Search Documents

By E. R. Mueller

The natural lives of machines and components vary tremendously! Maintenance managers struggle constantly to maximize their equipment lives while minimizing their maintenance costs, but they normally lack the tools and techniques they need to do this properly. This paper proposes a methodology based on probabilities of failure and expected values for repairs that recognizes the variation among individual machines and components as well as the high costs associated with catastrophic failures. It enables a user to determine the optimum change-out intervals for many types of equipment. The approach proposed here is sophisticated enough to be reliable but simple enough to be applied by the maintenance staff on the shop floor. It will complement existing preventive and predictive maintenance programs.

Jan 1, 1995

By H. Y. Sohn

The paper discusses two processes, flash ironmaking technology (FIT) and moving-bed ironmaking technology (MBIT), which aim to reduce energy consumption and greenhouse gas emissions in the ironmaking industry by using concentrate directly without pelletizing and without using coke.

Aug 1, 2023

By P McCarthy

"This paper is based on 30 years of involvement in feasibility studies as a participant, study manager and the leader of a firm that provides study components and overall study management. The following topics are discussed:the purpose of feasibility studiesaligning the goals of the study team with those of the ownerthe difference between optimisation and designhow the types and levels of studies affect the organisation of the studythe relative merits of various management structures and contractual arrangementssetting scopes of work and tendering the work outthe selection of a study manager and the study management teamcommunications within the study team and externallythe project management trianglemanaging scope changes and maintaining flexibility to respond to study findingsprogress paymentsmanaging a study crisisinnovation, risk aversion and bankabilityreporting the resultsthe dangers and benefits of value engineering.CITATION:McCarthy, P, 2016. Making studies work – organisation, communication and management, in Proceedings Project Evaluation 2016, pp 20–30 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By D P. Blair

The theme of this conference is blasting productivity. This article only considers the technology aspect of this theme, and in particular, the collection and analysis of experimental data. In many cases, field trials are set up to collect data on variables such as fragmentation and vibration with the aim of comparing different explosive products and/or blast designs. An important aspect of such trials is the collection of sufficient data to draw sound conclusions. In this regard, there is no doubt that the scatter in real data is the root cause of all problems of obtaining misleading results due to an insufficient number of trials. This article shows that the typical one-off trial has a high probability of producing misleading information, which could be considered to be worse than having no information at all. Assuming that sufficient data has been collected, this article also highlights the methods that can be used to make the most of that data. These methods include the application of appropriate statistics that are dependent on the nature of the scatter in the data, and the use of some of the more recent filtering and spectral approaches that can be used to reduce the noise in measured blast signals and increase the resolution of their spectral characteristics.

Nov 8, 2011

By Robert E. Goodwin

There are four main requirements to be considered in selecting a wire rope that will provide the best service. A proper choice is made by correctly estimating the relative importance of each of these requirements and choosing a rope with qualities that will best enable it to withstand the combination of destructive forces expected under continued service. A Good Rope Choice Matches Strength with Stress A wire rope should be (1) strong enough to sup- port the maximum load anticipated with a proper safety factor, (2) able to withstand bending and to resist bending fatigue without failure of the wires, (3) able to withstand surface abuse such as abrasion, pounding, and wire scrubbing, and (4) able to take abuse such as crushing and distortion.

Jan 5, 1969

By G. B. Harris

It has long been appreciated that chloride chemistry has a number of advantages over the more traditional sulphate route for both extracting and separating metals. Modern materials of construction, coupled with the development of a more cost-effective and efficient hydrochloric acid regeneration technology mean that chloride-based processes are now more competitive and attractive. Such processing routes are able to recover more of the contained metal values in a feed, including iron in a benign and/or marketable form, and particularly the so-called rare and rare-earth elements which are increasing in demand in our electronic age. These factors, therefore, add appreciably both to the overall economics of a project, but also offer a much more sustainable approach to our dwindling natural resources. Additionally, chloride-based flowsheets can be much more environmentally-friendly, offering practical alternatives to two of the biggest headaches faced by the industry, namely cyanide usage and the generation of red muds. This paper presents a brief theoretical background, focusing on the latest developments of ferrous iron oxidation and the low-temperature, selective hydrochloric acid regeneration process, which is the key unit operation for any chloride flowsheet, and discusses in general the advantages of the chloride approach. Several recently-developed flowsheets, which have been tested at the miniplant level, are presented for gold, base metals, titaniferous magnetites and lead-silver ores wherein the advantages of considering a chloride approach are highlighted.

Jan 1, 2014

By N Jamson, T K. Rohde

The Mine is an underground zinc (Zn), lead (Pb) and silver (Ag) operation in central New South Wales (NSW). Broadly speaking the Mine has two domains that require rehabilitation, the mine industrial area (MIA) and the tailings storage facility (TSF). The MIA has been used for the handling and processing of ore and contains elevated sulfate, sulfide and metals (Pb, Zn). The TSF receives the by-products of processing, that is, potentially acid forming (PAF) tailings which also contain elevate sulfate, sulfide and metals. Typically, the rehabilitation of a TSF involves two controls. Firstly, controlling the potential for PAF tailings to form acid rock drainage (ARD) by limiting interaction with oxygen. Secondly, once the tailings are unsaturated, limiting interaction with water (usually as rainfall) to reduce the potential for ARD to be transported to the receiving environment. These two controls are often employed in the form of a cover.In semi-arid environments there are many Australian examples of covers that have been built to limit interactions of mine by-products with oxygen and water. Typically, the covers contain one or more layers and are built from soil and rock which may include run-of-mine rock. The Mine however has limited supplies of stockpiled soil; and run-of-mine rock is not generated in large volumes because it is used as backfill underground. A cover design strategy was developed to cater for these limiting factors. The strategy identified soil, ore and rock accretion (the accretion) below the MIA could be a potential source of borrow material for the cover. The purpose of this paper is to describe the cover design process, the method and results of large (2 m tall) column trials that were used as a cost-effective way to trial three cover options and finally, the paper describes the water balance that was developed from the column trial results and subsequent modelling using SVFlux.CITATION:Rohde, T K and Jamson, N, 2018. Making use of potentially contaminating mine waste in cover design, in Proceedings Mine Waste and Tailings Stewardship Conference 2018, pp 285–298 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 23, 2018

By R. A. Halet

"The Malartic Gold Fields mine is a good example of the association of ore deposits with a major fault zone. It also exemplifies the control exerted by the physical and chemical character of the host rocks on the localization of orebodies.The mine is in Fourniere and Dubuisson townships, Abitibi county. It is 6 miles east of the town of Malartic, 9n the main highway and railway from Noranda to Val d'Or.The discovery of the mine is due largely to the enterprise of the late J. P. Norrie, who organized the present Company in 1935. The ground is entirely covered by overburden, but Mr. Norrie believed that the extension of the Cadillac-Malartic 'break', the principal ore-bearing structure of the district, would be found on this group of claims. This belief was supported by the discovery of gold-bearing float in the area, and was confirmed by a dip-needle survey and a few pilot diamond drill holes that showed that the favourable Malartic greenstone band passes through the centre of the property.In this way the most favourable area for prospecting was narrowed to a zone 2 ½ miles long by ½ mile wide underlain' by greenstone. The remainder of the property is underlain by sedimentary rocks, which, from experience elsewhere in the camp, were not considered as promising. However, as the entire surface is covered by deep overburden, the location of orebodies even within this more or less restricted area could be accomplished only by a long campaign of diamond drilling. Systematic diamond drilling began in 1936.The contacts of the greenstone band were considered to be the most promising places to begin the work, and the early drilling was concentrated on the south contact, because the orebody of the East Malartic mine, 4 miles to the west, had been discovered on this structure and it was reasonable to hope for a repetition of these conditions. Although the south contact was very thoroughly explored, with a certain amount of encouragement, the work did not prove the existence of deposits of ore grade, and attention was shifted to the north contact zone of the greenstone band. In this locality much more promising results were obtained, and a number of good orebodies were outlined."

Jan 1, 1954

By Walter Ensinger

Working safely means working cost-effectively. Every "dangerous occurrence" and - even more so - every industrial accident causes disruptions in the planned course of construction. Besides moral and legal obligations, economic aspects are therefore also factors motivating increased efforts towards optimal prevention: improvements in work safety and protection of health are wise investments! Ever since its earliest days, the European Federation of Foundation Contractors (EFFC) has made this subject one of its key objectives and therefore set up a Safety + Environmental Working Group, in which experts from the member organisations exchange national experience and develop proposals for "best practices". The paper presents current developments and results from the work of the S+E WG with particular reference to the project "Ideas for Safety Improvement".

Jan 1, 2006

By Jacek Paraszczak

For mining companies facing strong international competition and unfavorable commodities? prices, automation of underground operations has got a potential to increase productivity and help cut cost. However, despite considerable technological progress in this field, there still remain some problems to overcome. Furthermore, a success implementation of automation depends also on numerous operational, organizational and even human factors. In this context, this paper reviews briefly a technological progress with regard to different underground operations. Following that, several issues related to implementation of automated equipment and systems are presented and discussed. Particular emphasis is put on the factors whose importance is sometimes underestimated. Some recommendations in this respect are also given. It is stated that a success of an automation project is a function of many ?winning conditions?, which may be created through a very thorough planning and preparation. It is also underlined that despite achievements made, a vision of a man-less underground mine is not yet a question of near future as it may seem.

May 1, 2001

By HAROLD VINTON COES

MANAGEMENT has been tersely defined as getting things done through the efforts of other people; but before we proceed further, let us distinguish between administration, management, and organization. Oliver Sheldon in his book, "The Philosophy of Management," offers the following definitions: Administration is the function in industry concerned in the determination of the corporate policy, the co-ordination of finance, production, and distribution, the settlement of the compass of the organization, and the ultimate control of the executive.

Jan 1, 1943

By M. J. Ramos

Without an exclusive definition of administration in business, we could propose to define it as performance by management to adopt or implement established business formulas. Administration could also be defined as a universal process that organizes people, and achieves, through efficiency, common objectives and goals. Humanity developed some form of this process from the beginning of civilization. To imply that something is new in administration might be considered specious or naïve. Moreover, what is new in management? Administration of business is not new to the world. To prove this statement, we need only ask this question: Does the architecture and monumental workmanship of the past civilizations of ancient Egypt, Rome, and the Incas demonstrate management without administration and without definition of objectives? The answer must be a resounding ?NO!? In spite of this acknowledgment and for the purposes of this presentation, I will use the word ?new? in business and hope that the reader will follow my reasoning. The mining industry has unique characteristics in respect to other industries. It is multi-disciplinary, has a single purpose (majority for one metal), has two players (man and nature), and it involves high risks for generating environmental imbalance. Mining exploits non-renewable and finite resources, creates an unstable job market (work hard to have no work) and a speculative economic market with unpredictable prices ? a one-time payment for a finite resource with multiple recycling. On top of all that, the industry still operates within obsolete petroleum-based technology, utilizing practices that were designed two centuries ago. Today, we confront the challenges of the millennium with outmoded practices and management. Ordinarily, several styles of administration are standardized into a FRAGMENTED vertical system of organization. Mining has rigid objectives in production, with profitability as the focus from the beginning to the end. Citing the concept of safety, as an important facet of production is bombastic since, in truth, mining is an experimental industry that consistently reports high numbers of fatal accidents. In mining, we designed a process to work according to our objectives, demanding attention and supervision of all levels of management with a halo of parameters that are not assimilated into the design. We continue to perform a rigid style of management in an industry that is still not responsive to variations of the market ? losses in particular. The existing design process generates loss without capitalization and without response to said loss. This perception is reflected in a mindset that is only too ready to ignore mining liabilities. The reality of the enterprise has created an immense pressure from top to bottom in the hierarchy to do more with less. It is for all of these reasons that I propose to set forth a new essence for administration that encompasses an alternative vision and style in mining: Management by Loss. MANAGEMENT BY LOSS Management by Loss (MBL) is a systematic, integral process organized to quality control operation and the human profitability within the industry. It permits focus on achievable goals by utilizing the best practices (Mining Open-closing). Identification and characterization of loss in the process determine how objectives are defined, controlling the time limits to execute based on constant balance of mass, energy, water, and ?wastes? in each stage of the industry, in order to reach final objectives. The concept of loss can be defined by various criteria. Generally, it is the mass that could not make or arrive at its destination from a designed process or simply, it could not maintain balance. Otherwise, the design of the process describes the final point of the resource. However, those resources could not make their destination because of failure to use the best design, resources and TIME. The loss has typical characteristics such as Identifiable, classifiable, measurable, manageable, controllable, valuables, negotiable, avoidable, reportable, and monitoring. In the traditional scheme, these losses are not registered; they are made exclusions. We are trapped within a system, which was designed to obtain objectives of the industry in a specific timeframe. In the present style of administration, the focus is total - our emphasis in this treatise is in the loss. The current traditional report form contains only the most positive achievement of objectives, only the best of the exercise, humanizing numbers, without touching what we left behind or what we were waiting for to assimilate as a ?surprise account?(new account of liabilities). Management by loss is a method that redefines the concept of waste (waste zero) for controlling the mine operation under the equilibrium of the ecosystems. This method confronts the problems that impact our industry in this millennium. Understanding and quantifying losses (reserves, resources, time, energy, water, soil, materials, equipment, tasks, labor, ecosystems, etc) is a priority mandate for the industry and demands the application of a ?new ? style of administration by seeking to maintain balance instead of the disequilibrium that mining now creates in nature. It is necessary to answer questions such as: How can we minimize loss? How can the loss be assimilated during the life of the mine? What is the vision of mining in respect to the generation of waste? How can we convert liabilities into assets? In addition, the control of loss is determined in the achievement of the plan. Loss occurs because of a failure of the process in the original plan. Still we do not plan to fail but we fail to plan appropriately. It is a remarkable thing to accomplish and compel those objectives described in the original plan when that plan is designed with a determined budget. If not, we lose time and, of course, capital. Moreover, in Management by Loss (MBL), we can find answers to the following questions: What is the multiplier of productivity in mining? What are the influences of identification and characterization of loss and what is the level of efficiency of energy in order to achieve waste zero (effective cut off grade)? The challenges of mining in this millennium validate this new style of administration. Finally, it is important to point out that mining is entering into an era that has different rules, but the industry is still run by companies functioning with objectives from two centuries ago. They are trying to confront issues with concepts that are not designed for new tasks. Therefore, I ask you to consider this new style of administration of business under a vision of how the industry should be organized and managed, with an attitude of balance toward nature and social responsibility.

Jan 1, 2009

By T. W. Camm

"As engineers, we are trained to use logical, rational problem solving to insure our mines operate at maximum efficiency. We tend to use the same technical approach to design safety into all mining systems. This works well for machines, but not so much for the human component. Recent insights in the field of behavioral economics provide useful ideas for addressing the fact that we are driven by emotions more often than by rational thought. Understanding the nonrational aspect of human behavior is an important piece of any safety system design. INTRODUCTION The most common economic model is based on humans making rational decisions; that given the proper information, we will make a logical, rational decision based on what is best for ourselves (Ariely, 2009, p. xviii). In many cases this is an accurate description of how we make decisions. As an engineer, I was trained to apply the precision of mathematics and logic to solve problems. As an engineering professor, I now teach this approach to bright young minds preparing them for a life of professional effectiveness as practicing engineers. That said, we are not only rational. Daniel Kahneman, winner of the Nobel Prize in Economics, describes a model for how we think (Kahneman, 2011). System 1 is the part of our mind that is fast, intuitive, and emotional; while our logical, slower, and deliberative mind is System 2. According to Kahneman’s model, System 1 runs automatically, most of what you think and do originates in System 1. System 2 takes over when things get difficult, including the application of math and logic, and the resolution (or avoidance) of conflict. As engineers, we would typically assume that we operate in System 2 mode most of the time. This is where the model becomes useful, for Kahneman points out two important aspects of the dynamic between the two systems in our mind. First, System 1 has biases, systematic errors that lead to answering questions with an easier answer (rather than a right answer) before System 2 is engaged. Second, we can be blind to the obvious, and also be blind to our blindness. Complicating things further, System 1 cannot be turned off (Kahneman, pp. 24-25)."

Jan 1, 2015

By H. V. S. Tingley

My topic today is future trends in compensation for the mining industry. I seldom get the chance to speak about a subject of such immediate interest to an audience, so I would like to make the most of this opportunity by telling you that everybody in this room will become rich beyond his wildest dreams in the next few years. I would like to open my talk that way, but in compensation, like everything else, there is a great gap between dreams and reality. Back to reality. When we talk about compensation, we?d better define our terms because the compensation is really an umbrella for five basic types of payment made to management personnel. Slide 1 identifies these elements of compensation.

Jan 1, 1980

By E. Kuipa, J. N. Lekunze

The selection of an underground mining method stems from a multivariate analysis that considers geomechanical, geological, economic, and operational parameters. Even after identifying the most compatible method, there is no assurance that the mining company will achieve the best performance. The geological complexity of some deposits requires adaptations of methods described in the literature to obtain more selectivity and reduce mining waste. There are some studies on geometry of underground structures, but a methodology that describes an adaptation of a room-and-pillar mining method for ore bodies with down-dip varying from 20° to 25° is novel. The present work aimed to reduce dilution by adapting the traditional room-and-pillar mining method (TRP) to inclined ore boLittle attention has been paid to the rehabilitation of derelict and ownerless mines in South Africa after their lifespan. This paper aims to explore management gaps in legislation that have resulted in the non-rehabilitation of derelict and ownerless mines in South Africa. There is growing evidence that supports the distressing effects of mining on people living around these mines in the North West Province. This paper was motivated by the current socio-economic status quo of old mining towns, the influx of illegal miners (Zama Zamas), severe environmental damages, and the violence associated with derelict mines. Underpinning this research was an ecosystem approach and integrated resources management principles, which formed the foundation for the decision-making process.The researcher used a mixed-method approach and employed convergent techniques. A semi-structured instrument was used to collect data from 200 respondents. The results indicated that there is a dire need for community-based consultative processes, and an absence of clear guidelines for derelict and ownerless mines to pressure mine management to adhere to rehabilitation standards. Moreover, the mining charter is ambiguous regarding policy implementation, budgetary allocation, and duration of the rehabilitation of these mines. The paper concluded that management challenges associated with derelict mines can be reduced if all stakeholders follow the guidelines as outlined in the environmental legislative framework (NEMA) of South Africa while being open to innovations in line with international best practices. It also contributes towards the development of guidelines for the management and implementation of legislation related to derelict and ownerless mines in South Africa from a philosophical, theoretical, and policy perspectivedies. This new method is entitled short-hole room-and-pillar (SHRP). The equations that measure the dilution are defined according to the geometry of stopes and openings. The results comprise comparative analyses of the operational and planned dilutions to measure the performance of the SHRP method. The average operating dilution of the SHRP method was more than five times lower than the planned dilution according to the TRP method. Low operational dilution indicates high selectivity of the method and its potential to reduce underground mining tailings.

Oct 9, 2024

By W. W. Beddow

TWENTY years or so ago I wrote an article on management which consisted mostly of a chart similar to thousands of others of that day showing line functions, staff functions, and the chain of command in a typical mining organization. Since hen we have been "bossing" from the faces to the swivel chair and we have made many errors of no little expense to our companies. We have kept the chart in mind but many times we have changed the functions to fit the people we have had to work with. Good management after all is getting results with the people, the equipment, the supplies, and the natural conditions of the coal seam or seams and adjacent strata present. We have made, with little effort, a good showing with average people and equipment in good natural conditions. We have made a miserable showing (although expending every personal effort) with better than aver- age people and equipment in bad natural conditions. In the latter case many of our stockholders felt that better management would have found some way to save their investment. Perhaps they were right.

Jan 1, 1944

By G. V. Fernandez

Sociedad Minera Cerro Verde S.A.A leaches secondary copper sulfides. In recent years, the mine has introduced innovations that have improved the management of mineral crushing, agglomeration, curing, and leaching. The crushing plant, for example, uses the concepts of degree of balance and percentage of time in an operationally balanced state which, displayed in real time, facilitate more intensive and uniform utilization of the crushers. High agglomerate quality is ensured with the correct dose of moisture, which is adjusted to the changing characteristics of the mineral through the use of electrical conductivity measurements. The amount of acid used for curing the agglomerate is also adjusted by using quality control information. Finally, the stockpile irrigation regime is managed using the criteria established by the "Lixiviant Request Rate", which optimizes the addition of leaching solution, creating such benefits as faster recovery, and reduced acid and energy consumption.

Jan 1, 2007

Confirmation that acid drainage (AD) was a significant environmental issue for the Australian minerals industry came in 1992 with the first national workshop on the topic. Subsequently the extent of AD was documented in a national survey published in 1997. The recommendations arising out of that survey served as a platform for actions by government, industry and industry-support organisations such as the Australian Centre for Mining Environmental Research (ACMER) to enable more effective prevention and management of AD. This paper briefly documents the extent of AD in the industry, the government regulations and guidelines for AD management, industry initiatives, the role of ACMER and other organisations in assisting industry through research and technology transfer, and the efforts being made to deal with AD at derelict mines. Future management of AD in the industry will be assisted by the linkage of Australia (through ACMER) into the International Network for Acid Prevention (INAP) which is facilitating the interchange of knowledge on AD as well as coordinating global research on the topic.

Jan 1, 2003

In the UK during the 1990s the energy companies had developed a policy of æDash for GasÆ, building large natural gas power stations to produce more than 30 per cent of the UKÆs electricity demand. The price of imported thermal coal was dropping and the electricity generators were putting pressure on the UK coal producers to produce coal at a reduced cost. Imported coal from Columbia, South Africa, America and Australasia had increased their market share in thermal coal sales to over 50 per cent of a 55 Mtpa market. The pressure on the UK coal industry to reduce costs and improve productivity levels from an ever decreasing resource was high. Companies were benchmarking their operations on the imported coal producers and had to realign their organisations, productivity levels and costs to world best practice, not just technically, but in world class organisational management techniques.

Jan 1, 2005

By T. A. Gray

The environmental liabilities of coal waste disposal sites can have a major impact on a mining project's economic viability. Developing a waste disposal site is no longer simply an exercise in completing paperwork to obtain a permit, with the proliferation of environmental regulations in recent years, managing disposal sites now requires design creativity, short term and long term planning and detailed monitoring to maximize the benefits to the mining company. Operating costs and future capital costs for expansion of existing sites, new site development and regulatory compliance should be reviewed periodically and considered in the overall management plan. This paper discusses various management methods that are being employed in the industry to improve waste disposal operations both environmentally and profitably.

Jan 1, 1994