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By Guilherme Duarte Moreira

Com o objetivo de melhoria dos resultados de desempenho operacional identificouse uma oportunidade em reduzir o tempo de trocas programadas (Setup) na Laminação de Fio Máquina na Usina Siderúrgica de Ouro Branco. Utilizando a metodologia SMED (Single Minute Exchange of Die), obteve-se grande redução do tempo de Setup. Como esta metodologia já se demonstrou uma excelente ferramenta para redução dos tempos de setups, foi idealizado uma abordagem mais completa, sendo desenvolvido um modelo para aplicação para as paradas programadas para manutenção. Esta aplicação corroborou um enorme ganho, tanto na definição do tempo de parada programada, quanto no planejamento e padronização das atividades.

Aug 16, 2017

By Alexandre José Ramos Valentim, Valéria da Silva Guandelini, Fausto Kunioshi

Em um mercado cada vez mais competitivo, garantir serviços com qualidade em ambientes mais produtivos e de custos reduzidos são valores fundamentais para aumentar a eficiência das organizações. Baseada no modelo de gestão de centro de serviços compartilhados, a Diretoria de Suprimentos da Companhia Siderúrgica Nacional criou o BackOffice como uma das formas de dar foco ao core business e tornar estes valores sustentáveis. Este artigo tem como objetivo apresentar a metodologia utilizada para o planejamento, implementação e aprimoramento da área e compartilhar os ganhos de qualidade, performance e custos com a reorganização e padronização de processos que estavam fragmentados e sendo executados em diferentes departamentos.

Oct 1, 2019

By Jovanir Francisqueto

O objetivo deste trabalho foi implementar a célula de atendimento a prioridades dos clientes na ArcelorMittal Tubarão (Cockpit de Atendimento a Clientes), com foco na melhoria dos indicadores relacionados a entrega para clientes e visando reduzir a burocracia e barreiras organizacionais de forma a agilizar a tomada de decisão e consequentemente agilizar o fluxo dos pedidos prioritários na usina, desde a produção de aço até o despacho de produtos. O projeto foi implementado em etapas, com destaque para duas frentes, sendo uma de gestão da mudança, com a implementação do conceito de gestão por processos e em paralelo toda a implementação de infraestrutura sistêmica para suporte ao processo. Seis meses após o inicio do projeto a implementação do conceito de Gestão por Processo, de baixo custo e alto impacto no negócio trouxe uma evolução significativa nos indicadores de atendimento a cliente, com destaque para a consecução de atendimento aos pedidos prioritários que saltou de cerca de 30% para patamares acima dos 90%, assim como o lead time total de atendimento a pedidos que foi reduzido em cerca de 30%.

Aug 17, 2017

By Breno Delgado Silva

O conceito de Fast Track é a retirada das manutenções leves de dentro de oficina, migrando-as para realização em pátios, enquanto os vagões ainda estão no trem. A mudança de estratégia de manutenção para englobar este conceito aumenta o espaço disponível nas oficinas para realização de reparos pesados, reduz a quantidade de manobras para separar os vagões avariados dos em bom estado, reduz o número de vagões retidos e, consequentemente, aumenta a disponibilidade de ativos, melhorando a capacidade de escoamento do corredor. Através do projeto piloto no corredor Centro Leste a VLI conseguiu reduzir em 45% o envio de vagões para oficina, gerando um ganho de 0,44% na DF de vagões graneleiros.

Oct 30, 2017

By Paulo Correa

No processo de implementação de uma nova planta industrial, a disciplina de automação, responde pela integração dos equipamentos de forma a permitir a operação segura e produtiva dos dispositivos envolvidos, com um mínimo de intervenção humana. Em projetos de grande porte, temos muitos fornecedores de equipamentos mecânicos com diversas formas de contratação e estabelecer um padrão único para o sistema de automação, tornase uma atividade complexa, porém, fundamental para o sucesso do projeto. Por outro lado, o sistema de controle é sempre o último a ser montado e pode provocar atrasos no comissionamento dos equipamentos, se não estiver devidamente pronto, ou mesmo ser pressionado para compensar atrasos ocorridos nas etapas anteriores da construção. Nesse contexto, a engenharia de automação precisa estar concluída, os materiais precisam estar disponíveis e a mão de obra pronta para atendimento no exato momento das necessidades. Mediante o uso de uma estratégia de contratação antecipada do pacote de automação, na modalidade MAC, onde apenas uma empresa responde pelo fornecimento global do sistema de automação e instrumentação, reduzindo as interfaces envolvidas, buscando a participação do fornecedor nas fases iniciais da engenharia e com a elaboração de um planejamento consistente de recursos, foi possível atender as demandas da construção e comissionamento, dentro do cronograma e custo previstos para o projeto. Os resultados alcançados pela disciplina de automação e controle, aliados ao resultado global do projeto, sinalizam a assertividade das ações realizadas, trazendo benefícios consideráveis e reduzindo o risco na implementação do projeto P4P.

Aug 16, 2017

By Hugo Montalvão Gontijo

Sistemas de controle avançado são utilizados em diversas etapas do processo de produção de pelotas de minério de ferro, tais como moagem, pelotamento e forno de endurecimento. O trabalho visa demonstrar as etapas para implementação de um sistema de controle avançado Metso OCS-4D© em um forno de endurecimento do tipo Straight Grate visando padronizar a operação, aumentar a produção, reduzir o gasto energético e reduzir a variabilidade da qualidade das pelotas queimadas.

Aug 17, 2017

By Akira Yoshida

Este trabalho apresenta o sistema de Nível 2 recentemente implementado nos Altos Fornos da TKCSA cujos principais objetivos foram: substituir o sistema antigo com problemas de instabilidade e falta de flexibilidade; auxiliar Operação e especialistas da Unidade Técnica fornecendo informações elaboradas a partir de dados obtidos nos demais sistemas (Nível 1 e Laboratório); enviar set-point ao Nível 1; enviar dados de consumo e produção ao sistema MES; etc. Com a implementação foi possível reduzir o tempo gasto pelos especialistas nas atividades de compilação de dados em planilhas, padronizar a forma de tratamento dos dados, bem como, elevar a confiabilidade das informações pela eliminação de erro de digitação. O sistema tem operado com elevada estabilidade e disponibilidade, atendendo perfeitamente o que foi proposto, de modo que a TKCSA planeja estender para demais plantas da área de Redução.

Aug 16, 2017

By Hendri Silaen, Charles Leatemia, Monang Napitupulu, John Kamarea, Arwin Edijanto, Riza Hasan, Avesiena Primadiansyah

The Deep Mill Level Zone (DMLZ) is the fourth panel cave mine in the East Ertsberg Skarn System, (EESS) which lies 500 m below the producing Deep Ore Zone (DOZ) mine and up to 1,700 m below the surface. The interaction between the DMLZ and DOZ is occurring as the DMLZ cave grows vertically toward the DOZ footprint. During this process, a rapid change in the global mine system stress is anticipated. This change is forecasted to drive substantial changes in the magnitude and direction of principal stresses in the DMLZ and DOZ mines at PT Freeport Indonesia. These changes will bring the mine system closer to the ultimate capacity of the excavations and can result in significant impacts to mine stability if not managed. Critical to this management, is understanding cave growth and locations, as well as how these changes will impact stress conditions.

Apr 26, 2022

By M W. A Asad, E Topal, D S. S Sandanayake

Underground mine planning requires an optimal stope layout as a prerequisite for the definition of an optimal production schedule. The procedure to generate an optimal stope layout considers an orebody model and economic parameters as inputs. It evaluates all possible combinations of mining blocks and creates a set of stopes by satisfying the physical mining and geotechnical constraints. Thus, the procedure is computationally complex, and generating a solution to the problem is a challenge. This paper presents an implementation of a new heuristic algorithm that solves the stope layout problem. In two case studies, the algorithm achieves 11.2 per cent and 22.5 per cent superior solutions to the industrially available maximum value neighbourhood approach.CITATION:Sandanayake, D S S, Topal, E and Asad, M W A, 2014. Implementing a new heuristic approach to the underground mine stope layout problem, in Proceedings Orebody Modelling and Strategic Mine Planning Symposium 2014 , pp 243–248 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 24, 2014

A new personal respirable dust monitor developed by Rupprecht & Patashnick Co., Inc. in a multi-year project funded by the National Institute for Occupational Safety and Health (NIOSH) generated promising results in underground coal mine testing performed by NIOSH and industry representatives during the summer of 2003. The mine data showed that the personal dust monitor (PDM) performed similarly to co-located manual reference samplers for full-shift samples at all four underground coal mines at which the evaluation took place. The technology that forms the heart of the PDM, called the tapered element oscillating microbalance (TEOM system), is unique in its ability to collect suspended particles on a filter while simultaneously determining the accumulated mass with National Institute of Standards and Technology traceability. Because the monitor measures the true particle mass collected on its filter, its results do not exhibit the same sensitivity to water spray as do optically based measurement approaches. The technique achieves microgram-level mass resolution even in the hostile mine environment, and reports dust loading data on a continuous basis. Using the device, miners and mine operators have the ability to view both the cumulative and projected end-of-shift mass concentration values, as well as a short-term 15- or 30-minute running average. During underground mine trials in the summer of 2003, technical personnel used the readings from the PDM to identify and correct several abnormal dust generating scenarios. These events demonstrated the potential of the PDM to be used as an engineering tool to evaluate the effectiveness of various dust control strategies. In a separate evaluation performed by CONSOL Energy, Inc., the mine operator evaluated the benefit of a proposed new water spray-based dust control system. Engineers measured the dust concentration upstream and downstream of a production location under different dust control scenarios using two PDM units. By evaluating the change in the dust loading between the upstream and downstream monitoring sites, the company was able to determine in a few hours which hardware configuration would yield the greatest benefit to the workplace environment. BACKGROUND Measuring underground coal mine dust concentrations is an essential part of protecting miners' health. The U.S. Secretary of Labor and the Federal Advisory Committee on the Elimination of Pneumoconiosis among Coal Mine Workers has recommended that better monitoring of coal miner dust exposures be used as a method to improve miner health. In consultation with labor, industry, and government, NIOSH issued a contract to Rupprecht & Patashnick Co., Inc. (R&P), Albany, N.Y., to develop a one-piece PDM. The object was to miniaturize TEOM technology into a form suitable for a person-wearable monitor that would enable accurate end-of-shift dust exposure information to be available to miners. Furthermore, any person-wearable dust monitor should minimize the burden to the wearer by incorporating the monitor into the mine worker's cap lamp battery, with exposure data continually displayed during the shift to enable workers and management to react to changes in dust exposure. In the summer of 2003, NIOSH conducted extensive testing of the PDM to determine its laboratory and in mine performance. In addition, anecdotal information collected in the mines showed several occasions where miners were able to identify situations that produced high levels of respirable coal mine dust The PDM's response to unplanned changes resulted in action being taken to keep dust exposures as low as possible. In another case that demonstrated the PDM's versatility, a mine was seeking to find a better dust control solution on its longwall headgate stageloader. In this instance, the PDM was used as a diagnostic tool by the miners to quickly evaluate the control technology. [ ] HOW DOES THE PDM WORK? The PDM is configured to provide accurate respirable dust personal exposure information in a form that is as convenient to wear as a normal cap lamp (See Figure 1). Respirable dust exposure data displayed by the device has two main objectives: providing the miner and mine operator with timely values to avoid overexposure to dust, allowing them to make any necessary changes during the course of a work shift; and computing an accurate end-of-shift statistic for a miner's average respirable dust exposure. The mass sensor embedded in the PDM, holds the key to the accurate, time-resolved dust concentration measurements. The inertial, gravimetric-equivalent, mass measurement technique used in the device typically provides a limit of detection on par with that of the most sensitive laboratory-based microbalances.

Before any accident prevention and total safety programme can succeed, a safety concientiousness or attitude needs to be implanted in the employees' minds. Psycholog- ical and physiological conditions play a vital role in accident causation and prevention. Both need attention in a good safety programme, but working place conditions and environment are more easily corrected. However, the challenge is to change attitudes in the minds of men - psychological factors in accidents. To do this does not require a Safety Officer, but does require a Safety Adviser. At Blackwater mine a Safety Adviser is available to all sections of the organisation to guide and assist, to provide data and material to use at meetings, to help in accident investi- gations and to help organise training. To eventually achieve total commitment requires every member of the management team to be a salesman towards all around selling an attitude to safe working, a way of life. At Blackwater mine the workforce is young overall with most employees being under 40 years old. Psychologically this is a quite different problem to a balanced ages working group. A great deal of effort is needed to communicate with the younger, articulate, better educated employee who is also generally a skilled operator in the capital intensive

Jan 1, 1975

By M. A. Meyer

Underground mining accidents in the USA in recent times have prompted the Mine Safety and Health Administration (MSHA) to review emergency and tracking systems for underground mines. Several communication and tracking systems are available on the market and various systems have been installed in mines around the world. In addition, MSHA?s standard on Diesel Particulate Matter (DPM) requires mines to comply with the final PEL of 160µg/m3 by May 20, 2008. Barrick Goldstrike Mines Inc., Underground Division, has been in operation since 1995 and an extensive control and monitoring network, and a leaky feeder voice network is in place. Enhancements to the communication and control system are currently being implemented to include a PED emergency notification system, wireless LAN with tracking of personnel and equipment in the mine, and a ventilation control system that will use the tracking information and ventilation data to automate much of the mine ventilation system. Expected benefits from such a system would be enhanced communication with miners, emergency notification, location of miners and equipment, energy savings, improved ventilation control, and improved atmospheric conditions in the mine including reduction of diesel particulate matter (DPM).

Jan 1, 2009

By D MacKay

The Mt Wright Project is located near the town of Ravenswood in North Queensland and is operated by Carpentaria Gold – a wholly owned subsidiary of Resolute Mining Limited. Underground Development of the current Mt Wright orebody commenced in June 2006 and the first production ore was brought to surface in June 2007. The orebody is a rhyolite pipe containing fine-grained disseminated gold in a granite host rock. Ground conditions tend to be good to excellent throughout development, with some minor deformation experienced when stope-sized excavations are formed. The mine commenced as a sublevel open stoping (SLOS) operation with the intent to utilise development waste to back fill isolated upper level stopes while developing to the bottom of the known orebody. The mine plan intended to commence production with a bottom-up primary/secondary stoping retreat through the main orebody utilising cemented fill. Some challenges were faced during the initial production phase that included:•Ongoing underground diamond drilling and updating of the block model resulted in some issues reconciling the grade control results to the resource model. This was primarily due to the high variability of grade which in turn caused difficulties in accurately identifying areas of low and high-grade.•The cost of establishing and operating a cemented fill plant to achieve the planned extraction sequence of the orebody had increased significantly beyond initial estimations.•Geotechnical conditions such as stress orientations, ground behavior and response to the forming of excavations learned through the mining of the upper level stopes were different to the assumptions made during the initial design.A number of in-house and external reviews of the mining method were completed which has resulted in a revised mining plan. This paper will summarise the challenges faced and the implementation of the mine plan to date.

Mar 21, 2011

A very wide range of technologies are utilised in the mining and processing of ores and a great deal of effort is expended in the development of ænew technologiesÆ to improve mining performance and economics. Traditionally, technology and people have been treated as separate aspects of an operation, when in fact they are inextricably linked. The successful implementation of new technologies is entirely dependent upon the actions, enthusiasm and skills of people, both as individuals and working in groups. This paper discusses the role of technology in mining and how new technologies are implemented by the industry. The paper argues that existing technologies have not been fully or adequately utilised and that effort should be re-focussed on the implementation of technologies that have been taken for granted for many years. The need for greater emphasis to be placed on the management of the human-technology interface is discussed.

Jan 1, 1998

By Paul D. Tomlingson

Part two of this two-part series covers the use of an integrated information system with administrative information, including error and absentee reports as well as open work files. Part one (ME, July, page 650) discussed conceptualizing and developing a maintenance information system. It explained what information is needed to manage such a system.

Jan 8, 1985

By Donald Leroux, Asim Tuzun, Simon Gariépy, Luc Lachance, Hayley Halsall-Whitney

"The importance of coherent material balance results has long been recognized by mining and metallurgical companies. Although this is still true nowadays, various stakeholders are increasingly concerned about the origin and the accuracy of the reported numbers. The last decade has shown that most metallurgical accounting concerns can be addressed by making two important changes to plant performance monitoring practices. First, introducing data redundancy into the metal balance procedure allows the estimation of measurement errors. Second, the migration from spreadsheet-based to relational database based systems brings transparency, data integrity, traceability and auditability into metallurgical accounting. Relational databases also facilitate the production of reports that metallurgical accountants must issue routinely. Recognizing the caveats of the spreadsheet-based metal accounting method they had been applying for years, Strathcona decided to switch to a commercial relational database system in 2008. For the most part, the migration was seamless. Some challenges were raised but they could all be overcome and outweighed by benefits gained from day-to-day utilization of the system.INTRODUCTION Metal accounting (Morrison, 2008) has always been essential to high-quality corporate governance of mining and metallurgical companies. Although the importance of coherent material balance results has long been recognized, various stakeholders are increasingly inquisitive about how the reported numbers were obtained and how much accuracy can be attributed to them. This accrued scrutiny is obviously no stranger to the corporate governance tightening that happened through the years in response to outrageous accounting scandals. It is also in continuity with securities laws (such as NI-43-101 in Canada) that were passed to protect the public from other market fraud. Recognizing the importance of spotless metal accounting in their reports to the public, a group of global mining companies gave AMIRA International the mandate of developing a set of rigorous yet practical metal accounting guidelines for the mining and metallurgical industry. The AMIRA P754 project was launched in 2004 and the first version of the resulting Code of Practice was released the following year. Since then, the Code was reviewed twice and revised releases were issued (AMIRA, 2007). While some parts of these guidelines are in continuity with current commonplace practices, other parts recommend changes to inherited practices that may be significant. For example, they highlight the importance of data redundancy (Lachance & Flament, 2011) which in many operations is either already available but unexploited or achievable with reasonable efforts. These guidelines also stress the importance of state-of-the-art metal accounting systems, such as those based on relational databases, which are secure and entirely auditable by a Qualified Person. Because most spreadsheet software packages allow data and formulae to be modified at any time, without a trace and anonymously, they do not meet these requirements."

Jan 1, 2012

By Jeff Fontana, Daniel Ebin, Eric Westergren, William Currier

The PMott MacDonaldlane Train Tunnel West Extension (PTTWE) Project at HartsfieldJackson Atlanta International Airport includes the extension of the existing automated people mover system and terminal renovations at the baggage claim station. To assist with design, pricing, and assessment of risk on this progressive design-build project, 3D design models were prepared to increase visibility into realities of construction. This paper will focus on the original intent of the models and explore the additional, unforeseen value they provided throughout the design and construction process.

Dec 1, 2022

By P Velletri, N Gaylard

The management of wear surfaces in mining operations has remained largely unchanged since the inception of mining. Sacrificial wear liners are installed on the inside of chutes, hoppers and other equipment used to transfer bulk ore to protect the asset from abrasive wear caused by the flow of material. These liners are generally replaced at fixed intervals which may be determined based on historical wear rates or may be driven by other maintenance requirements for that asset. This approach does not always yield satisfactory results, especially for critical assets where the impact of downtime on production can be substantial. For such assets, a condition-based maintenance strategy has the potential to significantly increase productivity and reduce the total cost of ownership associated with the asset. However, for such a strategy to be successful, timely information on the actual condition (remaining thickness) of the wear liners is essential. This paper describes the development and implementation of a wear monitoring system that can be used to remotely and continuously report on remaining liner material thickness in real time. It details some of the challenges that were overcome when developing the system, including the design of a patented thickness measuring system that can be used in a variety of liner materials and is tolerant to the presence of ore on the wear surface. The paper also explains how a cloud-based approach enables data from the wear sensors to be integrated into external systems such as a data historian, which has been demonstrated through a collaborative project with one of the largest iron ore producers in the Pilbara. This ability to combine real time liner thickness information with other data sources, such as throughput, provides the foundation for the transition to a condition-based maintenance strategy.

Nov 8, 2021

By G. M. L. Robinson

Mineral Processing Wastes, as defined by the Environmental Protection Agency (EPA), has determined that most of the mine wastes will be regulated pursuant to subtitle D (Solid Waste Regulations) of the Solid Waste Disposal Act while specific mine waste categories will be regulated within the framework of the Toxic Substance Control Act. Though EPA's determination currently relieves the industry of the regulatory constraints mandated by the Resource Conservation and Recovery Act (Hazardous Waste Regulations) Subtitle C regulatory framework; the industry is not granted immunity from historical or current environmental regulations related to listed or characteristically hazardous or solid wastes. Because of the current regulatory trends and the need to implement cost effective remediation alternatives; advanced currently available on-site remediation technologies are available to minimize, reduce, contain or prevent environmental impacts related to mining and processing activities. In light of industry technical needs, an overview of the research and commercially available remediation technologies will be discussed and a brief discussion of the strengths and weakness of each technology will be presented. Technologies to be discussed includes stabilization, solidification, soil wash, soil flush, thermal distillation, pump and treat, metal extraction, centrifuges, filter presses, bioremediation, and incineration.

Jan 1, 1992

By E. McCullough

"Fostering positive community relations is a principal tenet of sustainable development, but conflict can test even the strongest of relationships. While conflict surrounding resource development projects has the potential to be destructive, it may actually pose opportunities for partnership and collaboration when managed effectively. It is therefore not only important for mineral resource professionals to recognize the financial and social costs associated with legal disputes among project stakeholders, but also for them to prioritize resolving social conflict using alternative channels that allow for win-win outcomes. A variety of dispute prevention and resolution techniques do exist, but successful practice is not yet the norm. Here we review the sources and consequences of social conflict in the context of mining projects, and discuss typical and alternative approaches to conflict management in light of their respective benefits and drawbacks. We also suggest implementation of conflict resolution lessons into resource-related university curricula as a critical step in the continued shift of the mining industry towards sustainable development. INTRODUCTION Social conflict is a recurring phenomenon in the human experience and serves as a critical mechanism for change [1-5]. It occurs when two or more parties perceive that their needs and interests are in direct competition with each other and believe they cannot be reasonably accommodated. Conflict over mineral resource activities, particularly the distribution of benefit and risk, has become an omnipresent issue throughout the world [6-7]. Contrary to common perception, however, conflict can be a positive, transformative encounter in some instances [2, 8-11]. For this to be possible, society and its acting agents must reconsider how to address conflict. What if conflict were only a challenge to try something different? It is well-understood that the mineral industries must manage an increasingly significant volume of social conflict [12-13], which can be a costly externality impacting all of whom are involved. We commonly consider conflict in a two-party sense, but this deeply over-simplifies the true number of stakeholders. Besides mining companies and community members, government policymakers and regulators, public interest groups, and judicial systems, to name a few, bear the social expenses of poorly-managed conflict [4, 6, 12, 14-22]. It is desirable for interested parties to participate actively in a constructive way to pursue their needs rather than contributing to adversarial relationships, operational problems, and legal costs [1, 4, 12]. Some mining companies are of course already working to develop more productive relationships with their stakeholders, but there is undoubtedly still a gap between ideal and common practices. This gap can inhibit collaboration and threaten the potential for mutually-beneficial resolutions to complex social issues [12]."

Jan 1, 2016