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By R. J. Latino

Because of the lack of a universally accepted definition or standard for RCA, we are left to our own conventions in the marketplace as to what is most ?effective? or a ?Best Practice? for our own facilities or organization. This lack of uniformity in the application of RCA produces an equal lack of uniformity in the measureable outcomes of RCA on the bottom-line from site to site and industry to industry. What is the definition of success for an RCA? Is it regulatory compliance? Is it some quantifiable measure of bottom-line performance? Is compliance and bottom-line performance the same thing? Can we measure the ROI we receive by doing compliant RCA? These questions must be adequately addressed if any definition of RCA is to be effective on the bottom-line. Like our various Corporate Vision and Mission Statements, what would be our Vision and Mission for RCA? When pondering the answer to this question, we should consider: ? What Key Performance Indicators will the Success of RCA be Linked to? This provides a direct correlation to the corporate dashboard and therefore garners support for the RCA effort when implemented at the sharp end. Not until we know what KPI?s will effectively measure our maintenance and reliability objectives can we begin to establish which opportunities will afford the greatest returns1. ? What Bottom-Line Metrics will be Tracked to Measure the Effectiveness of Our RCA Effort? Will it be increased production, profitability, regulatory compliance, etc.? Will it be decreased injuries/fatalities, claims, customer complaints, risks, etc.? We should be specific about these metrics and their correlation to the metrics on our corporate dashboard. ? What Will Trigger an RCA Investigation? Normally companies will establish quantifiable thresholds to be surpassed before an RCA will be conducted. Examples may be an OSHA recordable injury, a failure event in which production losses exceed $250,000, an equipment failure in excess of $50,000 or a regulatory violation. This is the norm. However, we should realize this is using our RCA skills totally on a reactive basis. High Reliability Organizations (HRO) strive for proaction and they also use RCA proactively. Why can?t we use RCA to analyze why unacceptable risks from an FMEA are so high? It is perfectly applicable yet rarely implemented in this fashion.

Feb 27, 2013

By W. H. Schiffbauer

The protection of miners, equipment, and infrastructure is discussed. While the primary focus of the described technology is to prevent miners from being injured, struck-by, or crushed by heavy equipment; another major benefit realized is also the protection of equipment and infrastructure. An attempt is made to define and classify the systems used to provide proximity detection and warnings as well as collision detection and avoidance. Information about the speed of vehicles and human operator response time can be a factor in the choice of what type of system and what features are needed to properly address the needs. How the technology adjusts to compensate for various vehicle speeds, while maintaining the same level of protection is noted. The statistics which justify the need of miner protection are provided. The primary system components required, what attributes they feature, and how they respond in the environment, is briefly highlighted. The physics behind the danger zone marker technology and what makes it so robust and reliable is established. Examples of a few mining applications and specific operational modes are provided for both surface and underground.

Jan 1, 2011

By K. A. McDonald

This paper will describe the experiences of Hibernia Holdings, Inc. in constructing a mineral processing facility in Mexico. It will attempt to set forth a guideline on what companies attempting to operate in Mexico can expect and what actions they can take. Ownership laws, import/export laws, labor laws, security, transportation and operating experiences will be discussed.

Jan 1, 1994

By Nathaniel Arbiter, Robert R. Beebe

The U.S. mining industry - once world dominant and largely independent of foreign sources for most major commodities - has today lost this position, with little likelihood of regaining it. But even though Business foretold The Death of Mining four years ago, the current outlook is less pessimistic because of drastic restructuring of the industry; a major reduction in its labor force, with resulting large increases in productivity; and introduction of improved technology. In the face of this clearly changed climate for domestic mining, it is important to examine the role of the development and research establishment in the industry's future, which raises a complex set of questions: 1. Where and to what extent can new technology assist in the continued survival of the industry ? 2. What is the past record of the research establishment in developing new technology; and what is the industry's record in supporting and adopting it ? 3. In the light of these records, and of the drastic cuts in both research staffs and expenditures, what areas should be the most important targets for new technology? New Technology vs. Old A1 though mineral processing's origins can be traced back through five or six millennia, its modern structure is about 200 years old.

Jan 1, 1989

By D. S. Brown

Few issues pose quite as profound consequences to the quality of life and the creation and distribution of wealth as how we protect the natural environment. No longer a peripheral but a global concern, the environment, once almost nobody's business, has now become everybody's business. It is also the single biggest issue facing mining and mineral activities. This heightened ecological awareness and sensitivity have spawned a new commitment to restore, protect, and preserve nature. But that very commitment poses difficult socio-economic trade-offs, such as: What and how many resources can be given up to prevent and reduce pollution? What are the opportunity costs associated with meeting higher environmental standards? What problems are more important or pressing than others and should be given priority? Choices have to be made that may entail unintended consequences for other societal goals.

Jan 1, 1994

By Aurel Goodwin

I chose the title "Let's Clear the Air" for this afternoon's presentation because it has two meanings, the literal and the figurative. Most of you know what MSHA is. Most of you know what MSHA does. And, for the most part, most of you know why. What I hope to accomplish today is to "clear the air" around our health standards, to clarify for you how MSHA views its congressional mandate under Title I Section 101(a)(6), (7), and (9) of the Mine Safety and Health Act. Asbestos, silica, radiation, noise, welding fumes, carbon monoxide, lead, hydrogen sulfide, nitrogen dioxide - the list of physical and chemical hazards encountered in the metal and nonmetal mining industry is as diversified as the industry itself, possibly even more so. In addition, miners are often exposed to several of these health hazards simultaneously.

Jan 1, 1980

By Chee Theng

"Mining professionals are a resilient lot. Sure, copper prices are dismal, permitting processes seem interminable and the top mining companies are shedding jobs like a Shetland sheepdog sheds hair. All the more reason to hone technical skills, reconnect with old contacts and get one’s finger on the pulse of the industry.More than 400 did just that in the balmy sunshine and among the saguaro cactus of the Tucson venue of the SME Arizona Conference.Giving the keynote speech was Patrick Merrin, vice president at Hudbay Minerals (see box), while the luncheon speaker was University Distinguished Professor Mary Poulton, director of the Lowell Institute for Mineral Resources at The University of Arizona.“Attendance was great, especially given the copper price,” said Ta Li, vice president of business development at Tetra Tech and 2001 SME President. “The luncheon speaker was one of the better ones in recent years. Her talk contained a lot of fresh ideas, and practical versus theoretical concepts.”Talk about values, not economicsPraise was unanimous for Poulton, who gave a thought-provoking talk on “The New Face of Mining: The Culture Change for Compatible Mining.” Corporate social responsibility has been embraced by the metals mining industry, and it’s being done right, she said. “So why do we have more conflict? Why are there more protests? Why does permitting take longer and longer?” Poulton made a case for an approach based on compatible, rather than sustainable, mining to present a new face of mining that can be compatible with communities, cultures and the environment, and still be profitable. When the mining industry starts to talk about compatibility between what it is doing and what “me,” as the consumer, wants, what “we,” as citizens of a community, want, and what’s good for the “world,” we’re going to see the next culture change happen, she concluded."

Jan 1, 2015

By Robert Sutton, Milan Sjaus

Conveyor pulleys are an important and integral component of a conveyor. Conveyors work in sequence to make up conveyor systems. Each conveyor system is only as reliable as its crudest component. If the pulley fails, then the whole material handling system stops. So what is the effect of this downtime? What are the costs of repair? How much are we willing to pay to solve the problem? What should we spend to prevent an unscheduled shutdown? Do we use the technological improvements at our disposal or do we ignore them to satisfy immediate cost savings? This study will focus on the cost of pulleys relative to the total conveyor cost, the cost of downtime, the maintenance costs and the costs for resolution of the problem. Some philosophic and design concepts are injected for illustration and discussion.

Jan 1, 2000

By T. Peter Philip, Erich U. Petersen, William J. Tafuri, Donald M. Hausen, Douglas N. Halbe

Scarcely a month goes by that I or someone else at Newmont Mining or Newmont Gold isn't asked to give a talk on the topic I was asked to discuss today. Investors, financial analysts, geologists, metallurgists, even our government--everybody wants to know what the future holds for gold mining. Well, you're not going to get exactly what you asked for. Today, I'm prepared to focus primarily not on what the future will bring to us, but rather on what the future will demand from us. More than that, I cannot undertake because it isn't within my scope to predict how wise and resourceful everyone in our industry will be in the future. What our future will hold, as I see it, will depend on our--and our colleagues'-- responses to these very real demands. Three critical issues stand out in my mind as to what the future will demand of us in the gold mining industry. And these demands will be for: 1. The very greatest of technical expertise and innovation. 2. The highest order of environmental sensitivity and timely accommodation. 3. Planning, planning and more planning. All of these flow inexorably today from the traditional objective of any mining company--or any company in any business, and that is, to make money. Nothing as I see it, should be undertaken by a geologist, metallurgist or even an environmental department, unless the exercises will enhance profits; and nothing may be ignored which can have consequent damage to the bottom line. Thus, the three issues I've listed for you subordinate themselves to the objective of making money, although at least in the environmental area, it might seem to some that we can only incur additional costs without even a dollar-for-dollar return. I hope to disabuse you today of any such out-of-date notion. Let's tackle the first issue-- Technical Expertise and Innovation. Newmont Gold Company this year is celebrating its 25th anniversary of successful and profitable operations on the Carlin Trend. Carlin in 1961, which is when exploration began on the "Trend" by Newmont, actually may share a lot of similarities with Carlin today. They didn't then know where the gold was and, if they found it, they had one hell of a challenge mining and processing ore at a profit because gold was selling at only $35 an ounce. Today, we know where the current reserves are. But we don't know where our future reserves lie. Furthermore, we don't know exactly how we're going to mine them, and, as everyone here knows too well, we don't know what the optimum metallurgical treatment is, even if we can find and mine them. And all that despite the abundant level of modern experience and skills within the current generation of mining companies, and the fact that, even taking inflation into account, gold sells at a higher price today than in 1965 when Carlin began operations. But, of course, I'm telling you what you already know.

Jan 1, 1990

By Nellie E. Guernsey

The Call for Papers described the session as "Top down applications; management tools for decisions, planning, investment/finance, and negotiations." In order to attract papers, and know which ones to include as well as those to reject, it was necessary to (1) define the executive suite, (2) review what had been done in previous APCOM symposia, and (3) find out what's happening now, what isn't being done, and what can be predicted. To accomplish this, especially the third task, senior managers throughout the mineral industry were generous with their time in telephone and personal interviews. Five papers were selected for presentation at the symposium and inclusion in the proceedings; the content is divided between the Executive suite in the mineral industry and those elements which apply to any Executive Suite. The Executive Suite is the top portion of the organizational tri- angle (I), those to whom the managers of functional areas such as exploration, production, finance, and marketing report. The make-up and specific activities within an executive suite reflect the organization and culture of its corporation. As there is no typical corporation, there is no typical executive suite; however, those who work within the executive suite typically do not have day to day operational responsibilities and either are, or report to, the Chief Executive Officer.

Jan 1, 1989

By E. B. Graves

I have been asked to talk to you this morning about phosphate marketing and distribution. In discussing this I will attempt to answer such questions as: What is phosphate? Where do we get it? What form is it and how do we sell it? How do we distribute it? How is it applied? And last, but not least, What about the future? To start with, phosphate is one of the three primary plant nutrients. It is the element essential for root structure of plants. Plants, like humans, need a balanced diet. Thus, the amount of phosphate required by individual plants is, in part, related to how much of the other nutrients are used. Virtually all soils contain a certain amount of available phosphates. Back at the turn of the century the most common source of additional plant nutrient, including phosphates, was from cattle manure. The use of chemical fertilizers is something that has grown significantly during the last half century, and in particular, the last 20 years.

Jan 1, 1977

By R. E. Miller

Accelerometers and pressure transducers mounted in suspension components can be used to monitor the ride of haulage trucks. Presently, it is difficult to tell what caused a jolt to the truck using either pressure or acceleration data alone. When information from a Global Positioning System is recorded at the same time as shock pressures or acceleration data, then the exact location of an event can be determined. Mine management can then determine what caused the jolt to the truck.

Jan 1, 1999

By J. Walden, S. Rhoades, R. E. Miller, R. Gibbs, P. Boman

Accelerometers and pressure transducers mounted in suspension components can be used to monitor the ride of haulage trucks. Presently, it is difficult to tell what caused a jolt to the truck using either pressure or acceleration data alone. When information from a Global Positioning System is recorded at the same time as shock pressures or acceleration data, then the exact location of an event can be determined. Mine management can then determine what caused the jolt to the truck.

Jan 1, 1999

By Arthur E. Belton

Ever since the industrial Revolution both major and small companies have put much emphasis on the use of incentives to compensate top management for extra effort and extra skill. For many years industries have also provided hourly rate employees with incentive plans. More recently incentive plans have been extended to include the "front line" supervisors. Many companies have what are called Christmas bonus or profit-sharing plans. The incentives for foremen in mining, which we shall discuss, differ from such bonus plans in that the incentives are paid on a definite measured performance for each individual, and thus directly reflect his effort and skill. What is the objective for paying incentives? The objective for any part of an industrial Engineering Program is to increase productivity and reduce unit cost. The unit cost must include the entire cost of the program. From what base do we start an incentive plan? One should think of art incentive program as the top rung of the Industrial Engineering ladder. Therefore, a company must take several steps before reaching this top rung. The following steps are necessary:

Jan 1, 1960

By Steven B. Van Kouteren

Added value is a term loosely used in the industry, but what exactly does it mean? What does it take to make a value-added product and more importantly how does a company maintain the value added to its products? Most people agree that value-added means the value of a mineral minus the cost to produce it. But what is misleading is that producing value added products does not necessarily guarantee the profitability of the products. In some cases firms that make "value-added" products are not very profitable. It is not only important to understand how to make a value-added product but also how competitive forces in the market can erode the value added. Therefore, when we look at value-added opportunities, we must understand how to obtain the value added and more importantly how to maintain the value. There are four major factors that limit a company's ability to add value to its products. This paper will examine these factors and will use the ground calcium carbonate and mica industries as examples.

Jan 1, 1990

By Paul D. Tomlingson

Will Rogers unwittingly commented on the essence of evaluations when he said: "We don't know what they don't know!" In so doing, he explained why managers have an obligation to verify that their personnel really know what is expected of them. Rogers further stated that "What we know may not be so!" Here, he suggests that managers must establish the correctness of facts on which they make decisions concerning the future of their organizations. Yet, there are some managers who may not have considered this basic wisdom. These are perhaps the ones who shun a solid, fact-finding evaluation. Instead, they trust to guesswork as a basis for attempting improvement. Without realizing it, they may be making incorrect decisions harmful to the very organization they are trying to improve. Unfortunately, an attitude of avoiding evaluations often permeates whole organizations when their managers fail to appreciate their importance. Recently, the following was found prominently displayed in the office of a maintenance manager. Regrettably, the facts of a subsequent evaluation established how imprudent his attitude was:

Jan 1, 1991

By T. W. Camm

Some of the defining characteristics of narcissists include a grandiose sense of self-importance, preoccupation with success and power, a sense of infallibility, and a supreme confidence in their ability and intelligence. Ironically, many of these characteristics are rewarded in business organizations, which may explain why there seems to be so many narcissists in management positions. Assuming we will be dealing with narcissists throughout our career, it makes sense for us to understand what makes them tick, and more importantly what we can do to work with them in a constructive manner.

Feb 23, 2014

By R. A. Paul

WIDCO, operator of the Centralia Coal Hine, chose dredging, a method not commonly used for overburden removal, as the fastest, safest, and most economical method for mining through an alluvial filled valley. Now that the work has been completed, how did the cost and schedule compare with the original estimates? What would we do different next time in preparing for a dredging contractor? What are the potential pitfalls working with a dredging contractor? Would we do it again? When should dredging be considered as an overburden removal option?

Jan 1, 1989

By Ernest Selig, John Dunnicliff, Delon Hampton

This paper provides a summary of a two-day conference held in New Orleans in March 1980, entitled "Tunnel Instrumentation: Benefits and Implementation." The conference addressed two major questions: First, what are the benefits of using instrumentation during tunnel construction? Second, what contractual relations should be established for conducting instrumentation programs during tunnel construction? Each session consisted of brief formal presentations and extensive panel discussions with participation from attendees. Attendees included owners, designers, contractors, and instrumentation specialists. This paper presents a consensus of views expressed during the conference.

Jan 1, 1981

By William Gleason

"What will the mine of the future look like? Will it resemble the current operations that supply the world with the products it needs to function, or will it be something totally different? How will the demands from the communities that are most affected by mining operations shape the mine of the future? How will technology and innovation be used to help miners reach deposits that are getting harder to access, and what are the dangers of this new world? Who will work at the mine of the future, and what will that work look like?These are questions that do not yet have definitive answers, but they are questions that need to be asked for the mining industry to move into a future that is as filled with uncertainty and challenge as it is with promise and opportunity.On Feb. 16, the 2015 SME Annual Conference and Expo and the 117th CMA National Western Mining Association conference began with a keynote address, "The mine of the future: Forecasting opportunities and challenges for the global mining industry." Panelists from five sectors of the mining industry participated in the session, which was followed by the conference and expo, that in large part, were also trying to answer the question of what the mine of the future will look like.In coming months, Mining Engineering will continue the discussions and answer some of the questions submitted by members of the 2,000-person audience during the keynote address in a monthly feature called, "Predicting the Mine of the Future," and in Thought Leaders Podcasts with the panelists and other industry experts."

Jan 1, 2014