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By Russell Barr

Operational excellence is generally known as a management system integrated across critical functions that is geared towards continually improving operational performance. Functional areas such as health, environment and safety, quality and human resources are the focus of many corporate-wide operational excellence programs. Operational excellence also focuses on improving areas such as customer orientation, employee empowerment as well as process, and systems optimization. It is widely viewed as critical to sustaining business performance improvement. Although it is difficult to find a universally accepted definition, or even common foundation in many respects, operational excellence remains a popular term in the business world. Many organizations have developed their own version of organization excellence, influenced by such individual factors, other similar institutions or even third-party service providers. A mining organization is no different from other organizations in that adopting and implementing effective operational excellence programs can dramatically improve business execution and performance across regional or global interests. This paper brings together various perspectives of operational excellence and reconciles them for a useful composite for the mining industry. While most agree that operational excellence should include normal functions in a manufacturing operation such as production, maintenance and engineering and processes such as quality, environmental and continuous improvement, many other factors for operational excellence seem to vary from perspective to perspective. Thus, programs that manufacturers engage in may seem the same, but may, in fact, be different in key areas. This may affect organizational performance in tangible ways. Management must buy into the company?s definition of operational excellence and be dedicated to achieving it. A review of many of the existing definitions of operational excellence, explicit or embedded as part of a program, seems to yield the following common factors: ? It should help organizations better execute their processes and services. ? It should be geared towards improving quality ? It requires that the various operations should be aligned with the overall enterprise strategy. ? It should be geared towards continuous improvement. A composite of operational excellence definitions suggest that it is: ? Geared towards helping the organization achieve sustained profitability; ? tied to strategic alignment and business objectives; ? tied to solid investment strategies; ? integrated as part of the culture, process, time plan and performance; ? a relevant performance measurement system; ? extended to include all aspects of the supply chain (including external suppliers); ? integrated with health, safety and environmental (HSE) aspects. And, while the pursuit of operational excellence intuitively suggests that businesses should improve, it is very difficult to achieve given the difficult challenges facing companies today. Mining businesses face numerous pressures to perform in a global marketplace such as demand, energy cost, variable cost and pricing fluctuations as well as infrastructure challenges to further confound the environment. Companies generally must look to the following:

Jan 1, 2009

By Corby G. Anderson, Sheikh Abdul Rezan Sheikh Abdul Hamid, Sanjith Udayakumar, Ahmad Fauzi Mohd Noor, Teuku Andika Rama Putra

Chemical and mineralogical characterization of Malaysian monazite, a phosphate mineral, bearing rare earth elements separated from the tin tailings originated from Ipoh, Perak, Malaysia, was performed in this paper. The study aims to collect detailed information on the chemical composition, crystal phases, and microstructure of the mineral monazite concentrate that would aid to optimize the subsequent hydrometallurgical processes for high-efficient separation of thorium and other associated rare earth elements. A systematic characterization study of the concentrate was conducted using techniques such as optical microscopy (OM), scanning electron microscopy (SEM) equipped with energy-dispersive X-ray spectroscopy (EDS), and Fourier-transform infrared spectroscopy (FTIR). These techniques analyzed the morphological details on the surface, elemental analysis, and mineral association assessment and identified the surface functionalization groups. The bulk composition and the mineral phases in which the elements are present were studied by wavelength-dispersive X-ray fluorescence (WD-XRF) and X-ray diffraction (XRD) studies respectively. The XRF analysis confirmed the presence of Ce, La, Nd, Pr, and Y (rare earth oxides: REO’s ~ 60 wt.%) while thorium dioxide (ThO2) accounted for 7 wt.% of the total composition. Traces of Ca, K, Al, Fe, Ti, and Mn were also confirmed by SEM elemental mapping. The XRD results confirmed that the concentrate was primarily composed of monazite (Ce, La, Nd, Th (PO4)) along with minor impurity phases of quartz. Automated mineralogical analysis was used as a confirmatory tool to corroborate the preliminary evidences. Based on the particle size distribution analysis supported by SEM, the majority of monazite grains were found to be present in the size range of 170–210 μm. Strong bands of PO4 and SiO4 were observed in the IR spectra corresponding to the phospho-silicate matrix of the REE mineral.

By James Paone

Drillability of rocks by mechanical means is closely related to the physical properties of the respective rocks, Various approaches by previous investigators on rock drillability are presented, as well as recent techniques studied by the Bureau of Mines. The studies show drillability concepts based on (1) theoretical drilling equations derived from laboratory drilling experiments extended to field drilling results and on (2) a statistical method where multiple regression analysis is used to develop a prediction equation for drillability.

Jan 1, 1966

By A. A. Jonke

The combustion of fossil fuels in a fluidized bed of calcined limestone particles is a potentially efficient and economically attractive process for the generation of steam for electric power production and other uses. The process results in greatly reduced emissions of both sulfur oxide and nitrogen oxide pollutants. Development work, evaluations and design studies are being carried out by various organizations under contract with the U. S. Environmental Protection Agency and the Dept. of Interior (Office of Coal Research). The AEC's Argonne National Laboratory is one of the principal participants in the development program under interagency agreements with EPA and OCR. This paper covers the principal reasons for developing fluidized-bed combustion, its advantages and disadvantages over conventional combustion methods, and some of the potential applications of the process. The participants in the multi-organizational program, the sponsoring agencies, the general status of development of the overall project, and the chief program areas that still require resolution are discussed. The main features of the program of work at Argonne National Laboratory and the results achieved so far are also included.

Jan 1, 1974

By Dennis Asmussen

The peatlands of the U.S. and Canadian parts of the Upper Great Lakes region have a long history of modest utilization in agriculture, forestry, horticulture, and as natural undisturbed areas. Only recently have they been assessed as potential sources of non-renewable or renewable energy. This new interest in peatlands, should current proposals be realized, might mean the commitment of millions of acres to energy production purposes. The magnitude alone of this potential utilization of peatland signals the possibility of substantial environmental disturbance, local resource shortages, resource use conflicts, and social and economic change. Peat- land resource managers in the region are just beginning to weigh the advantages and disadvantages of large-scale peatland utilization. The Minnesota Department of Natural Resources has made a considerable effort to study peat resource management issues and will shortly make recommendations to the state legislature regarding utilization alternatives. What follows is a general discussion of peatland utilization and management trends in the region with a focus on Minnesota and its peatland management efforts.

Jan 1, 1980

By Tom Dettweiler, Robina Sharpe, Wright. Michael

The International Seabed Authority and a number of countries have or are in the process of developing environmental impact assessment guidelines and legislation for seafloor mineral development. The formal decision to grant a project an environmental permit is based on an environmental and social impact assessment (ESIA), culminating in an environmental impact statement (EIS). The EIS needs to be supported by sufficient data upon which an assessment of impacts can be made and mitigation measures developed. Given the remote locations of many seafloor prospects, collection of sufficient environmental data to inform an EIS is often a difficult, expensive and lengthy process.

Sep 1, 2014

By M. M. Veiga, M. Koehoorn

This paper reports on recently completed research that investigated the health fabric of mining communities in British Columbia (BC), Canada. The project, funded by two national funding agencies and the BC Government, and supported by numerous provincial organizations, marked a collaboration between mining engineering and health researchers. The study employed mixed-methods. First, a quantitative phase merged census, mining industry and health data to investigate the relationship between declining economic conditions and health outcomes (mental illness and stress-mediated cardiovascular disease). Second, a qualitative phase investigated community health issues associated with the mining boom-bust cycle from the perspective of health and social service providers working in a northern BC coal mining community. Third health research findings were disseminated to potential knowledge users in the hope of enhancing mine impact assessing and integrated mine planning. The paper provides a synthesis of the research methods used in this project, and highlights the main indicators used and key findings. It concludes by identifying recommendations, and future research needs considered to be of particular importance to the health and sustainability of mining communities in BC, Canada and around the globe.

Jan 1, 2011

By William G. Doepken

With most of the mining industry emerging from the deepest business recession in 50 years, primary attention must be given to surviving in a business climate where dominant foreign competition, depressed prices, and potential overcapacity hang heavy over much of the industry. While already shackled with regulatory constraints, restrictive work rules, and high labor costs, mine operators are faced with the difficult task of reducing costs and improving productivity while operating at less than full capacity. To counter these nearly over-whelming factors, the mining industry must continue at the national level to seek regulatory relief and a rational policy toward foreign competition from government-controlled mines. In addition, dialogue with labor organizations must continue to minimize the impact of labor costs, cost escalators, and antiquated work practices. Although national and international actions have a tremendous impact on the future of domestic mining operations, local actions by mine operators to dramatically improve mining productivity will strengthen the industry's competitive stance. Before any substantial progress can be made, however, mine operators must recognize and define areas that depress productivity and establish goals and measures for improvement. Once problem areas are defined, a combination of technological and motivational concepts can be applied to improve productivity. Timing of Improvements While there is an immediate need for productivity improvements, only certain concepts offer near-term improvement potential while others must, of necessity, fit into a mid-range or long-range time frame. Near-term solutions (immediate to one year) likely will involve motivational concepts - work incentives and training - coupled with available technological concepts that require little capitalized development or site testing. Mid-range solutions (one to three years), by contrast, will include technological improvements in mining equipment, techniques, and systems automation. These concepts require a longer period of capitalized development and site testing before use. Long-range solutions (three years or more), which include adoption of new mining methods and computerized control systems, will appear only after prolonged research and capitalized development programs. Motivational Improvements Developing motivational con-

Jan 11, 1983

By L. B. Hales

Expert control of grinding and flotation plants has been successfully used in the minerals industry since the 1970?s. The earliest of these systems were written in a hard-coded fashion in FORTRAN, BASIC or Pascal. Second generation systems were built using the first experimental expert system shells that were being developed in the artificial intelligence community. Later systems were deployed in expert systems designed for real-time processing plants that also include the ability to model the process with neural network models and optimize setpoint selection through the use of genetic algorithms. [1,2] In spite of the fact that significant performance increases have been achieved using these systems they are not perfect and can be improved. They suffer from the static nature of their rules and to a degree the process models. There is an opportunity to further increase system performance by systematically taking advantage of the tremendous amount of data produced by the expert system to improve the design, the heuristic rules, the model topologies and the use of the models. Data mining refers to extracting or mining knowledge from large amounts of data where the objective is to automatically analyze, classify and summarize the data to automatically discover and characterize trends in it and to automatically flag anomalies. [3] Clearly, modern process control systems are capable of collecting vast amounts of data. Without a doubt, these data contain important information on the operation of our plants and their ultimate optimization. Coupling the information mined from these data with Expert Control Systems should produce more effective control and greater knowledge of the grinding process and the flotation process. Now, with the advent of effective monitoring of entire minerals plant electric consumption it is possible to not only optimize plant production in real-time it is possible to analyze total plant electrical consumption and incorporate it into the plant control logic thereby improving the overall plant economic performance. This is particularly important with the ever more complex power contracts that plants operate under.

Jan 1, 2012

By F. M. Jenkins

Improvements in miners? safety and health, as reflected by injury and illness statistics, have reached a plateau and even been reversed. Research into miners' OSH is a necessary adjunct to regulatory enforcement. Under the National Occupational Research Agenda (NORA) mining experts have come together to draft a national agenda for this research. The Mining Sector Council, one of ten NORA Sector Councils, has produced a draft national research agenda to guide all mining research entities: academia, government, and industry. The agenda has seven major objectives, each of which has a sequence of sub-objectives: Reduce the likelihood of disasters in mines; Improve mine disaster response; Improve the health of miners; Improve atmospheric control (ventilation) in mines; Improve health and safety through behavioral research; Improve mine design, systems operations, and management performance to enhance mine health and safety; Apply ergonomics, human factor engineering, to increase health and safety. Long-term maintenance of the Mining Research Agenda requires input from the public, both here and abroad, monitoring of the impact of research results using OSH data, and partners who will translate the research to practice.

Jan 1, 2012

By Don L. Deardorff

The Deserado Mine and transportation system is the fuel supply portion of the Bonanza Power Plant project. Deserado Mine con¬sists of an underground mine with a capacity of 1,224,700 tonnes (1,350,000 tons) of clean coal per year, a 649 tonne (715 tons) per hour closed water circuit jig type preparation plant, a 5.6-kilometer (3 ½ -mile) overland conveyor with covered slot storage, a unit train rail load-out and 59.5 kilometers (37 miles) of totally independ¬ent, captive electrified railroad. Planning and exploration started in March of 1978. Construction of all facilities was completed in April of 1984, approximately six years after initial planning was commenced. This paper will discuss exploration, environmental permitting, mine planning, engineering and construction of the Deserado Mine project.

Jan 1, 1984

By J. P. Baur

The sensitivity of radiochemical techniques makes possible the study of the initial stage sulfuric acid leaching kinetics of chalcopyrite and other copper sulfide minerals. High-grade Transvaal chalcopyrite was neutron irradiated in a TRIGA reactor to produce radioisotopes copper-64, iron-59, and sulfur-35. Dissolution rates were measured in the time interval zero to 60 minutes during which time significant anomalies were observed. First, an initial period of rapid dissolution lasting a few minutes; second, an arrest or "plateau" region usually lasting from 6 to 10 minutes; third, a second period of dissolution of lesser rate than the first. The effect of solution variables such as pH, oxygen partial pressure, and ferric ion concentration at different temperatures were measured. The initial rate data were correlated by considering the rapid reaction to be due to the dissolution of surface oxidation products or the formation of an iron depleted surface layer. The data for the second slower reaction have been explained to be due

Jan 1, 1972

By W. F. Visser

The growing availability of information and data analysis capabilities of recent years provides new opportunities for improving the performance of mining operations. By using real-time measurements and artificial intelligence, it is possible to respond faster to changing conditions, while accurate and timely information permits rapid evaluation of changes and fast business improvement decisions. This article presents a blueprint for alignment of systems, organizational design, and management practices to leverage these developments in performance-driven operations management in mining and mineral processing. The first component of the blueprint is a performance framework with a system of key performance indicators for production control that can be used across organizational levels. This system places improvement at the core of management activities, giving greater importance to improvement skills at lower organizational levels, so companies can leverage available information for improving operational control. Secondly, the blueprint defines an organizational structure that strengthens performance improvement with technological and change management capabilities. Finally, the blueprint proposes alignment of management practices, covering the optimization of short-interval controls, the application of an improvement project portfolio management system that determines the ownership of improvement projects, and the coordination of controls across the organization. This combination of systems, organizational design, and management alignment supports rapid decision-making at the right organizational level. Introduction of the presented blueprint for operations management enables mines to leverage the developments in information and analysis capabilities to improve the performance of operations.

By R. E. J. Putman

The, principle purpose of applying control to any process is to improve -its profitability. Even when considering the impact of a plant on its surrounding ecology this is still, true, since the sanctions felt most immediately from violations of the regulations are the economic penalties or fines which result. 'Economic performance can be improved within a plant in several ways. Steps can be taken to cut the cost or quantity of resources (power, water, steam, reagents) consumed per ton of throughput. Alternatively the operation of the plant can be changed so as to increase product yield per ton of throughput. Or the cost of labor and plant overhead per ton of product can be reduced by raising the total 'throughput, assuming-that the increased amount of product can be sold for the same unit price. In designing a program to improve plant performance, all three routes should be borne in mind. To maximize the return on investment over a longer period, it is also desirable to set up a comprehensive plan of improvement, equipment being specified at each step in the implementation so as to ensure that it fits in with later requirements later implementation being either by means of modular additions or by having the necessary interfaces built into the original equipment. It is much cheaper in the long run to buy features which have been factory-installed, than to have to make provision for their later addition in the field. This paper examines some ways of improving plant performance by the application of various process control techniques using both analog and digital con¬trol equipment. A general philosophy of application is suggested and specific examples described.

Jan 1, 1972

By Colin D. Jardine

Rapidly increasing energy costs and more rigid customer quality requirements necessitate improved control of pelletizing processes. With the introduction of dedicated microprocessor-based controllers, sophisticated control strategies are now possible. A recent application of this technology at Carol Project has resulted in fuel savings, improved pellet quality, and standardization of operating procedures. This was accomplished with no production loss by the use of a "building block" approach to design and equipment selection. Details of this approach and the results obtained are described.

Jan 1, 1982

By Ken Fucik, Jorge Briceno, Bjorn Bjorkman

In 1993, a lawsuit was filed on behalf ofnative groups in Ecuador against Texaco for environmental damage resulting from petrole­um production activities which had occurred many years earlier. The basis of the lawsuit at the time was that Texaco had failed to perform its foreign activities in the same manner that it operated in the U.S. No environmental regulations were in existence in Ecuador at the time of Texaco's operations. Also in 1993, a lawsuit for over $3 billion Australian was filed on behalf of native New Guineans for alleged environ­mental damages and health impacts that occurred as a result of BHP's operations at its Ok Tedi Mine. Since then, Royal Dutch Shell has been subjected to major criticism for environmental damage caused by its operations in Nigeria. A more recent report has criticized Shell for groundwater contamination of an aquifer in Turkey. Southern Peru Copper is now defending against a lawsuit filed by citizens exposed to air emissions from smelter operations in Peru. In all of these cases, much of the alleged damages occurred many years previous. A defense com­monly made by the companies has been that operations were conducted according to the standards in place at the time. This has not limited the lawsuits nor minimized the international publicity which has followed. While such lawsuits have been common in the U.S. for many years, their appearance in other nations have pointed out a growing sense of worldwide concern with regard to the impacts of industrial operations. Of particular concern is the fact that lawsuits have been filed in countries that have up to now had few, if any, environmental regulations. The regulatory environment has been a part of most U.S. business operations since the early 1970's. Now, however, envi­ronmental regulations are starting to be implemented in many less developed nations. This has led to the formulation of a myriad of standards and approaches to environmental regulation around the world. For multinational companies, the challenge becomes one of anticipating the level of compliance that will be required to minimize liabilities not only for the present but also in the future. The purpose of this paper is to provide some guid­ance with regards to choosing a level of compliance, particular­ly as it applies to water quality.

Jan 1, 1996

By E. Jannoulakis

This paper introduces a practical methodology for analyzing vi¬bration records in view of improv¬ing blast designs and preempting anomalous vibrations. This technique, which is based on empirical data, uses a blasting-efficiency determinator (BED) as an indicator of vibration-energy transmission. The method was tested using data from a blasting event at an open-cast coal mine in the province of New Brunswick, Canada. The results derived from the BED values showed that geology and delay timing were probably the principal factors that induced high-intensity vibration propagation.

Jan 1, 2000

The Sandvik DE710 diamond core drill has become one of the most popular exploration drills available. It is operated on exploration and mining projects in locations around the world. The compact nature of the DE710 allows a small footprint on site. This has proven to be a great benefit in difficult access areas where site preparation can be limited. The DE710 drill is available in a range of con-figurations to suit global operational and environ-mental demands. It can be truck-mounted for greater maneuverability and ease of relocating the drill between sites. The drill can also be fitted to crawler tracks, powered from the rig hydraulic system, making it a small, self-propelled unit for areas with difficult site access. And the DE710 is available in a shack-mounted configuration for cold weather applications, ensuring a protected working environment for the drill crew. The DE710 is powered by a 6.7-liter engine that produces 141 kW (190 hp) at 2,200 rpm to power the rig hydraulic system. The engine complies with the Tier 3 emissions standards that are being introduced in many countries. The hydraulic system design for the Sandvik DE710 is based on the company?s philosophy of selecting the best available products to suit the application. The main hydraulic pumps and motors are the variable displacement design. This allows for greater fl exibility and precise control of critical drilling functions. The cooling system has also been designed for operation in ambient temperatures up to 50° C (122° F) to cope with varying global operational demands.

Jan 1, 2009

By Andrew J. Regis

The methods of evaluation of industrial minerals occurring on Federal lands have different meanings if the evaluations are done by a company rather than a government agency. For example, when the Bureau of Land Management (BLM) conducts an examination of mining claims, this is commonly referred to as a "validity examination," whereas it is an "economic evaluation" when performed by a company. Not only is there a difference in nomenclature in these evaluations, but there is a general lack of expertise in the Federal government on industrial minerals in general. A metallic mentality still prevails in the U.S. Forest Service (USFS) and the BLM. Because of this, many validity exams on industrial-mineral deposits commonly just skim the surface concerning economics and marketability. The BLM and USFS place a high amount of emphasis on past administrative case law pertaining to the validity of industrial minerals under the 1872 Mining Law and, rightly so, on marketability, which also is heavily addressed in case law. When the BLM considers marketability, only the marketability of a particular industrial mineral for only the primary use for which it was located is considered and any value-added markets cannot be included. The BLM defines marketability based only on the value of the mineral material in its in situ or raw state, rather than value-added through processing. Another difference in the evaluation of industrial minerals by government and industry is the question of by-products. When a company evaluates a mineral material it looks at all the markets. The BLM looks only at that market for that locatable mineral for which the claim was located. In other words, sales from non-locatable by-products cannot be used to support marketability or the prudent-man rule (i.e., oversize silica sand from a glass-sand claim being sold for construction sand, road base, fill, etc.). The question of reserves also can present conflicts. An industrial-mineral company will often try to identify all the reserves available for a possible future development. They must do this for financial backing and support from upper management. The BLM, however, will limit their validity examination only to those reserves that meet the prudent-man rule and marketability tests. The BLM will validate reserves sufficient to last 25-30 years, based on available market. The development of industrial minerals on Federal lands is a difficult process, and, if the 1872 Mining Law is changed, it could become not only more challenging but also more costly. The industry must become more tolerant of the mineral specialists in the BLM and the USFS. On the other hand, the government mineral examiners must become more aware of the importance of industrial minerals in everyday living, and the economic evaluation of these materials.

Jan 1, 1999

By Robert C. Peddicord

Application of Quality Management philosophies and techniques commonly referred to as Managing for Continuous Improvement, Team Management , or Managing for Consistency is required in today's mining, manufacturing, and service industries in order to meet quality demands, beat competition, lower costs, optimize operations, effectively use personnel, improve morale, and enhance profitability. Most of these phiosophies and techniques are known to today's managers but either have fallen into disuse or were never allowed to surface in the corporate environment of the organization. Managers should review and adopt the philosophies and techniques of Quality Management and use them to revitalize their organizations and bring about a "paradigm" shift in the way we manage, thereby achieving the goals listed above.

Jan 1, 1991