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By David Wright, Jerome Chamfray, Anthony Harding, Brian Boye

Conway’s Law states that unless we intentionally design automation tools around what we need, we will simply replicate our existing processes. While we may achieve some savings this way, there is an opportunity for greater benefits if we re-imagine the way we, as an industry, perform design. This paper examines current technology and shows how even small departures from merely encoding what we currently do could reap significant benefits. From these examples a framework is developed for a new and innovative approach tvo automation that will allow us to design more quickly, to a higher quality, and communicate outcomes more effectively.

Dec 1, 2022

By W. E. Sabina

In the short period of one mans? career we have seen specifications for bulk material handling systems and equipment grow from two or three pages to as much as two or three volumes for a single contract. The old 'short form' described what the purchaser expected the equipment to do. The long form does the same but also includes nut, bolt, and lockwasher depth of detail. What are the events that led to this proliferation of verbiage, and does it benefit the buyer in the final analysis? Is there a better way to purchase complex equipment while ensuring the highest quality for the dollar spent?

Jan 1, 1986

By V. Svalbonas

When the Trelleborg Divisions of Boliden Allis and Mineral Processing Systems (MPSI) merged, a unique opportunity occurred for two independent mill fabricators to compare design pro¬cedures and the research upon which they were based. Several semiautogenuous (SAG) mill analyses are compared using Boliden Allis and MPSI methods. The differences and similarities are then used in a correlation of critical stress definitions and the acceptable design and inspection criteria. Given the opportunity to compare the total philosophies and methods of several companies involved in the design and fabrication of grinding mills, it was important to first develop the comparison method and ground rules. One option was to compare analytical methods by details such as numerical techniques and accuracies. However, this option was discarded in favor of a more general approach. The question that was finally posed was in two parts. Given an identical mill requirement: • What would be the difference in the analytical design result, and to what aspect of the analytical process could this difference be attributed? • What would be the difference in approaches to obtaining the final hardware in subcontracting, both in specifying and Quality Assurance surveillance? By using this comparative approach, questions of relative conservativeness and reliability would automatically be answered.

Jan 1, 1992

By P. Ulrich, V. Svalbonas

The early to mid 1980s was a period of mining consolidation, and many senior design engineers retired from the mill industry. Similar conditions have existed in the last few years. This creates a loss of a tremendous amount of experience. This paper is a look back by two senior mill designers who survived the dips in both time periods. From a continuous design practice of over 25 years, mill designs and fabrication practices are surveyed with a view of identifying what works, and is necessary, and what doesn’t, or is not necessary, in the creation of a safe, economic, long-lived grinding mill.

Jan 1, 2001

By Ian Hutchison, Michael C. Salmon

TRC'S INNOVATIVE EXIT STRATEGIES™ FOR MINE CLOSURE , MINE "EXIT STRATEGIES™", WHAT IS AN EXIT STRATEGY™?

Jan 1, 1998

By Hugo T. Dummett

I would like to share some observations about the mining business and place the ongoing discussion in the context of our changed world. The mining industry practices its trade in a universe defined by prices, laws and governments. Prices, as in what the industry is paid for what it produces, and the costs of goods and services. Laws that have to be transparent and fair. And governments that the industry prefers to be stable and supportive of the industry, and certainly not corrupt. However, the day-to-day realities of the mining business in 2000 are not what they were 10 years ago. Several events have occurred that have resulted in a less populated workplace that is obliged to work much smarter and faster. These include real declining prices for most mineral commodities; low and diminishing returns to company shareholders; massive restructuring of the industry through mergers, partnerships and alliances; gold’s changed role from reserve currency to just another commodity; the growing importance of native title and the startling imperatives of “sustainable development.” In addition, the “borderless world” now means that resource companies will need to pass the test of being responsible corporate guests who respect and enhance the social, moral and societal values of their host countries.

Jan 1, 2000

By B. V. Cooper

The word "research" has been used in the title of my presentation somewhat against my better judgement. There are many definitions of the word. But the one I like best comes from Webster's New World Dictionary. It reads: "Careful, systematic, patient study and investigation in some field of knowledge, undertaken to discover or establish facts or principles. ..." I like that. In only 9 words, the definition conveys to me the very essence of what should be going on either in or for the coal industry. Unfortunately, not enough coal-related research is going on. And much of what is being done is, in my view, not really as effective as it might be.

Jan 1, 1983

By P. Holman

I would like to start this paper by looking back about twenty years to see where we have been in the mining industry. We will also look forward a bit and talk about what lies ahead. Here is what has happened to the world economy since the 1970s. Economic growth was strong in the early 70s, but slipped into a recession in the middle of the decade. Then, after a fairly decent recovery recession struck again in the early 80s and since then growth has been rather sporadic. All in all, it has been a real roller coaster ride. There will continue to be plenty of ups and downs in the world economy in the future.

Jan 1, 1993

By Thomas F. Torries

It does not take sophisticated economic analysis to determine the current status of nickel production and demand (Figure 1). One only needs a quick glance at the balance sheets of the major nickel producers to learn that prices are down and profits are supressed to the point where they are major losses. Operations have been closed, and those remaining in production have reduced output. What Is now of interest Is, when will the nickel market improve and to what degree? The purpose of this paper is to attempt to answer these questions. This will be done by the normal method of projecting nickel demand, chosing a production scenario, and analyzing the results.

Jan 1, 1982

By T. R. Jr. McMillan

Introduction Examining the short- and long-term job prospects for engineers in the coal industry might include looking at coal tonnage projections, future export markets, federal regulations, and the decrease in overall graduates. But coal is the US most competitive basic industry. As such, why not go back to basics? That is, there are three basic challenges that need to be faced by students, faculty, and members of the coal industry. These challenges are counseling, career placement, and professionalism. Counseling Counseling can include elementary, high school, and college students, as well as individuals already employed. But what happens to students after they have selected a course of study at a particular university? As shown in Fig. 1, only 87,000, or 7.25% of our graduates have technical degrees. Generally, there is a strong market projected for these engineering graduates. However, many students who have majored in other nontechnical curriculums, have to scramble for jobs. This says something about our ability to make students aware of where the real job opportunities are. As a student spends four or five years pursuing a degree, he or she is looking for professional guidance. The student has the right to expect "real world" counseling - counseling that is not "the way it should be" but "the way it is." The influence of faculty members is significant. They should take this long opportunity to tell students not what they want to hear or what the problem's of academia or the industry are, but what the real job market is all about. If faculty do not use this opportunity, they in-advertently-through omission - mislead their students. Once a student graduates and is a working alumnus, faculty should take advantage of their relationship with the student and continue to stimulate conversation leading to a two-way exchange of ideas and information. Faculty should also encourage and solicit financial support for their mining departments from their alumni. These monies, in many cases, will be matched dollar for dollar or more, depending on the company the alumnus works for. In the private sector, the responsibility is to communicate with faculty and students. Alumni can be effective by participating in this two-way dialogue with their professors at meetings, technical seminars, and conventions. In many cases, alumni will employ summer or co-op students in their organizations. While getting to know these students, industry members should level with them on where the true opportunities are and what it takes to be successful. It is important to communicate with both faculty and students candidly on both the posi-

Jan 2, 1985

By Neal I. Rosenberg

There is an old education maxim that a good teacher "first tells 'em what he's gonna tell 'em, then he tells 'em, and finally he tells 'em what he told 'em. I'm sure this says something about me as a teacher, and therefore as a student as well, but I'm going to begin by violating that maxim. The first thing I'm going to do is tell you what I'm not going to tell you. I'm not going to tell you that my company has found the solution to frozen coal problems. I'm not going to tell you that there is a miraculous new formula, and your frozen coal worries are over. Actually, it is really questionable whether there is a single step or process which will provide the answer. On the other hand, I do believe that at Union Electric we have made significant improvements in our ability to deal with frozen coal over the last couple of years, and I propose to describe some of the things we have done, what conclusions we have drawn so far, and the direction in which we are now headed. It would be well here to give a brief picture of the Union Electric system and the frozen coal problems we face. Union Electric is an investor owned electric utility with headquarters in St. Louis, Mo. Total generating capability is on the order of 6800 megawatts, which snakes us 24th or 25th largest in the United States. Power generation is by steam (both coal and oil fired), hydro, pumped hydro, and combustion turbine units. Although that is a diverse power supply, by far the largest source is our four coal fired steam plants. One receives coal exclusively by barge, the other three by rail. It is at these last three plants that the frozen coal difficulties arise.

Jan 1, 1980

By C. Jack Powell

TVA's involvement in air quality programs is perhaps a bit unique. The Tennessee Valley Authority was established in 1933 as a regional resource development agency and therefore must view clean air and clean water as essential resources for the overall development of the Tennessee Valley region. TVA operates certain resource development and production facilities, including power-generating facilities, which are potential air pollution sources. The remarks in this paper will be restricted to air pollution control technology at power-generating stations. Perspectives of Air Pollution Control The art of pollution control must be viewed from several perspectives: 1. It must be viewed in a time perspective--what is available now for air pollution control, what might be available in the near future, what are the likely technologies for the more distant future, and what the future trends in availability of resources might be. 2. Each air pollution abatement scheme must be viewed in the perspective of its total environmental consequences--not just its ability to clean up the air. The generation of electricity from coal produces waste gases, waste particulates, and waste heat. These wastes must be disposed of either in water, in air, or on land. If the polluting wastes are removed from the gas streams going into the air, then they must be disposed of either on land or in water or, hopefully, converted into a product which has some beneficial use. As an example, removal of S02 from stack gases could be more readily accomplished if one could dump waste sulfur products in water. He would solve an air pollution problem by creating a water pollution problem. 3. Techniques for air pollution control must be viewed in the perspective of regional, national, and world resources with their national security and economic implications. The power industry might reduce air pollution by switching generating plants to burning desulfurized fuel oil or natural gas.

Jan 1, 1972

Obtaining financing for mining and exploration projects has been difficult for the last several years, particularly for junior companies. Today, though, the purse strings of investors appear to be loosening, leaving the industry with many questions about financing in the coming years. How have capital markets and exploration spending changed? Are there signs of improvement? Where has capital been raised in private, public markets, stock exchanges, private equity, etc.? What companies successfully raised capital in the last year? How are they spending it? How are traditional and alternative funding sources investing in mining? What are the issues mining companies need to know about when tapping alternative sources of capital? Those were some of the questions that were answered at the Current Trends in Mining Finance conference, sponsored by SME and the New York Section April 26-28. Held in New York City, the conference attracted 115 professionals who work on the finance and economic side of the mining industry. Three of the conference organizers talked with Mining Engineering about the conference and the state of financing in the industry today. Tim Alch (TA) is managing director with Behre Dolbear & Co. Alan Oshiki (AO) is executive vice president with the Abernathy MacGregor Group. Henry Weingarten (HW) is managing director with the Astrologers Fund Inc. Here is what they had to say.

By Chris Crowl

Employee involvement does not directly correlate to performance improvement. A key ingredient is the introduction of new Human Resource Systems that promote both performance improvement and employee involvement. Many organizations have tried to use employee involvement as the ''fixer" of performance issues-and seen their performance deteriorate further. They failed to realize that the entire human resource strategy must be connected to the goals of performance improvement and that greater employee involvement is only one tool in that strategy. So what are Human Resource Systems? These are systems that all managers use to get work done. Most of us are familiar with basics such as planning, assigning work, checking progress (auditing), completing assignments. We also commonly think in terms of staffing, training, compensation, or corrective action. All of these are human resource systems. All must be designed to support what you are trying to accomplish with your people. We call that the Human Resource Strategy. Let's examine one part of a total strategy intended to support more employee involvement at Kennecott Utah Copper-the hourly job structure. The design of hourly jobs directly affects how many employees of different capabilities are required to get the work done. It begins to answer some fundamental questions: • What are the roles and accountabilities of each employee? Do they have enough information to make decisions, to take responsibility for their work?

Jan 1, 2004

By Richard R. Klimpel

In a process-oriented production environment, the first objective of any plant engineering effort is to safely produce sufficient product output with an existing plant layout to provide a profitable return to the plant owners and stable employment for plant employees. In such an environment, the terminology macro-engineering means looking at a plant from a perspective beyond "putting out routine fires" or "keeping the plant running." It means asking questions like: • What are the current equipment bottlenecks in the existing plant? • What portion of the plant is most sensitive to fluctuations in raw feed characteristics or other processing condition changes? • If one had X dollars to spend beyond routine maintenance, how could it be best spent to have the greatest impact on overall plant profitability? • What portions of the plant do we know least about? While these questions may seem obvious, they often go unasked due to time pressures, limitations on people or other resources and poor profitability of the existing plant. Even when the questions are asked, frequently a high level of personal bias or a lack of accurate information lead to less than optimal answers and sometimes a lack of confidence in engineering technology. Therefore, in a majority of process plants, there has been little serious change in the equipment layout or engineering operation practice since the start-up of the original plant design.

Jan 1, 1992

By Joel Lööw, Jan Johansson, Lena Abrahamsson

Industry 4.0 offers new possibilities to combine increased productivity with stimulating workplaces in a good work environment. Used correctly, digitalization can create attractive jobs in safe control room environments, which provide space for the employee’s full expertise and creativity. This is true also for the mining industry. But, to succeed, it is important to analyze the development from a worker’s perspective. What will happen to their work? What skills will be needed in the mine of tomorrow? We must also consider the risks, such as privacy issues, increased stress, and work-life boundaries. These questions must be understood if we are to create workplaces that can attract a young and diverse workforce to tomorrow’s mining industry. In this article, we try to illustrate what the new technology can mean for the individual miners. We formulate the notion of Mining 4.0 (Industry 4.0 in the mining industry), where we try to create an image of how the future might look from a miner’s perspective and how mining companies may navigate their way to a future that works for all miners. To illustrate the range of possible outcomes, we formulate two scenarios: one utopian and one dystopic. At the end of our article, we bring forward six recommendations that can be considered a beginning of a road map for the human side of Mining 4.0.

By Joel Lööw, Jan Johansson, Lena Abrahamsson

Industry 4.0 offers new possibilities to combine increased productivity with stimulating workplaces in a good work environment. Used correctly, digitalization can create attractive jobs in safe control room environments, which provide space for the employee’s full expertise and creativity. This is true also for the mining industry. But, to succeed, it is important to analyze the development from a worker’s perspective. What will happen to their work? What skills will be needed in the mine of tomorrow? We must also consider the risks, such as privacy issues, increased stress, and work-life boundaries. These questions must be understood if we are to create workplaces that can attract a young and diverse workforce to tomorrow’s mining industry. In this article, we try to illustrate what the new technology can mean for the individual miners. We formulate the notion of Mining 4.0 (Industry 4.0 in the mining industry), where we try to create an image of how the future might look from a miner’s perspective and how mining companies may navigate their way to a future that works for all miners. To illustrate the range of possible outcomes, we formulate two scenarios: one utopian and one dystopic. At the end of our article, we bring forward six recommendations that can be considered a beginning of a road map for the human side of Mining 4.0.

By Thomas P. Meloy

Comminution is an old art. Unfortunately the analysis of the unit operations has been handicapped by the lack of both theoretical and experimental information. Two types of infor¬mation are needed, one an understanding of what happens when a particle breaks in a brittle manner; and two, an understanding of what happens when the daughter fragments pass through the mill. This paper is concerned with the former, the catastrophic fracture of a brittle solid. Recently, successful theoretical attacks on the frac¬ture of brittle solids have yielded significant-results. New experimental techniques are yielding insight into the physical phenomenon occurring during brittle fracture. Many of the re¬doubtable shiboliths of the last century are either being laid to rest or verified.

Jan 1, 1965

By D. J. Barratt

What is meant by "Minimizing Risk"? This paper explores some of the factors encountered in plant design which can affect the success of a mineral processing plant in terms of its planned output, quality of product and recovery. Any deficiency in either one of these objectives means lost revenue at the start of a project and reduced present value for the mine life. Time is money. Related factors such as project conception, feasibility studies, capital cost and operating cost estimation and mining studies have been covered in a recent paper (1) from which material for this paper has been drawn. What follows is a discussion of the principal factors which can influence the success of a project with particular emphasis placed on processing concepts.

Jan 1, 1983

By A. F. Grandt

What is prime farmland? Can such land, once it has been strip-mined for coal, be restored so that it will produce corn, soybeans, wheat, and alfalfa? What methods or practices are necessary to bring about restoration within a reasonable time so that crop yields will be equivalent to or higher than those of unmined prime farmland under high levels of management? These questions concerned land use researchers in Illinois as early as 1948 when the Illinois Agricultural Experiment Station experimented with growing cultivated crops on strip-mined land in St. Clair County (1). This research was done almost 30 years before requirements of Public Law 95-87 were passed by the United States Congress and signed August 3, 1977.

Jan 1, 1980