from a new property. All the negatives of a new market seem to work against the introductory talc in the forms of industry or customer reluctance to change, sales prices, cost of delivery, mode of transportation, health considerations of the minerals and many more. Just locating the potential customers for a new industrial talc may be a substantial undertaking. Thus, an analogy of the worldwide metal market might compare starting a new talc operation to trying to gather up enough fallen rain drops to be able to start a production stream of a worthwhile size.

Jan 1, 1984

By M. G. Premo

The McKinley Mine is located in the northwest New Mexico, in McKinley County, approximately 25 miles from Gallup. The mine is operated by The Pittsburg & Midway Coal Mining Co. (P&M), a wholly owned subsidiary of the Chevron Corporation. P&M is headquartered in Englewood, Colorado. Since the McKinley Mine began operations in 1962 a total of 83,391,000 metric tons of coal have been sold through 1990. The 1991 production was approximately 5.000.000 metric tons. The mine operations are contained on a 109.000 square kilometers lease area of which 44.000 square kilometers are on the Navajo Nation. The present customer base consists of four utilities and one industrial account, all of which are located in Arizona. The utility customers are the Arizona Public Service Co. Cholla Station at Joseph City, The Salt River Project. Coronado Generating Station near Joseph City, and The Tucson Electric Company, Irvington Generating Station in Tucson. The industrial customer is the Stone Container Corporation, Snowflake Paper Mill.

Jan 1, 1992

By K. Awuah-Offei

An aggregate plant may have difficulty balancing product stockpile inventories if hot mix asphalt (HMA) design engineers do not account for aggregate inventory during mix design. Yet HMA design engineers do not, often, take this into consideration during asphalt mix design. This is due to the lack of tools that enable the lab technician or engineer to optimize the mix for good performance while helping the aggregate plant manage its stockpile inventory levels and reducing the aggregate cost. This work presents a linear programming model of the asphalt mix design problem that helps aggregate plants manage their inventory levels while meeting HMA customer demands. The algorithm is implemented in MATLAB as an Asphalt Mix Design Optimization (AMIDO) program. The program is successfully validated with real-life data. The results show that AMIDO can be used to successfully produce any mix design while reducing the cost of aggregates by using the cheapest stockpile materials. The application of AMIDO will increase aggregate plant profitability when serving HMA customers and could potentially be modified for concrete aggregate customers too.

Jan 1, 2009

By J. Baz-Dresch

A custom-designed shotcrete system, consisting of an 8-m3 (10-yd3) transit mixer and a shotcrete spray boom carrier, is used bya 2-man crew to transport and place up to 25 m3 (32 yd3) of steel-fiber reinforced, dry, silica fume shotcrete per II-hour shift. Shotcrete is custom blended by a local supplier and delivered predampened. Mix design and quality control is performed with a computer program that develops and graphs a properly balanced mix based upon the materials sieve analyses.

Jan 1, 1991

By Rajive Ganguli

A control algorithm was developed previously for loading coal trains such that each car met customer specifications (Ganguli, 2001). In developing the algorithm, the effect of the variance of coal was not investigated. This paper explores the effect of the variability of coal on the algorithm using two approaches: theoretical analysis and simulation. Both approaches demonstrate that variance is not an issue when the customer quality specification is close to the mine average quality. However, when they are far apart, the performance of the algorithm improves with variance.

Jan 1, 2002

By J. Baz-Dresch

A custom-designed shotcrete system, consisting of an 8-m3 (10-cu-yd) transit mixer and a shotcrete spray boon carrier, is used by a two-man crew to transport and place up to 25 m3 (32 cu-yd) of steel fiber reinforced, dry, silica fume shotcrete per 11-hour shift. Shotcrete is custom blended by a local supplier and delivered predampened. Mix design and quality control are performed with a computer program that develops and graphs a properly balanced mix based upon the materials sieve analyses.

Jan 1, 1992

By William J. Miles

Bentonite Corporation decided to pursue ISO-9002 Registration for our bentonite production for many reasons. We wanted to improve our current Quality System to encompass all business aspects, not just Quality Assurance. We wanted this system to build supplier/customer confidence and provide our customers with all the services that they needed for their business functions: such as Quality Assurance for their needs; appropriate shipping and delivery; appropriate billing; and appropriate sales, technical and management support of our product. These objectives of our Quality System are addressed by the ISO 9000 clauses and requirements. There were additional reasons and expectations for implementing an ISO 9000 Quality System. ISO 9000 registration would develop and aid international sales since the ISO system is a basic requirement in many parts of the world such as Europe and the Far East. It would bring acceptance of bentonite products by new customers and markets Another objective was to develop better trained employees. We hoped that the ISO Quality System would help us reduce costly non-conformances and reduce overall production and operating costs. We hoped to achieve ISO 900 registration before our major customers required it. For example, our major market is use of bentonite as a binder in foundry mold sand systems. The foundries in North America primarily service the automobile manufacturers who have individual Quality System requirements that are being merged with ISO 9000 Standards. As the foundries addressed the automobile manufacturer?s needs, Bentonite Corporation received numerous inquiries and surveys of our Quality System and its conformance with ISO 9000 Standards. Eventually, ISO 9000 Registration will become a requirement to directly or indirectly service this market.

Jan 1, 1996

By Foreback T. G.

The McKinley Mine is a large strip operation sup-plying coal to several utility and industrial customers. The mine reserve comprises many coal seams of varying quality and thickness. Erosion of the terrain has created coal out-crop lines that are encountered frequently with associated deviations in quality. Due to the complex nature of the coal reserve and the various customer quality requirements, coal quality control is a primary consideration and a constant challenge at the McKinley Mine. This paper will discuss the practices employed to ensure that the available coal meets contract specifications.

Jan 1, 1994

By R. Cook

Knowledge based applications are becoming important to Associated Manganese for efficiently dispatching ore of appropriate grades to customers on time. The G2 expert system shell has been used to develop blending and scheduling applications using a combination of object-oriented rule based, procedural, and heuristic approaches. The blending application, for example uses a heuristic approach for creating blends from thousands of small stacks of manganese ore of various grades and sizes, to meet customer specifications while fully exploiting the available inventory. Data capture and data warehousing have become important issues, and the Internet shows strong potential for distribution of pre-processed information.

Jan 1, 1997

Powder River Basin (PRB) mines were originally built to serve power plants designed specifically for their coal. Sulfur was the major concern, with BTU and sodium limiting the market for some. The Clean Air Act has extended the PRB market into plants converting from other coals. These new customers are more sensitive to constituents affecting boiler and precipitator performance. At the same time, the prospect of deregulation is forcing power companies to control cost more stringently than ever. Jacobs Ranch Mine has responded to the changing marketplace with an expanded coal quality and customer service program.

Jan 1, 1998

By Tim O’Neil

The earthmover tire shortage has been a case of bust and boom for the tire industry. Tire producers were unwilling to invest ahead of the mining boom. In their defense, though, the metals sector of the mining industry tends to be cyclic, tire manufacturers are not prescient. Until two years ago, low tire demand depressed prices. The incentive to invest in new, big-tire capacity was almost nonexistent, according to Prashant Prabhu, president of Michelin Earthmover Tire worldwide. “There has been very poor anticipation or a miscaluation of the amplitude of the (tire) demand on the part of just about everybody,” said Prabhu. What a turnaround. The earthmover tire market has grown by 30 percent over the past two years. Now there are not enough earth-mover tires and likely won’t be for the next two years. Goodyear said it was offering customers bias-ply tires when it could not supply enough radial-ply tires. Komatsu said it lost equipment sales because it could not provide the tires that customers requested. Volvo and Caterpillar said they are delivering some vehicles without tires, either promising tires later or leaving the customers – mine operators – to find their own rubber.

Jan 1, 2006

By Aram Grigoryan

This paper addresses historical aspects and construction sequencing of the subway complex under Columbus Circle in Manhattan; the structural elements of the rehabilitation and new construction; and the challenges associated with design and construction. PB is providing engineering services to New York City Transit (NYCT) for the rehabilitation of the 59th Street/Columbus Circle Station Complex that services over 150,000 customers daily. The project involves structural repairs, modifications and new construction requiring underpinning and temporary supports, custom framing details, and construction staging procedures to meet stringent limitations within the operating transit station and around the Columbus Circle street intersections.

Jan 1, 2008