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By Conrad W. Steller

What is the definition of a successful construction or development project? It could be described in many ways: a project that performs as designed; a project completed on time, a project completed within budget. The title of our talk today is, "The Advantages of Applying Design/Build -Construction Management to the Mining Industry." As our talk develops, you will see that rather than tell you how to apply this concept, we will discuss the advantages and details of Design/Build so that you can independently apply the concept. Design/Build is not new, and it cannot be universally applied. It has, however, within the past ten years, carved a specific and substantial place in the overall construction -development market. The reasons for its rather recent rise to considerable prominence as a concept is due, in part, to the increasing urgency of gaining productive access of a production facility and, in part, to the inherent advantages of the concept's economics--and they are considerable. If the Design/Build concept of contracting were fully understood, it would, without exception, be the favored way for private industry to contract for its new construction and development as well as renovation work. The basic advantages are: earliest possible access and completion at the lowest cost. Design/Build is often equated and compared to "fast track" or "turnkey" methods of construction. The Design/Build concept can, in fact, be both of these or neither. "Fast track", in and 6f itself, implies that the project will be phased construction, that is to say, it will be built quickly; whereas I "turnkey" is a measure of the completeness of the project, usually meaning essentially that the

Jan 1, 1977

By Steve Kral

The list of environmental issues facing industry in general, and the mining industry in particular, has placed greater emphasis on the concept of risk assessment and risk management. In informal terms, risk can be defined as the chance of injury, loss or damage. More formally, it is defined as the probability of an occurrence and its consequences. In simple terms, risk assessment involves three questions: What can go wrong? How probable is it to go wrong? If it goes wrong, what are the consequences? Experts on the subject of risk assess¬ment and management met in St. Louis, MO in October 1992 to discuss the extensive and innovative technology that has been developed in this arena. Each agreed that a consistent framework can be used to approach risk assessment/ management considerations in siting and design alternatives, as well as when considering financial aspects of mine development. And the environmental planning process for mines, as well as planning for operation through closures, will rely more heavily on risk assessment and management techniques. Risk assessment is a tool to assist engineers, scientists and managers make better, defensible operational decisions. A realistic and probabilistic risk analysis, coupled with a sound financial model, can combine a large set of alternatives and criteria to arrive at a defensible decision. Organizers of this regional SME conference believe that mining professionals should become fully conversant with risk assessment techniques and approaches because this arena provides opportunities to develop more rational decision-making techniques. Current health risk assessments rely heavily on Environmental Protection Agency (EPA) approaches. Several speakers and papers show how this approach has been applied to a variety of topics. Two major advantages come forward when applying risk assessment techniques to environmental clean-up options for contaminated sites. They are the selection of practical options and cost-effective alternatives. A probabilistic risk assessment provides results that can be directly related to clean-up costs. It has been shown that small reductions in risk are obtained for large increases in cost after a certain threshold value is reached. A preferred, practical clean-up alternative that provides permanent solutions can be selected based on a probabilistic assessment. Here are summaries of some of the papers presented at the meeting.

Jan 1, 1993

By Paulo Roberto Pereira

This paper is motivated by the belief that increasing drilling and blasting costs will not necessarily bring about better digging or crushing productivity. As a matter of fact it can be counter productive as the ensuing discussion will show. In the two case studies presented herein when powder factor increased, productivity at a rope shovel and at a primary crusher decreased. Experience has shown that equipment (shovel and primary crusher) productivity increases as the powder factor increases and concurrently operating costs decrease. This is illustrated by Figure 1where the graph shows (assuming drilling costs constant) that for increases in powder factor initially operating costs might fall till a certain point and then they start to go up again. By the same token we need to understand what is the behavior of the operation’s productivity. It seems intuitive productivity goes up for increases in powder factor but when an operation reaches the point of minimum operating cost one could say that productivity reached its maximum. For continuing increases in powder factor can productivity still go up or does it go down? This paper presents two examples where the productivities of a surface coal mine and of a quarry are reduced for increases in powder factor. This indicates that these two operations could be operating to the right of their minimum operating costs and maximum productivity and therefore wasting precious drilling and blasting dollars and resources. Moreover, their productivity is following the red dotted line in Figure 1 and the question becomes can they follow the blue dotted line for increased drilling and blasting costs? The industry owes to itself to determine this minimum operating cost point and what can be done in case that the productivity goes down afterwards despite an increase in drilling and blasting costs. In other words, utilize your drilling and blasting resources correctly. In the two examples that follow single explosive loading strategies make powder factor a valid means of comparing the results of productivity as a function of powder factor. Also, external factors such as equipment operator influence are eliminated due to the long time span considered in the analysis

Jan 1, 2005

By John T. Cantwell

INTRODUCTION The process engineer usually is responsible for the design operating philosophy and/or day-to-day operations of a process. Since instrumentation is an integral part of the operation, it is essential that engineers understand the general capabilities of the different types of control equipment available. Many "noncontrol" engineers have become involved with instrumentation for machinery monitoring and control as well as other plant applications. The advent of the microprocessor has led to significant changes in control, both in systems configurations and man-machine interfaces. Today's concept is called simply "distributed control." What is distributed control? Distributed control is exactly what the name implies; the control system is divided into several functional segments and spread out to cover a process. The systems are distributed for physical, functional, and risk reasons. Before delving further into the specifics of distributed control, let's look at the evolution of control systems to see how we got here. Instruments initially were located near measurement and control points in the field. Operators physically had to go to the instrument to change setpoints or take measurements. As processes became more complex, it became evident that a central control area was required. This allowed an operator to monitor and control many variables. The operator's effectiveness was increased dramatically, which resulted in greater efficiency, better quality control, and lower personnel requirements. At the same time, plants became much larger, control applications became more complex, energy became expensive, and the industry became more competitive. All of these factors placed pressure on process and production engineers to get the most for the money. The result was a continuing push to put more instrumentation into a central control room to maximize efficiency and productivity and minimize manpower. This chapter deals in some detail with devices for measuring physical and chemical properties of coal; devices for measuring the weight and weight-rate of flow of coal; devices for the monitoring and control of conveyor systems, solids inventory, fluid flow, liquid level, density, and specific gravity. These instruments have a multitude of uses throughout a coal preparation plant. The discussions cover advancements in "on-line analysis," nuclear control devices, and distributed control using microprocessors, mainframes, and soft-

Jan 1, 1991

By F. D. Huntley

Raw materials used by the Flat Glass Industry are known in the Industrial Minerals geology sector as Specialty Products. These pro- ducts must meet specification limits usually not the same for all glass manufacturers. Evolving new glass compositions will require mineral concentrates of consistent purity being produced within economic limits that will assure market viability of the resulting glass product. The amount of success the Flat Glass Industry will achieve by developing and maintaining domestic production centers will be determined by many economic factors which affect the costs of doing business. Technological developments by mineral processors must continue in order to achieve more efficient production of high quality glassmaking raw materials.

Jan 1, 1986

By James J. Fallon

The industrial minerals industry is defined loosely and a specific list is presented. Criteria by which to judge prospects and examples are provided. General trends of the industry are observed.

Jan 1, 1984

By James R. Jones

The Surface Mining Control & Reclamation Act is a complex piece of legislation signed into law on August 3, 1977. It is the culmination of more than six years of debate by the Congress over the need for a national regulation of surface mining as opposed to the prior concept of regulation by each concerned state. It departs from the more normal type of law in that it includes very specific requirements, limitations and performance standards. In its procedural aspects, it is somewhat similar to the Clean Air Act and the Water Pollution Control Act in that it places primary responsibility at the state level, provided the state meets minimum national requirements. At the time of writing this paper, in late December 1978, the Interim Regulatory Program has been in effect for seven months. The proposed regulations for the Permanent Program, the draft Environmental Impact Statement, and the draft Regulatory (Economic) Analysis ware available for eight weeks before the close of the comment period on November 27. We are now awaiting issuance of the final versions of these documents. The states in which coal is mined, for the most part, have made sere revision to their state laws and are in the process of revising their regulations, or have just completed the revision, to comply with the Initial Regulatory Procedures. They are now faced with another new major effort to analyze and plan for compliance with the Permanent Regulatory Program, which is expected to be promulgated by the Office of Surface Mining of the Department of Interior by the time this paper is presented.

Jan 1, 1979

By D. Suarez

The work of engineers responsible for the design and performance of mine facilities is often challenged by economic and practical constraints in the field. Problems have developed in implementing design criteria dictated by persons or agencies not familiar with the dynamic nature of mine engineering. Regional and site-specific conditions frequently require changes to standard designs, or the use of a completely innovative approach, which is not provided for in the regulations. The implementation of engineering design, therefore, usually requires a hard-sell approach to management and regulatory agencies that allows for a happy-medium to all parties concerned. Flexibility on the part of the regulatory agencies is needed to solve operational and environmental problems with sound engineering. Typical hydrologic issues which will be discussed fall in the following general categories: ? Design criteria for sizing water control structures (i.e., culverts, diversion and sedimentation ponds, ditches, etc.) ? Implementation (construction and operation) difficulties ? Regulatory compliance ? Reclamation planning with hydrologic considerations ? Protection of groundwater resources

Jan 1, 1986

By Peter M. Fozzard

A review is made of the actual costs of recent foreign mineral exploration programmes in third world countries. Target identification leading to the selection of areas, or macro-targets, must follow a well planned and defined series of steps. Suggestions are made with respect to this inter-active project development work. Potential revenues in the broad sense will always determine the overall economics of exploration but clear objective philosophy, good planning and adequate financing are essential for exploration success. Considerable opportunities exist for making important foreign mineral discoveries and broad selected suggestions are made for the identification of exploration areas in relation to high-grade and precious metal mineralization.

Jan 1, 1984

By John J. Schanz

The ideal entering freshman for the College of Mineral Industries possesses the necessary aptitude to complete successfully a difficult technical curriculum, has a highly developed intellectual curiosity and adequate preparation in basic mathematics, sciences, and English, is enthusiastic about pursuing a career in the mineral industries, and puts forth a good academic effort while attending Penn State. The present programs of the University?s Division of Counseling and the College of Mineral Industries are directed toward providing the College with students who will meet these requirements. At present, freshmen are admitted to the Pennsylvania State University without entrance examination if they are in the upper two-fifths of their high school classes. All Pennsylvania students in the lower three-fifths are required to take the University Aptitude Test and all out-of-state students the College Entrance Board Examinations. Such students are admitted only if they score sufficiently high on either test to indicate the ability to do satisfactorily the work of University students. Only to this extent, are native intelligence and areas of greatest aptitude known for the Freshman prior to admission, and they are, therefore, largely beyond the control of either the Division of Counseling or the College of Mineral Industries. Because all freshmen, with exceptions that are numerically minor, are required to select a curriculum before admission to Penn State, each student who presents himself for required counseling during the summer, prior to his first semester, has already made a choice of his course of study. In many instances, such choices have been made without a rational and serious consideration of the student?s abilities and interests. Through tests given between the date of admission and the date of the counselling interview, it is possible to measure these characteristics and for the Division of Counselling to advise the student of his chances of success in his chosen curriculum. If he is qualified for the curriculum he has selected, Counselling Service goes on to direct the student?s attention to those other curriculums which are in the same general area as the one he has chosen and which will also challenge his abilities and correspond to his interests, Through this counselling, the curriculums of the College of Mineral Industries, which are often less well known to high school students than others for which they are no more qualified by ability or interest, are brought to the attention of the incoming freshman.

Jan 1, 1959

By W. R. Sharp

The ability to target, delineate, excavate, and produce local resources is essential to the establishment of man's long-term presence in space. Many procedures and equipment utilized to mine resources here on Earth may be directly applicable on the lunar surface, while others may need extensive redefinition and development. This paper compares, for a lunar base, the alternative of burrowing into and below the lunar surface with that of surface mining. A conceptual underground mechanical excavator is presented.

Jan 1, 1991

By Michael McNinch, LaTasha R. Swanson, Jennica L. Bellanca, Justin Helton

Accident data indicates that mobile haulage poses a significant pinning, crushing, and striking risk. Proximity detection systems (PDSs) have the potential to protect mineworkers from these risks. However, unintended consequences of mobile PDSs can undermine the safety benefit they provide. Soliciting iterative user input can improve the design process. Users help provide a critical understanding of how mobile PDSs may hinder normal operation and endanger mineworkers. Researchers explored users’ perspectives by conducting interviews with mineworkers from seven mines that have installed mobile PDSs on some of their haulage equipment. Mineworkers reported that mobile PDSs affect loading, tramming, section setup, maintenance, and general work on the section. Mineworkers discussed the operational effects and increased burden, exposure, and risk. Mineworkers also suggested that improved task compatibility, training, logistics, and PDS performance might help address some of these identified issues. This paper also gives additional insights into mobile PDS design and implementation.

By William Gleason

"There are few people more qualified to speak of the tumultuous times in the global mining industry during the past four years than Newmont Mining Corp. president and chief executive officer Gary Goldberg.Goldberg stepped into his current position in 2012, just before MINExpo 2012. Gold prices had hit record highs not long before that ($54.15/g or $1,856.40/oz on Sept. 8, 2011), expansions were happening around the world and the gold mining sector was still living in the glow of one of its longest upswings in history.That all changed between April 8 and April 15, 2013 when the price of gold dropped by nearly $200/oz ($46.27/g or $1,586.20/oz on April 8 to $40.45/g or $1,386.80/oz on April 15), putting an end to the decade-long mining boom and forcing mining companies like Newmont to re-evaluateeverything.Three years later, with the gold sector recovering, Newmont Mining is not only surviving but is thriving with a pair of mines coming online, Long Canyon in Nevada and Merian in Suriname. On Oct. 1, the Merian Mine went into production on time and more than $150 million under the initial development capital budget.Goldberg, who was one of the featured speakers at the opening session of MINExpo International 2016 on Sept. 26, also spoke with Mining Engineering about the previous four years and the future of the industry.“Mining goes through cycles all the time and gold is no different,” Goldberg told Mining Engineering when asked about surviving the downturn since 2012. “I thought it was important that we take a good methodical and steady approach across the business to determine what was the right thing to do and to set the business up to improve performance. Anyone can cut costs for the short term, but we set out to do it in a sustainable and reliable way. We created a program we call Full Potential to look for sustainable ways to reduce costs and improve productivity. That program has taken more than a billion dollars out of our costs since we implemented it 2013 and that shows up in our results. Our all in sustaining costs are down 28 percent and our productivity is up 39 percent.”During the downturn, Newmont restructured its business model, sold off some assets and created a leaner, more nimble operation. It has paid off with the addition of two new mines and the acquisition of another, the Cripple Creek & Victor Mine in Cripple Creek, CO.“The gold industry had not seen a downturn in 12 years. We had half a generation that had not experienced a downturn, so helping them through that in an organized way and keeping a view toward the long term throughout the downturn was important. We were one of the few companies that continued to invest in assets,” he said."

Nov 1, 2016

By T. W. Camm, J. C. Johnson

"Most engineers are bright, hard-working, reliable, and prefer to avoid conflict. An engineering curriculum tends to self-select these characteristics. By most standards, you would expect workers exhibiting these traits to require minimal supervision. But is this true? Is this how most current engineering managers lead? Looking at some current theories on leadership combined with personal anecdotes, this presentation will look at some common misconceptions about leading engineers. INTRODUCTION Engineers are different. There, I said it. From cartoons to movies to television shows and more, there is a reason stereotypes of engineers resonate. Yes, you can find a lot individual variation among specific engineers that you may know, but they do not detract from some of the overarching commonalities that engineers are known for. CLASH OF CULTURES What distinguishes a professional? Raelin (1985), in his book Clash of Cultures, describes professionals as having superior intellectual training, maintaining their own standards of excellence, and being supported by associations that maintain the quality of the profession. Engineers obviously fit all three of these ideas: an engineering degree is still regarded as one of the most difficult to attain; we maintain our own standards both through peer-review and in academia through ABET accreditation; and through professional associations like SME to promote the discipline and foster technical growth. Six characteristics representing professional status are described by Raelin (1985, p. 9): Expertise—prolonged specialized training in a body of abstract knowledge. Autonomy—the freedom to choose the means to solving a problem. Commitment—Primary interest is in pursuing the practice of one’s own chosen specialty. Identification—identifying with the profession and with fellow professionals, both through formal associations and through peers external to the organization. Ethics—providing service without concern for oneself or without becoming emotionally involved with the client. Standards—committed to help in policing the conduct of fellow professionals. Engineers are smart—in the vast majority of cases they are hired specifically for their expertise. At a typical mine the ventilation engineer knows more about mine ventilation than anyone else on site; the same is true for the rock mechanics engineer, the explosives engineer, the planning engineer who uses sophisticated computer software—each is the expert for their particular area at the mine, that is why they have that responsibility. This can present a dilemma for the manager for each (sometimes all) of these engineers. The manager needs to keep everyone on task and focused on the objectives of the organization. Because they have reached their position by following the norms and expectations of the organization, managers tend to have a certain amount of loyalty to that organization. Engineers, on the other hand, tend to have mixed loyalties, having as much loyalty and affinity for their profession as they do for the particular company they happen to be working for at any given time. This dynamic can often lead to power struggles between the managers, based on their positional authority in the organization, and the engineers, based on their specialized knowledge (Camm, 2013)."

Jan 1, 2017

By Ray E. Williamson

One of the prime objectives of the mine industry is to develop a low cost way to clean up what has been called "The Rape Of Mother Nature". The project falls under the broad umbrella of reclamation, which is now considered an essential part of the mining cycle. As such, it is being given full consideration in the initial planning of all surface operations. In most areas, if a proposed mining system does not lend itself to proper reclamation, it is not an acceptable system. By combining mining and reclamation plans, a producer not only can minimize reclamation costs, but can also restore the land to usefulness and insure continuing profits after a deposit is depleted. As long as fifteen years ago, many of the larger mining companies were already deeply involved in this extra cost work. Even then the involved companies were projecting a great need for a bigger bulldozer, Bigger than anything commercially available. At that time, the D9 tractor weighed about 60,000# bare weight.

Jan 1, 1975

By William Gleason

"The city of Denver, CO has experienced extreme growth in the past decade, with the population of the city topping more than 700,000 people in 2018. The current storm water drainage system was put in place in the early 1900s and has not been able to keep up with the growth of the city.When it rains north and east of the city, the runoff goes toward the South Platte River. With the dense population and sometimes severe thunderstorms in the summer, the city has experienced significant flooding that not only endangers lives of residents, but some of the storms have caused millions of dollars of property damage.The Platte to Park Hill Project is a $298-million nearterm, four-phase solution to the flooding that includes the Globeville landing outfall; an open drainage project in the Cole neighborhood in north Denver; an area for temporary water detention and another temporary water detention in Park Hill.The largest and most complex phase of the project is the Globeville landing outfall — a $70-million box culvert project that includes a pair of 157-m (515-ft) long, 243-cm (96-in.) diameter storm water tunnels that pass beneath a busy rail yard with 17 tracks for the Union Pacific Railroad (UPRR) and two Regional Transportation District (RTD) commuter rail tracks. The tunnels, which were installed parallel to a pair of existing 243-cm (96-in.) tunnels, were designed by Brierley & Associates as a client of Merrick & Company for the City & County of Denver, and Bradshaw Construction constructed the one-pass tunnels.From the start, it was evident that the tunneling portion of the project would be the most challenging because of the rail yards.“It’s a little bit more complicated because the railroads have such tight restrictions for settlement,” said Rebecca Brock, Brierley’s project manager. “We had a lot of meetings with Union Pacific and RTD to figure out what are prescribed versus tolerable settlements.”“The portion extending beyond the UPRR under the RTD rails was challenging, as RTD is new to tunnel installations under its tracks,” said Lester Bradshaw, president of Bradshaw Construction. “The RTD tracks employed a unique foundation of continuous concrete with integral raised concrete ties on rubber bushings. Minimizing settlement to these tracks was a critical requirement.”"

Jan 9, 2018

By Bradford F. Townsend, Marc R. Kritzer, Michael F. Roach, Dennis Ofiara

All Rights Reserved. Printed in the United States of America. Information contained in this work has been obtained by SME, Inc. from sources believed to be reliable. However, neither SME nor its authors guarantee the accuracy or completeness of any information published herein, and neither SME nor its authors shall be responsible for any errors, omissions, or damages arising out of use of this information. This work is published with the understanding that SME and its authors are supplying information but are not attempting to render engineering or other professional services. If such services are required, the assistance of an appropriate professional should be sought. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Any statement or views presented here are those of the authors and are not necessarily those of SME. The mention of trade names for commercial products does not imply the approval or endorsement of SME.

Dec 1, 2008

By T. D. MacQueen

Thank you Mr. Stevens. It's a pleasure for me to be speaking to this meeting of the Society of Mining Engineers of AIME this afternoon, and the Gypsum, Association is grateful for the invitation. A brief word about who we are: the Gypsum Association is the trade association for the gypsum industry - the manufacturers of gypsum board and lath a-d plaster. We have a membership of eight companies. These eight companies produce about 90% of the gypsum products manufactured in the United States ... closer to 94% actually. Our headquarters is in Evanston, Illinois. We have an east coast office in Washington, D.C. where the eastern manager handles technical and building code matters and maintains liaison between all of the government agencies and departments and our industry. We also have a west coast office in Los Angeles where our west coast representatives is heavily involved with the Uniform Building Code and ICBO. And then in the Evanston office our manager of technical and building code services, Herb Carlsen, bites his nails and loses his hair over these problems and various other projects that come in, such as conversion to metric and various other things. We also have a research associate at the National Bureau of Standards in Washington who is currently concentrating his efforts on the combustibility of building materials. His studies involve current testing methods, definitions, data analysis, and proposed new testing methods,.' It is anticipated that this program will lead to a better understanding of non-combustibility of building materials and systems. I mentioned that our members represent over 90% of gypsum products,' manufactured in the United States; it might be well to point out a couple of statistics about what that really means. According to the Bureau of Mines,

Jan 1, 1977

By D. Kimball, P. Chambers

"BACKGROUND In the event of an explosion or fire in an underground mine, workers can be exposed to a deficiency of oxygen, an excess of carbon monoxide, or both. These threats can occur as separate conditions or simultaneously. A lack of oxygen in the breathing air can only be addressed via the use of a self-contained breathing apparatus (SCBA) acting as a source of oxygen. An excess of carbon monoxide can also be addressed via the use of an SCBA, but if the threat occurs in isolation (that is, the atmosphere still contains sufficient oxygen to support life) and the concentration of the threat gas is not extreme (< 2%) then the carbon monoxide threat can also be addressed by the use of a filter self-rescuer (FSR). Used together, the SCBA and FSR offer a far more efficient and universally capable life support system than when used in isolation. However, the SCBA does not take advantage of the fact that the surrounding atmosphere likely contains some level of useable oxygen; i.e., the SCBA always supplies the total required oxygen from its limited supply, resulting in a ceiling on its useful life regardless of the level of oxygen in the surrounding air. To address this technology gap, what is needed is a ""smart"" SCBA that provides filtration and catalytic protection against threat gasses and has an extended duration life-sustaining oxygen inhale stream independent of the threat content and oxygen deficiency of the surrounding atmosphere. DEVELOPMENT Developed under contract with NIOSH the Smart Escape SCBA is comprised of three major components including; 1) oxygen supply, 2) oxygen sensing & dosing electronics and, 3) a CO catalyst and carbon bed broad spectrum FSR. The SCBA is designed as a hybrid system that provides non-toxic breathing air by using an approved Chemical, Biological, Radiological and Nuclear filter self-rescuer and a catalyst to convert high levels of carbon monoxide to harmless carbon dioxide (CBRN FSR/CO). In addition, the Oxygen Sensing & Dosing Electronics (OSDE) package adds sufficient oxygen to make up for deficiencies detected in the ambient air (Figure 1). By making use of the ambient oxygen, less oxygen is required for a one-hour unit life. This means that the Smart Escape SCBA fits in a smaller and lighter package than a similar-duration conventional Self-Contained Self-Rescuers (SCSR). Alternatively, taking advantage of available ambient oxygen could offer a significant increase in working duration in a unit with the same size as current SCSRs. The research performed under this NIOSH contract involved numerous tasks including: (1) definition of performance and system requirements for the Smart Escape SCBA, including keeping environmental stressors within acceptable ranges, providing at least one hour of breathable oxygen supply, and using a mask or hood that allows high-quality voice communication; (2) designing, building, and evaluating prototype units to support extensive bench top testing at Avon Protection and third party labs to demonstrate the device’s capabilities; (3) building sufficient quantity of Smart Escape SCBAs designed to be intrinsically safe (per MSHA criteria); (4) testing and evaluation by the National Personal Protective Technology Laboratory (NPPTL)."

Jan 1, 2015

By S. R. Dindarloo

"Truck-shovel systems are the dominant material loading and haulage machinery in open pit mining operations. Optimal selection, sizing, and allocation of this capital intensive equipment is highly desirable for both achieving production targets and improving the mine’s economics. In this study, discrete event simulation technique was applied for modeling material transportation in Golegohar open pit iron ore mine in Iran. Direct observation of the material loading and haulage for duration of three months resulted in statistical modeling of the operation in the form of probability distribution functions. These probability models were used as the inputs of a stochastic simulation model constructed in GPSS/H simulation language. The model was validated through comparison with the actual operation and was used to test different what-if scenarios and sensitivity analysis of the current system. Some modifications in the number of trucks, shovels, and dispatching strategies were proposed. Simulation resulted in considerable improvements in the mine’s production and economics.INTRODUCTION There are three different mechanisms of discrete, continues, and hybrid material transportation in open mines, including but not limited to: i) in-pit crusher and conveyor belts (hybrid), ii) slurry piping (continues) and iii) truck-shovel system (discrete). Although, each mechanism has its advantages, the truck-shovel system is the dominant method of material loading and handling in open pit mines owing to its high production rate, excellent flexibility, relatively low operating and capital costs, and good maintainability. General objectives of optimal equipment selection include: i) meeting the long and short term requirements of production rates, ii) human & equipment safety, iii) environmental protection, and iv) economic operations (Figure 1).The two most important decision factors on a truck-shovel system selection and sizing are the equipment geometry and size. Geometry (equipment width, weight, turning radius, swing angle, etc.) is mostly controlled by mine’s designs and layouts, as well, as operational constraints. After selection of a favorable geometry based on the constraints; the next step is to select the equipment manufacturer. Once the geometry and manufacturers are selected; the next step is to decide on models (e.g. Bucket size) and required number of each unit"

Jan 1, 2015