Search Documents

By A. J. Stapleton

"The Copper Mountain mine of Gaspe Copper Mines, Limited was brought into production in January, 1968.This paper describes the organization, scheduling and control of maintenance of large open-pit equipment, including 8-cu.yd shovels and 85-ton electric-wheel haulage units. The facilities for repair as well as maintenance are also described, including repair shops and field repair equipment. Maintenance costs are discussed and particular reference is made to tire inspection, records and costs."

Jan 1, 1969

By Fred J. Wright

ORIGINALLY, mining machines were actuated by purely mechanical mechanisms comprising cams, levers and gear trains, which became more and more complex as demands were made for additional operations that would increase mine tonnage. To simplify these intricate machines, development engineers began utilizing the principles of high-pressure hydraulics long employed for the control of various machine tools. The resulting specificially developed hydraulic systems are now literally the heart of the mining machine. During World War No. 2, very little fundamental change in design was made in existing mining machines, but because of the recognition of the merits of hydraulic application to the machines of war, it is reasonably certain that hydraulics will be applied to mining machines in the future to a much greater extent. This potential future indicates that a more thorough knowledge of hydraulics and its maintenance must be incorporated in mine operation. Contamination of Oil Maintenance of high-pressure hydraulic equipment varies considerably with respect to mine practice and conditions. The success or failure is largely dependent upon the hydraulic fluid and its care. Since all successful hydraulic systems have been designed around the use of mineral oil as the fluid, a complete analysis of this prime factor should be made to make clear the requirements of the fluid in a hydraulic system. Contamination of Oil Manufacturers of mining machinery usually have specified an S.A.E. rating or viscosity index of the, proper mineral oil for use with their respective machines without considering the fact that many oils will meet these specifications but will not give the desired life or efficient operation. Hydraulic fluid should be specified as a good grade of mineral oil, such as turbine oil, having rust and oxidation resistance. It must have high chemical stability, high lubricity, and proper viscosity. These factors will minimize maintenance costs by reducing wear and the consequent replacement of parts, and at the same time will lower costs for the oil by extending its life. Bulk purchases of oil should be limited to small sealed containers provided with a proper pouring spout, thus reducing the possibility of contamination of the oil before it reaches the mining machine. The introduction of foreign matter, such as sand, water, coal dust and residue oil left in filling containers, will cause untold damage and maintenance expense. Sand, being one of the best natural abrasives, will soon wear the close tolerances of the various hydraulic mechanisms to an extent that will necessitate complete replacement. Water is considered normally insoluble in oil, but because of the churning action of a hydraulic system water is broken down to particles so small that they remain in suspension. This suspension is known as

Jan 1, 1946

By R. H. Andrews, F. J. West

"Jones & Laughlin Mining Company, Ltd. operate the Adams mine at Kirkland Lake, Ontario, where they mine approximately 4,000,000 tons of extremely hard iron-formation and 3,500,000 tons of volcanic waste rock annually in order to produce 1,100,000 tons of iron pellets. This paper will discuss the maintenance of the four Model 1600 P & H shovels and the two 50-R drills used to obtain this production. The chief maintenance problems at the mine are due to the hard, abrasive ore and the cold winter weather."

Jan 1, 1970

By L. Freitag

"The Dollard oil field in southwestern Saskatchewan is a stratigraphic trap of irregular shaped perimeter. The reservoir is a low-angle monoclinal structure with a dip of approximately 100 feet in 5 miles from west to east across the long axis of the reservoir. Production of. 23° API gravity crude is obtained from a Jurassic sand referred to as the J-2-A, at an approximate depth of 4,500 feet. Reservoir studies and fluid analyses revealed that the crude is highly undersaturated, having a solution GOR of approximately 130 cubic feet of gas per barrel, that the reservoir has no definable water table, and that it appears to be of a closed-boundary type. Oil production was marked by a rapid pressure decline and it was soon evident that the greatest ultimate recovery would be best obtained if the natural driving energy of the reservoir were augmented by some artificial energy source. In support of a pressure maintenance programme, studies were conducted on flood-pot recoveries of large-diameter cores, and a potentiometric model study of the field was made. These studies indicated that a successful water flood would be obtained. The Dollard field was unitized in 1955 and pressure maintenance started in March 1956."

Jan 1, 1959

By Ray H. Hario

Background of Erie Mining Company Erie Mining Company, managed by Pickands Mather & Co., is one of the largest producers of iron ore pellets in the United States. The plant is located at Hoyt Lakes, Minnesota, sixty-five miles north of Duluth on the eastern end of the Mesabi Range. Taconite Harbor, situated on the north shore of Lake Superior, is the location of its Power Plant and shipping facilities. (Figure 1) Even though the plant commenced operation in September, 1957, its true be-ginning can be traced back to 1931 when Pickands Mather, in conjunction with Bethlehem Steel Corporation and Youngstown Sheet and Tube Company, began investi-gating the possibilities of processing low grade ores. In 1940, Erie Mining , Company was formed. During the early and middle 1940's, laboratory and pilot plant research was proven to a point where a preliminary plant was deemed feasible and built in 1948. This plant had an annual capacity of 203,200 t (200,000 long tons) per year and, until mid-1952, was the only taconite plant in existence using commercial-size equipment. During this period, ownership of Erie Mining Company was expanded to include Interlake, Inc. and The Steel Company of Canada, Limited. In 1953, authorization was obtained from the owners to build a 7.62 M t (7.5 M long tons) per year plant at a cost in excess of $300,000,000.

Jan 1, 1977

By A. Durnan

Barrick Goldstrike Mines Inc. (Goldstrike) operates a six circuit (train) pressure oxidation plant for the pretreatment of gold bearing sulfide ores. The property is located 27 miles north of Carlin, Nevada. Since the commissioning and start-up of the first circuit in 1990 until the present total plant availabilities have exceeded 90%. The discussion that follows will detail the maintenance practices employed to consistently achieve this goal.

Jan 1, 1994

By Paul D. Tomlingson

There are huge benefits for mining operations that have a well-defined maintenance program that is understood and followed across the total operation. But for operations lacking a quality maintenance program, there is equal assurance that nearly every major maintenance problem can be traced to this omission. Few problems will be permanently corrected until such a program is implemented. Definition The maintenance program re-quires the interaction of all mine departments. Initially, the production department will request work and the maintenance department will identify work, principally through preventive maintenance inspection and testing efforts. Maintenance will then classify the new work to determine the best way to respond. Maintenance will plan selected major jobs to enable its crews to carry them out more effectively. Maintenance will schedule the planned work with operations. Supervisors will assign all types of work to their crews then, control the work through effective supervision. As work is completed, maintenance will measure the work using an accurate information system. Next, it will assess overall accomplishments against goals such as performance standards or budgets. In addition, the pro-gram would prescribe a means to evaluate every aspect of the operation as it affects maintenance so that necessary improvements or changes can be identified, prioritized and acted on. Such evaluations should be part of a mine-wide continuous improvement effort. A well-defined maintenance program is one of the best investments a mining operation can make to assure its profitability. Educating the total operation on the pro-gram assures long-term dividends from the investment.

Jan 1, 2008

By D. J. Charlton

"IntroductionMaintenance is a business, which to be successful, requires good management, systems and reporting. The prime objective of the maintenance management group, be they large or small, must be to anticipate and prevent interruptions in operations by keeping equipment in good mechanical condition. This objective should be carried out at minimum cost consistent with maximum productiveness.The objective of this chapter is to give an insight into the various aspects of maintenance management that must be considered to effectively and efficiently operate a mill complex. The degree to which the maintenance sub-systems are developed in an operating mill will be determined by the size of the mill and the needs of the operation.The criterion of the management system used is that the system serve the operation and not vice versa. The systems presented should be considered as tools and, as with all tools, they must be sharpened and replaced as the need arises or as more effective tools become available.To understand what is involved in maintenance management, it is worthwhile to consider a systems approach to analyzing management problems. This approach was developed by J.A.B. Rae while reviewing maintenance management systems for Cominco Ltd.A very simple system involving managing results and objectives is shown diagrammatically in Figure 1.The systems approach to organizational development involves four basic elements: an objective, a result, an activity and feedback. In the analysis, the activity element is broken down into individual actions that people could be held responsible for. If we introduce the action of operating into the diagram of Figure l, we arrive diagrammatically in Figure 2."

Jan 1, 1989

By C. W. Taylor, F. L. Martin

"THE DICTIONARY defines Metallurgy as the ""science or art of separating metals from their ores and refining them for use"". In these days, however, such a definition is not detailed enough.The modern science of metallurgy is based on two fundamental sciences, physics .and chemistry, and is sub-divided into two major fields: Process Metallurgy and Physical Metallurgy. These fields of metallurgy are now so comprehensive and involved that even the graduate metallurgist has to specialize in one or the other.In recent years, the relatively new science or technology of non• destructive testing has also entered the industrial scene, with tremendous impact and ramifications. So much so that, certainly, no .discussion on metallurgy can be complete without including some reference to it.Obviously, one paper cannot hope to cover in detail the relationship of the whole science of metallurgy to the mining industry. Consequently, only a very brief reference will be made to the field of Process Metallurgy, our major concern being with Physical Metallurgy and Non-Destructive Testing."

Jan 1, 1960

By Robert F. Reeves, Stephens A. Avary

Introduction People, systems, methods, and organization make up maintenance productivity. Methods promote efficiency in operations, systems ensure consistency and continuity, and organization maintains direction and control. The common denominator in these techniques, though, is people. Management systems can be technically correct, but fail to work because management systems do not work by themselves - people make them work. Therefore, the foundation for mine maintenance productivity must begin with the people involved. Traditionally, the emphasis placed on mine maintenance, as opposed to production, is not proportional to the impact that maintenance has on a mining operation. The performance and productivity of mine maintenance substantially affects the operating costs, revenues, and profits of the mine. The mining industry has recently experienced a period of economic depression. While it has created financial problems in all segments of the industry, it has caused the industry to focus on the need for improved productivity. Mining companies that have made investments in productivity during this period will have a competitive edge during the recovery, and mine maintenance may be the best place to put that investment. Future lost production and maintenance cost problems can be avoided if mine management has the foresight to seize the opportunities that now exist. Background Technological improvements over the last 30 years have been dramatic in the industry. Before these changes, mining equipment was not very sophisticated. So maintenance needs were not very sophisticated. Maintenance people were not required to have any formal training in mechanical or electrical skills. At many mines there was no formal maintenance organization. The mechanic was a part of the section crew and received direction from the face boss. Mine maintenance was not a function, it was a task. Technological change in mining came about in response to an expanding economy and greater demand for mined products. The past 20 years brought about a change in the kind of individual needed to mine ore and coal, and an even greater change in the person needed to maintain equipment. Equipment went from mechanical and pneumatic to complicated electrical and hydraulic. Maintenance progressed from being a task to being a function. Types of Mechanics Mine maintenance workers can be grouped into three categories based on experience: mechanics with more than 20 years, five- to 10-years, and less then five years. These groupings have influenced mine maintenance productivity. The 20-plus mechanic has been the foundation of the maintenance force. He had no formal training and his skills were acquired on the job. As new equipment was introduced, he learned to repair it by trial and error. Not all of what he learned was correct. Personal initiative and conscientiousness are characteristics of this group. They have experienced the bad times and the good, and appreciate the opportunity to work. The five- to 10-year group worked with the older, more experienced mechanics to acquire maintenance skills. These mechanics came in during industry boom times, and many progressed quickly by being in the right place at the right time. Many in this group have difficulty with diagnostic trouble-shooting, and depend on changing out parts to identify problems. This group is generally more mobile and less apt to have a strong work ethic. Mechanics with about five years experience have vocational training, some formal education or basic skills training. Like the five- to 10-year group, these miners are mobile and tend to move readily to satisfy their changing needs. These two younger groups are less apt to feel any loyalty to the employer or obligation to be productive. Their attitudes and abilities reflect the influence of their general age groups, and has a definite impact on mining productivity. Past Requirements In the 1960s, the basic requirements for a maintenance supervisor was that he be a top mechanic, get along well with the men, and be a hustler and improviser. He learned the details of new equipment as repairs were needed. Oftentimes, this individual would be the only person on the property with the ability to read prints, use diagnostic testing equipment, and troubleshoot using an analytical approach. This approach to maintenance is sufficient when the equipment design is reasonably uncomplicated. Management Changes As technology progressed, organized labor gained strength, government regulation increased, and the job of supervising and managing people had to change. The environment has changed and

Jan 11, 1983

By A. H. Harvey, M. Delangen, A. D. Fernie

"A large-scale expansion to Pacific Coast Bulk Terminals Ltd. has now been completed and placed in operation. The original plant, built approximately eight years ago, consists of the direct rail-car to ship transfer of bulk commodities. The extension includes additional rail-car unloading, a transfer house system for directing commodities to storage or ship, major storage and reclaim facilities, a second shiploader and a second deep-sea berth. In addition to the facilities for overseas shipments, a wood-chip loader and a barge berth have been installed for domestic shipments of wood chips and, occasionally, for other local commodities. The design considerations imposed by the nature of the products to be handled are covered in this paper."

Jan 1, 1969

By John D. Campbell

Alberta Plains coals exhibit an almost rectilinear system of vertical fracturing called "cleat", which is best traced by mapping true bearings of underground coal mine rooms. The cleat pattern is approximately conformable with a pattern of surficial features and a pattern of bedrock jointing in the Alberta Plains, and with the trend of the Rocky Mountain Trench, but not with the distribution pattern of coal rank nor with the trend of the eastern boundary of the Rocky Mountains and Foothills physiographic province. The processes resulting in cleat remain in doubt, but cleat is always of practical importance in extracting coal from deeply buried deposits.

Jan 1, 1979

By G. Reed Marchant

During the past two decades, we have witnessed the computer revolution. Like other revolutions, it has been successful in many ways; however, it has not been without difficulties. One of the areas where these difficulties have been more prevalent has been in the application of computers for the purpose of controlling industrial processes. During the early 1960's, many people naively assumed that bridging the gap between data processing and process control was a simple matter of connecting a few wires, doing a little programming, laying off most of the people and watching the plant make great increases in production as the lights on the computer blinked on and off. Unfortunately, it has not been that simple. Instead, a whole new-set of disciplines has been required to overcome the major obstacles that exist. Nevertheless, current successes are proving that the digital process control computer is here to stay, and that through the application of digital computers an attractive return on investment can be obtained in many applications.. The purpose of this paper is to illustrate some of the requirements for successful implementation of computer control systems, with particular attention to the following four objectives: First: Acquaint the reader with the general control problems so that he may more fully recognize the major requirements for successful implementation. Second: To acquaint the reader with the types of control hardware that can be considered for use in the development of control systems. Third: To discuss some of the major obstacles that must be overcome for successful implementation of computer control systems. Fourth: To discuss the systems approach in the development of control systems and to illustrate it in the implementation of an actual control system.

Jan 1, 1971

By A. T. Iannacchione

Recent fatal injuries occurring during pillar retreat coal mining call for better identification of the hazards and recognition of risks. Ground control hazards associated with room-and-pillar retreat mining tend to intensify with depth, requiring extra precautions in the form of additional controls. In many locations these activities are further complicated by local complexities often associated with unique or novel circumstances, such as over-mining or under-mining. One technique recently studied by NIOSH, Major Hazard Risk Assessment (MHRA), may help mine operators to mitigate the risks associated with pillar recovery operations. The approach was trialed at two underground coal mines in southern West Virginia that are currently practicing pillar recovery. The first step in the MHRA process involved reviewing the segments or parts of the pillar extraction mining system and identifying associated hazards and threats to the operation. Some of the high risk hazards at these two sites included: ? Rock fall during pillar extraction covers equipment and injury occurs during recovery operations, ? Rock fall above the roof bolt horizon, potentially injuring ? workers and/or requiring recovery action, ? Rib fall under deep cover, potentially injuring workers, and; ? Strata instabilities associated with subsidence of the interburden due to simultaneously mining two seams in close vertical proximity to one another. The mines? risk assessment teams then considered each threat individually in order to systematically identify potential unwanted events. The top unwanted events were examined individually using structured risk analysis tools. The output from the process includes a list of priority existing controls for monitoring and auditing, and a second list of potential new controls. These controls consisted of: Examples of best practices, ? Enhanced communication, ? Implementing standard operating procedures (SOP), ? Protocols for emergency response actions, ? Effective layouts, ? Efficient monitoring, and; ? Successful audits. This paper documents the process as it unfolded at the two mines, and analyzes the strengths and weaknesses of the MHRA technique as it applies to pillar recovery operations. This work was part of a larger NIOSH research project. NIOSH was responsible for: 1) facilitating the risk assessment process known as Major Hazard Risk Assessment (MHRA), 2) documenting the risk assessment process, and 3) providing mine management with a written draft summary of the risk assessment process. The results of the risk assessment represent the thoughts and opinions of the individual risk assessment teams and should in no way be construed as an endorsement of the risk assessment output by NIOSH or the University of Pittsburgh.

Jan 1, 2009

By A. T. Iannacchione

Recent fatal injuries occurring during pillar retreat coal mining call for better identification of the hazards and recognition of risks. Ground control hazards associated with room-and-pillar retreat mining tend to intensify with depth, requiring extra precautions in the form of additional controls. In many locations these activities are further complicated by local complexities often associated with unique or novel circumstances, such as over-mining or under-mining. One technique recently studied by NIOSH, Major Hazard Risk Assessment (MHRA), may help mine operators to mitigate the risks associated with pillar recovery operations. The approach was trialed at two underground coal mines in southern West Virginia that are currently practicing pillar recovery. The first step in the MHRA process involved reviewing the segments or parts of the pillar extraction mining system and identifying associated hazards and threats to the operation. Some of the high risk hazards at these two sites included: ? Rock fall during pillar extraction covers equipment and injury ? occurs during recovery operations, Rock fall above the roof bolt horizon, potentially injuring ? workers and/or requiring recovery action,Rib fall under deep cover, potentially injuring workers, and; ? Strata instabilities associated with subsidence of the ? interburden due to simultaneously mining two seams in close vertical proximity to one another. The mines? risk assessment teams then considered each threat individually in order to systematically identify potential unwanted events. The top unwanted events were examined individually using structured risk analysis tools. The output from the process includes a list of priority existing controls for monitoring and auditing, and a second list of potential new controls. These controls consisted of: ? Examples of best practices, ? Enhanced communication, ? Implementing standard operating procedures (SOP), ? Protocols for emergency response actions, ? Effective layouts, ? Efficient monitoring, and; ? Successful audits. This paper documents the process as it unfolded at the two mines, and analyzes the strengths and weaknesses of the MHRA technique as it applies to pillar recovery operations. This work was part of a larger NIOSH research project. NIOSH was responsible for: 1) facilitating the risk assessment process known as Major Hazard Risk Assessment (MHRA), 2) documenting the risk assessment process, and 3) providing mine management with a written draft summary of the risk assessment process. The results of the risk assessment represent the thoughts and opinions of the individual risk assessment teams and should in no way be construed as an endorsement of the risk assessment output by NIOSH or the University of Pittsburgh.

Jan 1, 2009

By J. Talja

"Non-ferrous metal concentrates contain typically 7 – 12% water when received at the smelter. Removal of this water prior to smelting is always economically feasible because unnecessary heating of vapour (from 100 °C to 1200 °C) in the smelting furnace can thus be eliminated. This results in major reduction in CO2 emission and direct annual savings of several millions of dollars due to improved energy efficiency. Next step to further improve the energy efficiency, to gain substantial savings and simultaneously cut emissions is to select modern technology for the drying process. Consequently, all CO2 emission will be completely eliminated (from 40,000 tpy down to 0 tpy), NOx emission will be negligible, and the SO2 emission will be reduced by over 99 %. Switching of conventional direct heated drying technology to modern indirect steam drying brings, in addition to dramatic emission reduction, additional savings due to further improved energy efficiency. Direct energy savings count for 900 – 1300 MJ/t H2O, which depending on the concentrate feed rate and its moisture load can be worth several millions of dollars every year. Additional savings in operational expenses related to drying and gas cleaning may be worth a few million dollars more. Sustainability is a key issue today, and major savings together with significant emission reduction are readily available by proper technology selection for concentrate drying. INTRODUCTIONSustainability is a decisive principle in any process industry accompanied with emissions and high amount of energy. This is of significant importance in metal processing, including concentrate drying, where minimum impact on the environment, people and community are targeted, and all this with minimum cost, effort and resources. Therefore, special attention is paid to high energy efficiency, low energy consumption with preferable utilization of waste energy, safety issues, availability, level of maintenance, cost of maintenance, and emissions among other things.Non-ferrous metal concentrates can be dried using various techniques. Conventional drying based on direct heating, and use of fossil fuels for drying energy has almost entirely been replaced by steam drying. It is based on indirect heating and it has become the most dominant drying technology for copper concentrates during the last decade with over 90% of the market share of all new dryer installations. Among the steam dryers the Kumera Steam Dryer is the most pre-dominant technology with some 70% of all new dryer installations world-wide."

Jan 1, 2012

By Laurent Rus, Bakar Amara, Jean Habimana

The La Fontaine Tunnel in Montreal, Quebec is currently undergoing major structural rehabilitation work and systems upgrade work to comply with current codes, standards and best practices in fire life safety and to extend its lifespan of this 55-year-old immersed tube tunnel for at least another 40 years. The paper discusses design consideration of ongoing works that include structural analyses to evaluate repair strategies for the post-tensioned reinforced caissons, the scheme to repair two leaky joints between caissons, the design of passive fire protection that involved in situ and real scale laboratory tests, and other tunnel systems upgrades.

Jun 13, 2023

By HILLARY W.

THAT colleges and technical schools constitute a vital factor in our industrial system is being realized more and more of late years. Consequently it is desirable that there should be a constant interchange of ideas between the 'school and the industries and that there should be a more intimate contact between the student and his future employer. Business and industry demand certain proficiencies and qualifications of the student and he, in turn, sees certain rewards and advantages in the industry. . In a meeting of this kind, whose primary purpose is to promote a greater intimacy between the students and those men who are active in the mining profession, it is quite fitting that each state his demnds upon the other in order to establish a common understanding. It is probable that a student, not being conversant with actual conditions in the industry, may be unfair in what he asks of his employer. Therefore criticism, constructive or other- wise, is not only accepted, but is invited.

Jan 1, 1930

By G McCullough, J Els, J Bassan

Integrated Remote Operations Centres (IROCs) have a crucial role in optimising a mine’s carbon emissions, especially as industry faces an imperative to achieve net-zero emissions on an accelerated timeline. To meet this time pressure, operations must adopt a comprehensive approach to energy-related carbon management and history has proven that modern technologies cannot be simply bolted into existing operations. An IROC is the most dependable solution to enable a swift transition from strategy to operational tactics that support carbon optimisation. Achieving net-zero emissions requires addressing significant energy management challenges such as fleet electrification, integration of renewable energy sources and large-scale energy storage. These challenges demand a profound change in planning, managing and executing work at large operations. The key to overcoming these challenges is an integrated approach incorporating collaborative decision-making across the value chain and more sophisticated planning approaches. Additionally, closer integration with downstream processing offers opportunities for carbon optimisation across the value chain. This includes the ability to supply tailored products that meet more varied feed-requirements of customers transitioning to less carbon-intensive processes and developing collaborative decision-making across the entire steelmaking value chain (by incorporating steelmakers, transport, coal/natural-gas/hydrogen supply, energy supply and iron-ore supply). However, this requires significant improvement in collaborative maturity and integrated decision-making capability. Finally, the imperative to reduce carbon emission demands the introduction of a range of new technologies into existing operations. The new technologies will increase the operational complexity of the mines and IROCs will need to evolve capabilities to manage the increase complexity and support the effective operationalisation and integration of these new mining technologies. This paper outlines the new capabilities required and the role of IROCs in effective integration across the demand value chain. The focus is on building on the mining industries’ existing IROC experience and augmenting with processes, technologies and lessons from other industries.

Sep 18, 2023

By J. Hunter

The Highland Uranium Project in Wyoming is an in-situ leach (ISL) facility owned and operated by Power Resources Inc. It is the largest uranium producer in the U.S. and the largest uranium producer by ISL in the western world. With its limited capital investment and low operating costs, the ISL technique has been demonstrated to be an effective and environmentally sensitive method for recovering minerals from these low grade and otherwise uneconomic orebodies.

Jan 1, 1996