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By C Augustin, M Hahn, K Nienhaus

Operators of mining machinery like haul trucks or excavators have very limited information about the exact distance to other equipment as well as to the natural boundaries like berms, walls and structures such as crushers. The industry is seeking solutions to provide safety and positioning. The authors have developed a solution approach which is being used in several installations. This solution consists of three parts: first robust and compact two-dimensional (2D) radar scanners that provide range and angular information of the environment especially under difficult conditions like dust, rain, snow and fog; second an intelligent data processing framework flexible enough to adopt to different machines and operation modes like speed, inclination, visibility, tire friction, GPS position, orientation and acceleration; and third a high quality and easy to use interface giving highly condensed data to the operator, not blinding the operator at night and being sunlight readable. The truth of present proximity detection sensors is that they not only have a high false alarm rate but furthermore cover only a fraction of the possible scenarios. This makes them unsuitable for stand-alone collision avoidance systems. On the other side, mine dispatch systems only deliver database and GPS information, but no information regarding the real environment. The indurad company and its Australian partner CTS (http://www.cts.com.au) addressed these aspects by developing smart productivity enhancement driver assistance tools like lane and crusher dumping assistance.An innovative driver assistance tool developed in cooperation with the coal shearer manufacturer Eickhoff and the RWTH Aachen University has been awarded with the annual research award of its customer RAG, being the largest German hard coal producer, as well as with the bauma Innovation Award in 2010.

Sep 26, 2011

Boliden's Aitik open pit mine located in northern Sweden, will expand yearly production from 18 to 36 Mt of copper ore during 2010. The expansion includes a new concentrator located 3 km off the pit, two new apron feeder crushers connected to the ore storages and concentrator with conveyors at a total length of 7 km. The concentrator has two lines with autogenous grinding mills and flotation each with a capacity of 18 Mt. Consequently the mine operation has to be expanded. To achieve this, there was several parallel processes ongoing; investments in new equipment, reorganisations, improvement projects in maintenance and productivity. The Aitik 72 project was started to coordinate productivity and mine planning activities. Initially the long-term strategic mine plan called for a total movement of ore and waste to increase from 40 to 72 Mt but has today increased to 89 Mt. Productivity projects have been focused on load and haul activities such as fuel economics (Renstr÷m, 2007), effective utilisation of trucks partly by increasing manning levels, improved dispatch and shovel utilisation focusing on optimal use of loader/truck fleets. The eco-driving projects previously reported have reduced fuel consumption significantly. This project is also a productivity project, as part of the fuel savings comes from minimising idle engine hours due to queues, break-downs, operator shift changes, etc but also from under and overloading. Effective use of truck fleets, ie transport of material, loading and dumping, thus excluding non-productive engine hours has been an essential motivator when deciding the size and number of new trucks required. This has resulted in a reduction of the investment with at least one but maybe two trucks. A third major project was to optimise shovels together with truck fleet by improving short-term, up to two weeks, detailed planning of drilling and shovel activities. Daily scheduled breaks for maintenance as well as planning of shovel utilisation, down to shift level are included in the production plans. KPIs and online production reports, based on real-time monitoring of drill rigs, shovels and trucks, have been an essential tool used regularly to engage and motivate mine production personal and information reporting to management. Several projects have already reached their goals. The projects will continue throughout 2010 to ensure that productivity targets are met.

May 1, 2010

By White A, Price G

The main assets of a mining company are its orebodies; the second are the people who find and use them.The graphs in Figure 1 were derived from a paper by Rob Macdonald of Rothschild Australia presented to The AusIMM Centenary Conference in Adelaide earlier this year. They show that the value of the industry on the Australian Stock Exchange halved over the past decade, despite the re-investment of capital equivalent to its full market capitalisation. Why is this so? The average dividend yields for the ASX Mining Index was never above five per cent during that period and barely averaged 2.5 per cent. Why then is $Ai million capital re-investment per employee since 1960 not enough to generate a rate of return to investors better than lousy bank interest? Do the investing public no longer regard our industry's assets to be world class?

Jan 1, 1993

By D. R. Gagnon

Mining companies are continually looking for product-ivity and efficiency improvements with their equipment to reduce operating costs. This paper will review the results of a productivity analysis conducted at the Luscar Ltd. Boundary Dam and Bienfait mines near Estevan, Saskatchewan using a Computer-Aided Earthmoving System (CAES) installed on a track-type dozer. The CAES TTT system is a Global Positioning System that provides the operator with constant survey guidance. The study includes a productivity comparison between two similar test sites, one with the aid of the CAES system and the other, without. The CAES TTT system shows a productivity improvement of between 20 and 35% in the reclamation slope leveling application. Even with the CAES TTT system deactivated, some of the advanced features of the system were used to: retain terrain data for volume calculations; track the equipment position; and, accurately record and separate idle time from working time.

Jan 1, 2002

By V. R. Bovino

In the early 80's, the cover of a major weekly magazine proclaimed the "Death of Mining." A few years ago, mining conventions, similar to this, around the country sported the theme, "The Survival of Mining." Today, the SME announces that "Mining is Alive." Being part of an industry that is simply alive is not very exciting. We can do better! Our challenge must be to flourish, blossom, maximize our potential and expand our horizons. The pace of rejuvenating this industry is still woefully inadequate. The new generation of mining industry leaders recognizes the urgent need for bold operational changes?changes in the way we deal with our employees? changes in the way we achieve productivity? and changes in the way we reward our employees for productivity.

Jan 1, 1991

By A. J. R. Smith

"CANADA'S ECONOMY TODAY is about two-fifths larger than it was six years ago, as measured by the total volume of production of goods and services. Such an achievement has been a rare phenomenon in Canada's first one hundred years. Excluding the forced-draft expansions which took place under war-time conditions, perhaps only the first decade of this century recorded a performance of greater dimensions, when, with massive immigration, the opening up of the West and a powerful array of well-de-signed development policies, the country was looking forward confidently to a great future of nation-building in the twentieth century.What makes Canada's over-all economic advance since 1961 all the more remarkable is that six years ago there was virtually no one in this country who anticipated an expansion of such dimensions. Back in the buoyant conditions of 1956-57, perhaps such an achievement would not have seemed beyond our grasp. After 1957, however, Canada stumbled through an extended period of slow economic growth, high unemployment and substantial and widespread under-utilization of its productive capacity. By the early 1960's, conditioned by the emergence of substantial, persistent and pervasive slack in the economy, t h e r e were few Canadians bold enough to anticipate that their economy was about to embark on a Great Expansion. However, this •is, in fact, what occurred. Beginning early in 1961, Canada moved forward into a sweeping advance which grew into the longest and largest peacetime business expansion in Canada's first century as a nation -a truly great expansion by any standard of measurement. This strong thrust has moved Canada into the front ranks of over-all economic expansion among the industrially advanced nations in the 1960's."

Jan 1, 1970

Cordeaux Colliery is more logically sited than the historic escarpment Corrimal Colliery, on the same reserve. At Cordeaux the modernisation of mine plans and equipment and the introduction of high production longwalls have created a record achieving producer of both steelmaking and export coals.Further changes achieved have been in employee related attitudes and performance, enhanced by business strategies and total quality control and particularly benefiting from innovative employee input With this present example of co-operative effort Cordeaux Colliery will continue to improve through management of total quality. resources, development rates and customer satisfaction.

Jan 1, 1991

It is no longer adequate when starting a new mine to simply select the best equipment. Today's competitive international commodity markets demand superior efficiency which requires systematic involvement of people in continual improvement of production and commercial processes. True Total Quality of Management (True TQM) principles provide an operating philosophy for maximising productivity and minimising unit costs of output. The presentation will show the practical and successful use of these principles. This paper will introduce the case study and provide background material on True TQM.

Jan 1, 1995

It is no longer adequate when starting a new mine to simply select the best equipment. Today's competitive international commodity markets demand superior efficiency which requires systematic involvement of people in continual improvement of production and commercial processes. True Total Quality of Management (True TQM) principles provide an operating philosophy for maximising productivity and minimising unit costs of output. The presentation will show the practical and successful use of these principles. This paper will introduce the case study and provide background material on True TQM.

Jan 1, 1995

By Tom Learmont

The emergence of the dragline as the dominant stripping tool is described and reasons for this are noted. Brief comparisons are made with stripping shovels and wheel excavators. Representative output and machine availability figures for draglines are presented. The effect of changes in machine parameters such as boom length, swing power, and hoist power on machine productivity are discussed. An analysis of machine availability and the causes of machine downtime is made. Measures which are being taken to improve machine availability are discussed in detail. These include (1) improved methods of structural analysis, standardization of welded joints and welding methods to increase structural reliability and to develop more efficient structural designs, (2) standardization of gearing and mechanical componentry to permit the use of proven designs, (3) review of fairlead design and bucket hardware to improve rope life and reduce downtime, and (4) modifications to reduce maintenance time. The General Electric Data Logging system is described and consideration given to its use as a tool for improving productivity. Areas for future improvements in productivity are discussed.

Jan 1, 1976

By Tom Learmont

The importance of coal in solving our energy problems has been widely discussed; the world demand for food requires increased fertilizer production and the minerals to produce fertilizer must be mined. We have seen an explosive increase in the demand for large stripping equipment. It is appropriate that we review this equipment and determine what can be done to improve productivity. While we have used coal mining as an example in the study, much of the discussion will apply equally to other forms of stripping.

Jan 1, 1975

By F. P. Yungwirth

"IntroductionTrout Lake Mine is located about 5 km north of the Hudson Bay Mining and Smelting Co., Limited complex at Flin Flon, Manitoba. The mine was brought into production in 1982at the onset of a severe recession in the base metal market. The mine is operated as a joint venture with HBM&S, MMR and SMS.During the first several months of operation it became evident that there were opportunities to reduce costs at the mine significantly, and a productivity improvement subcommittee was formed to make recommendations. The first committee met in January, 1983 and consisted of the mine manager from Hudson Bay Mining, a geological expert and a maintenance expert from Outokumpu Oy, Finland, and a mine manager from Granges, Sweden.Recommendations from this committee were implemented during 1983 and a new subcommittee was constituted in 1984 to continue the work begun the previous year. The committee remains as constituted in 1984 and meets quarterly.The committee consists of M.A . Kirby , manager - Flin Flon Mines, HBM&S; Gustav Hoberstorfer of Mindelco , a Swedish mining consultant retained by Granges; Eero Laatio, mine superintendent of Keretti Mine at Outokumpu Oy in Finland; and Bob Bray, a mining consultant retained by Manitoba Mineral Resources.Many productivity improvements made in the operation are attributed to the work of this committee and other experts retained at various times throughout the mine life."

Jan 1, 1988

By Felipe Poffo, Flávio Messas

Due to the high level of competition in tooling sector, a necessity to increase the level of processes and assets management has initiated. Based on the World Class Manufacturing methodology, applied mainly in serial production industries, we have challenged ourselves to adapt the main concepts and implement them in a tooling company. After one work year, we could notice 29% productivity improvement in the bottleneck process, 25% cost reduction in outsourcing, standardization of the processes, 8% reduction in direct labor. Consequently, it was possible to implement a financial reserve and a long term planning cash flow.

Nov 22, 2018

By Kevin Whipkey

How is Improvement Being Achieved ? Section Equipment ?Mine Layout/Projections ? Work Schedule ? Maintenance ? Management

Jan 1, 2005

By E Deucker, A White

Gold Fields Australia (Gold Fields) has identified that improving productivity through more detailed shift planning and operational control of mining activities is a key driver to the success of their business. The Hamlet mine was chosen as a pilot site to trial a system that would allow production engineers and shift bosses to align the execution of short-term activities with the longer-term goals of the organisation.Gold Fields partnered with Deswik to introduce an on-site, collaborative, web-based system to allow mine planners to quickly build-up a detailed, activity-based, shift schedule for the coming week from the 13-week plan. Multiple stakeholders could then review and alter the plan, and then track and manage the execution of the activities.The system is designed to be integrated with production data capture systems to allow tracking of progress towards completion for each activity, as well as to plan and monitor the equipment operating in the mine. Integration of systems allowed engineers to use the large quantities of production data being captured to make informed decisions in the operations environment.The system replaced a complex set of spreadsheets that required expert users in Gold Fields to maintain. By capturing the data in a central database, the planning process is transparent and historic data from the execution of activities is available for analysis to improve productivity in the future.The system has ensured that the highest priority and critical path activities for the business are completed at the right time, improving the efficiency of operations.CITATION:Deucker, E and White, A, 2017. Productivity improvement through collaborative shift planning and tracking, in Proceedings 13th AusIMM Underground Operators’ Conference 2017, pp 225–234 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 16, 2017

Does coal mining get enough out of its people?. In a number of cases, Yes. Several companies have rethought their management systems and accordingly are improving their utilisation of people to improve productivity. For some, capital and technology are the panacea for improved productivity and lower costs. Computerised mine planning, improved beneficiation processes, heftier longwall equipment, bigger trucks and shovels and upgraded coal clearance systems are expected to provide the answers.Whilst these factors are important they only contribute to part of the productive potential of a mining operation. Production flexibility provided by recent Industry award changes has brought about increases in total output. However, these improvements have not been matched by corresponding decreases in the unit cost of production.

Jan 1, 1991

By I. Orisek

The methodology and results of a feasibility study of an Automatic Truck Dispatching (ATD) system in an actual open pit mining operation, are presented. Using mine cost data, an economic analysis confirms that capital and operating cost savings with ATD out-weigh the costs. Productivity improvement achievable with ATD is quantified with a computer simulation of truck haulage based on mine production and operational data.

Jan 1, 1986

The history of mining is rightly proud of its achievements in improving productivity and cost improvements over the years. No matter what measure is used, tonnes per manhour, cost per tonne, etc vast improvements have been made over the last hundred years. In fact over the last ten years in Australian coal mines raw coal output per employee has increased by 60 per cent. When one examines why these improvements have taken place the principal reasons have been technological advancement in mining equipment, excavator and dump truck capacity increases, longwall and continuous miners continually improving in reliability and size. Of course all these improvements are correlated to an increase in capital cost. Even with the above-mentioned advances the pressure for increased performance is as strong as ever. The international mining and mineral-processing sector is currently operating in a recessive market with some traditional commodities, eg gold trading at 20 year lows. During recessive times senior management will demand greater returns on capital employed: the obvious choices being reducing costs or increasing throughput. In addition, head office environments will often place a capital freeze on operational management so the opportunity to take advantage of technological change is not available. The challenge is, therefore, to increase throughput and cut costs without the need for capital. The answer is to optimise the existing labour and plant. If done systematically a result in productivity improvement, in our experience, as high as 45 per cent can be achieved with the average across South East Asia and Australasia being 21 - 23 per cent. The intention of this paper is to present a systematic approach to labour and machine utilisation thereby gaining the greatest possible return on the existing capital base.

Jan 1, 1999

By W. A. Crosby, W. K. Smith, K. L. McDonald

"IntroductionThis paper describes how the introduction of two blasting techniques and the resuItant development of new dragline digging methods have increased the productivity of single- and double-seam dragline operations at the Rietspruit opencast mine.LocationRietspruit , one of South Africa's largest opencast strip mines, is situated some 11 5 kilometres east of Johannesburg in the Witbank coal field.BusinessRietspruit is a joint venture between Transvaal Consolidate d Land and Exploration Company (T.C.L.) and Shell, South Africa. Rietspruit is administered and managed by Rand Mines, the Mining division of Barlow Rand, transportation and marketing being the responsibility of Shell. The total saleable coal product, approximately 5,5 million tons per annum, is exported via Richards Bay.Presplitting and Throw BlastingPresplitting was initially introduced in September 1980, as a means of dewatering t he overburden and mid burden to facilitate the use of dry-mix explosives a s opposed to slurry explosives.The utilization of the throw blasting technique arose as a direct result of observed ground movement after the successful introduction of presplitting. The first trials commenced in March 1981 on the double-seam operation. The methods, economics and resulting advantages are fully described elsewhere. A brief description follows.Method of PresplittingAfter determining the desired presplit line, 250-mm holes are drilled to top of coal at 4-m to 6-m intervals, dependent on the competency of the rock overlying the coal. A single 60-kg charge of slurry explosives is located at the bottom of each hole, no tamping is used and all the holes are detonated simultaneously. The results are a competent, straight, vertical highwall. This enables accurate control of the first row of blast holes closest to the highwall, which is a prime requisite for successful throw blasting."

Jan 1, 1983

By Rolly Thorpe

Bulk emulsion explosives have been used at surface mines and quarries for many years. Recently, this technology has been adapted for underground use in relatively confined work areas and in smaller diameter blastholes.

Jan 1, 1994