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As a society, the retiring age of workers is increasing. Individuals are having to consider working to an older age (beyond 55 years), the reason being to æpay offÆ debt, maintain a quality of life or, as a bigger picture, because society simply cannot afford the aging population. The Government is encouraging and promoting those approaching retirement to work to an older age to alleviate the financial burden of an aging population. In a working context those aged 55 years and over accounted for ten per cent of the Australian workforce in 1998 with this age group expected to account for half of the growth in the workforce between now and 2016. For the 60 - 64 years which account for less than three per cent in 1998, this group is expected to account for 15 per cent of the growth in the same period. As a result of individuals who have worked all their lives and in some cases æphysically hardÆ, they do not fully enjoy their years of retirement as a time when they get to choose what they want to do rather than what they have to do. Of particular interest are the physical or health related conditions that individuals end up with and the restrictions that ensue resulting in an individual being incapacitated either physically or with respect to the state of their health.

Jan 1, 2005

Successful evaluation and exploitation of resources and reserves relies on the collection of high quality sample data. The quality of the sample data must be maintained through the application of a robust quality assurance and quality control (QAQC) program, including documentation of sampling procedures, training of sampling personnel and the regular monitoring of control samples. However, the application of QAQC programs in the minerals industry is often poor and the purpose misunderstood. It is all too common to have good quality control data collected, but no analysis work carried out until after drilling is completed. In a lengthy drill program, this can lead to problems not being discovered and corrected as they happen. Moreover, rectifying problems afterwards will be costly in terms of time and money, if not impossible. The consequences of poor quality sample data are many and include such effects as over- or underestimation of block grades, misclassification of ore and waste, and lower confidence in the resource/reserve models. The purpose of this paper is to highlight, using case studies, the importance of good QAQC practices to monitor the quality of sampling and laboratory sample preparation and analysis.

Mar 1, 2010

By D La Rosa, W Valery, A Jankovic, S Ese

Metso Minerals Process Technology Asia-Pacific (MMPT-AP) has been working with many mining companies worldwide performing æMine to MillÆ or Process Integration and Optimisation (PIO) studies. MMPT-AP has developed a proven methodology to improve the efficiency of the mine-mill interface and gain maximum benefit. The PIO methodology involves rock characterisation, mathematical modelling and simulation to generate a list of operational and control changes for both the mine and concentrator. Following the methodology, the list of recommendations is developed relatively easily; the more challenging part depends on the company. Success of a PIO project relies on the ability of an organisation to implement change û both operationally and culturally: the human element. When a PIO project is started, there is initial interest and commitment from the company. But how can this be maintained? How does an operation know if the benefit continues? MMPT-AP is now developing long-term relationships with clients to ensure that the increased production and improved efficiency continues. Direct and indirect measurements are used to determine the key factors involved and to understand the cause/effect relationships. Simulation tools also can be used to compare current with recommended practices û so when material properties vary over time, the benefits can still be quantified. PIO is about empowerment: by measuring and understanding what parameters affect concentrator performance, the site personnel now have the knowledge to make a difference. Rather than simply reporting variable or poor concentrator performance, operations can predict when production will be affected and put controls in place to prevent it from happening. This requires support and commitment from the company or æbuy inÆ. Ensuring this buy in continues is the challenge facing every company involved in PIO work û but the benefits are well worth it. This paper will review MMPT-APÆs experiences in implementing PIO projects in the long term: from both the consulting and operational viewpoints. MMPT-APÆs involvement with a number of companies will be discussed as examples of what works and what does not.

Jan 1, 2007

Metso Minerals Process Technology Asia-Pacific (MMPT-AP) has been working with many mining companies worldwide performing `Mine to Mill' or Process Integration and Optimisation (PIO) studies. MMPT-AP has developed a proven methodology to improve the efficiency of the mine-mill interface and gain maximum benefit. The PIO methodology involves rock characterisation, mathematical modelling and simulation to generate a list of operational and control changes for both the mine and concentrator. Following the methodology, the list of recommendations is developed relatively easily; the more challenging part depends on the company. Success of a PIO project relies on the ability of an organisation to implement change - both operationally and culturally: the human element. When a PIO project is started, there is initial interest and commitment from the company. But how can this be maintained? How does an operation know if the benefit continues? MMPT AP is now developing long-term relationships with clients to ensure that the increased production and improved efficiency continues. Direct and indirect measurements are used to determine the key factors involved and to understand the cause/effect relationships. Simulation tools also can be used to compare current with recommended practices - so when material properties vary over time, the benefits can still be quantified. PIO is about empowerment: by measuring and understanding what parameters affect concentrator performance, the site personnel now have the knowledge to make a difference. Rather than simply reporting variable or poor concentrator performance, operations can predict when production will be affected and put controls in place to prevent it from happening. This requires support and commitment from the company or `buy in'. Ensuring this buy in continues is the challenge facing every company involved in PIO work - but the benefits are well worth it. This paper will review MMPT-AP's experiences in implementing PIO projects in the long term: from both the consulting and operational viewpoints. MMPT-AP's involvement with a number of companies will be discussed as examples of what works and what does not.

Jan 1, 2007

By John Carr

The tremendous growth in grinding mill size and horsepower during the '70s demanded advancements in gear cutting technology and equipment for the '80s. Computers are used as an aid in the design and selection of the mill drive system; sophisticated computer graphics are used to create manufacturing drawings; and a new generation of gear cutting machines are used to manufacture the gears. These new gear cutters can generate-cut gears over 40' (12.2 m) in diameter at an AGMA quality level exceeding the currenty acceptable standards. The precision of the resulting gear assures maximum tooth contact, which will result in longer gear set life.

Jan 1, 1981

By Peter C. Jones

The paper gives a broad view of the maintenance procedures at the Cassiar Asbestos Corporation property. Comparisons are drawn to indicate the changes in facilities and approach that have evolved over the last 25 years while coping with the northern British Columbia climatic conditions. Special emphasis has been placed on the importance of the support groups providing services for both the mine site and the town.

Jan 1, 1978

By James R. Taylor

24.1-BASIC PRINCIPLES JAMES R. TAYLOR The basic principle involved in maintenance is protection of a company's investment through the care and upkeep of machinery and equipment, buildings and properties. Maintenance is justified through making available to the maximum extent possible the facilities, machines and services required by the operating and production departments in their function of insuring optimum return on investment. As the size, cost and complexity of the equipment used in modern mining and related industries increase, operating and production personnel become proportionately more dependent upon maintenance engineering for its contribution to the overall profit picture. A greater part of the total cost now is charged to maintenance and the maintenance group becomes a major company unit. Basic maintenance concepts have changed very little over the years, but the advances in methods and technique have brought about tremendous challenge and have in consequence assumed a greater influence and importance. The older "sledge- hammer" methods have given way to engineered and scientific systems, while the accelerating development of intricate equipment and machinery, and the instrumentation essential for control, demand an ever-increasing upgrading of maintenance personnel. Regardless of this growth in importance, cost and complexity of the maintenance function, it is important to remember that it is not an independent and self-sufficient unit, but is a necessary facet of the entire plant operation and is subject to the company's total production effort. As one part of a team, maintenance is successful only when functioning cooperatively wit11 the other departments it serves Close collaboration in all areas served by n maintenance group is essential if it is to function fully to protect the company's investment, whether the assets are in machinery, materials or people. 24.1.1-MAINTENANCE SCOPE Maintenance functions may be grouped into the two general classifications of primary and secondary. This grouping constitutes a basic division although, in practice, the scope of the maintenance activity varies in each mine or plant and is subject to differences in size and type of operations and company policy, plus the influence of precedent, which may be sectional or industry-wide. The primary functions supply the justification for the maintenance engineering department. while secondary functions are variable according to plant conditions and needs. The primary functions may be categorized as follows: 1. Maintenance of existing machinery and equipment. 2. Maintenance of existing buildings and grounds. 3. Inspection and lubrication of equipment and machinery. 4. Utilities generation and distribution. 5. Alterations to existing equipment and facilities. 6. Installation of new equipment and facilities. 7. Instrumentation.

Jan 1, 1973

By John S. Newton

Modern high capacity underground mining machinery is a complex of mechanical, electrical and hydraulic components which have greatly increased capability over similar components of mining machinery of ten and. even five years ago. Looking into the future I feel certain in stating that there will be changes equally great in the coming five and ten year periods. With this premise in mind, I should like to bring to your attention some of the things that do and will have a continued major impact on the industry, particularly as they relate to the maintenance and operation of these machines of increasing capability. In underground mining today, nearly every individual plays a key role. A machine operator's importance in his work is comparable with that of the pilot of an airplane, a railroad engineman, a bus driver, a skilled machinist, a bulldozer operator and many others whose assignment is one of doing, by himself, with his hands and his brains all that the specially designed machine has been created to do. These machine operators are supported by a staff of skilled engineers, maintenance personnel, supervision, etc., but objectives are realized only when the operator maintains his schedule. What is being done and what can be done to make it easier for the operator to maintain his schedule which, as with the airplane, is constantly being improved? This question can be answered best, perhaps, by dividing the subject into four general categories - (A) Power Supply. (B) Control and Protective Devices. (C) Hydraulic Component Design. (D) Mechanical Design.

Jan 1, 1962

By W. E. Lockley

This paper will attempt to answer a number of questions which are important to the safe and continued operation of an electric power system. 1. WHY should electrical protective devices be tested? 2. WHAT devices should be tested ? 3. WHEN should they be tested ? 4. HOW should they be tested? 5. WHO should test them ?

Jan 1, 1977

By W. R. Webb, M. O. Peterson

WHEN men drive haulage equipment ranging up to 22 tons in an open pit operation, they must live with the realization that their safety is dependent upon the machines they drive and how well they operate them. The hazards inherent in their jobs must be recognized, met, and defeated. It comprises a never ending struggle toward perfection-an almost un- obtainable goal. The Jones & Laughlin Benson Mines, at Adirondack State Park in New York, created a safety program which resulted in only one three day lost time accident from April 1948 to April 1952. At the very start of the program, management of the open-pit operation recognized the hazards existing at Benson. The program was designed to meet each danger. With a knowledge of the problem faced, the process of minimizing each facet was planned along lines of maintenance of equipment and training of personnel. Its success is evident. In the ever-present struggle, care and maintenance of machines and application of experience to new equipment design are mainstays. Truck Haulage Benson produced 2.9 million tons of crude iron ore and 1.6 million tons of waste in 1951. To do the job, truck mileage reached 500,000 miles. The tremendous mileage emphasized to safety planners, the fact that the more work done, the greater the possibility of risk in haulage operations. Instrumenting the aim of the safest equipment possible is a methodical servicing program. Like other segments of the drive, the servicing program is based on greater production with fewer accidents. Every truck is serviced at least once per eight-hr shift. Examination includes inspecting and tightening wheel studs, checking tires, steering apparatus, lights, brakes, wipers, heaters, fire extinguishers, and refueling. A running history of the equipment's operating life is kept in the form of service and maintenance records. Machine operators are constantly on the alert for malfunctioning of units. At the first sign of trouble the truck is returned to the garage for exchange. No truck functioning incorrectly is kept on the line, regardless of its shift check schedule. The program resulted in a reduction of the number of costly overhauls and cut down the number of haulage accidents. Miscellaneous Mobile Equipment Auxiliary units, operating within the pit, have presented definite safety problems. The highest accident rate in the pit occurred on trucks carrying water and bits to the churn mills. The weight and awkwardness of bits and drill stems, combined with remote delivery points were direct causes of numerous accidents. Here, the problem has been one of equipment handling, rather than haulage. All air compressors for secondary drilling are truck mounted, facilitating mobility. In addition to making it easier to move the equipment, truck mounting has eliminated many of the hazards connected with relocating machinery. By making air compressors independent of other units, drilling operations have been speeded up considerably. Unseen rocks in the path of moving vehicles are a constant source of tire damage. At Benson the problem has been met by supplying each loading crew with a bulldozer for cleanup operations. The pitman directs the dozer operation, and when truck drivers back into loading areas, he serves as an extra set of eyes. Modern Truck Garage Provides Drive-Through Service Simplicity is the essence of any preventative maintenance program. At Benson, a modern garage, with a drive-through service bay simplifies servicing. Shift inspection of the 22-ton haulage units is accomplished with minimum delay and maximum thoroughness. Major repair work and periodic overhauls are done in the repair section of the truck garage. Crane facilities for handling heavy assemblies ease the job and add to the safety factor. Other mobile machinery,

Jan 1, 1952

By Mark L. Munsell

In recent years, miners have tried many approaches to maintenance such as: - Highly sophisticated computerized programs. - large planning groups designed to preplan and schedule work. - Contract maintenance. - Break down maintenance. Each of these approaches has faced the added constraints: - High replacement cost of equipment necessitating longer useful equipment life - management?s increased scrutiny of all indirect costs such as maintenance. Faced with these factors, what system of maintenance control is right? After visiting many properties recently, it appears there is no right system. Maintenance programs need to be tailored to the people and production constraints that occur at an individual property.

Jan 1, 1976

By C. A. Campbell

"There has been a significant reduction in maintenance hours and improved performance by maintenance crews at the MacLeod mine since the introduction of a Maintenance Control system which includes the use of maintenance standards. This paper deals with the steps taken to develop and implement the program. The objectives of the program and the organization and training of the control group are outlined. The work-order system, standards application, classification of work and the preventive maintenance procedures will be discussed.All maintenance information is processed on a Model 360-20 IBM computer, which turns out maintenance records and control reports for management action. Information in these reports, and reasons for reporting, will be discussed and the benefits resulting from the program reviewed."

Jan 1, 1973

By James E. Rider

"Fractures in mine hoist drumshafts are rare. We know of no previously reported attempts to repair a fractured drumshaft; any feasible method would involve welding and the associated problems of distortion, crack formation and strength.In June 1984, a fracture was discovered in the drumshaft of the production hoist in the Teck Corporation, Lamaque Division Mine at Val d'Or, Quebec. Delivery time on a new shaft would have been at least six months. The shaft was repaired in ten days and the total out -of-service time was four weeks.This paper describes why the shaft failed, how it was repaired, and the special alignment procedures employed during re-installation to minimize stresses in the repaired area.IntroductionThe performance of a mine hoist drumshaft is absolutely critical to mine operation. An inoperable drumshaft means no hoist, which in turn means no production or mine operation.Fractures in mine hoist drumshafts are rare. Previously when they have occurred, no one has seriously considered attempting a repair because of problems involved. Any feasible method would involve welding, which raises several major problems - namely, metallurgical, alignment, and strength.In July 1984 this very situation occurred at the Teck Corporation, Lamaque Division Mine in Val d'Or, Quebec.It was recognized that a new shaft would take at least 6 months' fabrication and delivery time. However, having had some experience at repairing broken shafts in other machines under similarly desperate circumstances, and after due consideration, it was concluded that by applying the correct techniques and engaging the right expertise, it would be possible to perform a repair and have the mine back in operation within a month.Thanks to outstanding efforts by all, the repair was accomplished in ten days and total out-of-service-time was only four weeks. The causes of the failure were determined and the calculated stress levels confirmed by strain gauge measurement during operation.The success of this project was achieved by adhering rigorously to fundamental management and engineering principles."

Jan 1, 1988

By Paul D. Tomlingson

Will Rogers unwittingly commented on the essence of evaluations when he said: "We don't know what they don't know!" In so doing, he explained why managers have an obligation to verify that their personnel really know what is expected of them. Rogers further stated that "What we know may not be so!" Here, he suggests that managers must establish the correctness of facts on which they make decisions concerning the future of their organizations. Yet, there are some managers who may not have considered this basic wisdom. These are perhaps the ones who shun a solid, fact-finding evaluation. Instead, they trust to guesswork as a basis for attempting improvement. Without realizing it, they may be making incorrect decisions harmful to the very organization they are trying to improve. Unfortunately, an attitude of avoiding evaluations often permeates whole organizations when their managers fail to appreciate their importance. Recently, the following was found prominently displayed in the office of a maintenance manager. Regrettably, the facts of a subsequent evaluation established how imprudent his attitude was:

Jan 1, 1991

By Paul D. Tomlingson

A new sense of urgency permeates the mining industry concerning maintenance. Mining's continuous process environment demands around-the-clock maintenance support. And profitability conscious mining operations require that production targets be met on time - and economically. These goals require nothing less than an effective maintenance program. In turn, the effectiveness of the maintenance program depends on quality information: easily procured, complete, timely, accurate, and properly used. Information picture is changing Some of the fully integrated, mainframe maintenance information pro¬grams of better days remain. Their upkeep and cost of operation, though, is becoming more difficult to justify. Some operations, faced with production cutbacks a few years ago, downscaled and found they liked it. Now, during an upswing, these operations question the need for the more elaborate, administrative-heavy programs they used to operate. Package programs are not taking their place. Too often, the packages are vague and generic. Some vendors claim that if their offerings work in a hospital complex, they must work in an underground mine. That is not so. Maintenance information in the mining industry is different. The situation has changed There are now smaller, self-contained maintenance groups whose information needs are different. These include an electrical crew in a smelter, an underground mobile equipment shop, or a remote service shop between several distant operating pits. These working environments have changed the character of the information needed as well as the methods for obtaining and using it. Operations-maintenance link In coming back from a downturn, operations people realize that their ability to meet production targets hinges on reliable equipment and avoidance of downtime. They have become familiar with the need to use maintenance services effectively. They also want quality maintenance information. When coupled with the sense of urgency about maintenance, a business-like working environment emerges that has significant new differences in both work control and information. Work control impact Work control has been streamlined to improve communications. Supporting information has been streamlined as well. • Verbal orders are the rule rather than the exception to quickly bring a multi-craft crew to the flotation section or a pit crew to a disabled haulage truck. • Written work requests and work order forms are seldom used, or even needed. Rather, electronic work control logs permit operations to request work, maintenance to acknowledge it, get ready, and do it - quickly, without delay. • Routine servicing is triggered by operating hour accumulation (mobile equipment) or tons of throughput (fixed equipment). Operations is now taking the initiative in delivering mobile equip¬ment to the "bad order line," or switching to a bypass conveyor. Operations wants immediate follow-up reports on equipment condition.

Jan 1, 1989

By John S. Timmons, Eivind B. Jensen

The Henderson mine is an underground panel-caving molybdenum mine located in the mountains of central Colorado. All development and primary production operations are performed using diesel-powered, rubber-tired mobile equipment. The growth in manpower and equipment was rapid in the five years following the July 1976 start-up, reaching about 250 machines and 2000 people to produce 9 Mt/a (10 million stpy) of ore. However, due to dramatic improvements in productivity, production is currently at a rate of 8.1 Mt/a (9 million stpy) with about 570 people and a much smaller equipment fleet. The mine's high degree of mechanization and accompanying maintenance costs have focused increased attention on the maintenance function as a cost center with potential for improvement. To realize some of that potential, several approaches to equipment maintenance have been adopted. None of these stand alone effectively, though, and their success relies on their working together in the overall program. The approaches that characterize the equipment mainte¬nance philosophy at Henderson are described here. Preventive maintenance The value of preventive maintenance as an alternative to breakdown or emergency repair is widely accepted in industry. When production began in 1976, few people at Henderson had experience maintaining diesel-powered, rubber-tired equipment. Other company operations such as its previous Urad operation and the Climax molybdenum mine near Leadville, CO used rail and Blusher technology. A maintenance consultant was hired to establish a formal preventive mainte¬nance program. The initial program contained four different preventive maintenance services, "A," "B," "C," and "D." Each was keyed to a different operating interval. • "A" service was the most frequent. It was a quick, general inspection and greasing of all fittings. •"B" service added a more detailed inspection. • "C" service included changing all filters and most fluids, such as engine oil. • "D" service was originally designed as a comprehensive inspection and testing of major component systems over a period of 24 hours during which the equipment was removed from operation. It was believed that most problems uncovered by the inspection could be reported and scheduled for repair at some later date, with only critical repairs being done during the service. In addition to these scheduled preventive maintenance services, a schedlle of minor and major rebuilds at intervals of 2500 to 5000 hours was established.

Jan 1, 1989

By Paul D. Tomlingson

An effective maintenance program ensures the adequate availability of production equipment. In turn, this availability enables production to maximize utilization and successfully meet production targets. An overall production strategy is necessary to draw all departments toward this common effort. Only then will production targets be met. From the maintenance view this means that production must comply with PM and repair schedules. Purchasing must supply parts and materials on time. Mine engineering must not overwhelm maintenance with non-vital construction. Accounting must provide correct, timely cost information - - etc. This strategy - - its content, effectiveness and enforcement is the responsibility of the mine manager . . . his alone. This paper describes a successful approach to maintenance within this strategy.

Jan 1, 1979

By Grant J. Goddard

"The Iron Ore Company of Canada (IOC) has been in operation for over 30 years. Today, and in the future, technology and its application will play an ever more critical role in the company’s business success.The Carol Mining and Concentrating (CMC) division of IOC is energetically applying technology today to enhance performance and results, and is aggressively exploring opportunities to apply technology to support improved business results in the future.A critical area of focus is the application of technology to maintenance management performance. CMC has taken a “back to basics” approach to the fundamentals of maintenance management in 1995 and 1996. In parallel, the mine is aggressively implementing its Vision 2000 maintenance integration plan. This plan is targeted at levering the energies applied to sound maintenance management fundamentals as the company moves to a fully condition based maintenance approach.This paper discusses some of the strategies, key technologies and objectives of theVision 2000 maintenance integration plan at the mining operations of IOC."

Jan 1, 1996

By Myles E. Altimus

One responsibility of a manager is to improve his human organization. Some executives believe a manager should be measured and compensated accordingly on the basis of his ability to improve the quality of his human organization. Officials in the coal mining industry have had a tough road to travel in this regard due to fluctuating coal production demands, contractual obligations, and improved mining equipment and methods. The time may have finally arrived when we are able to recruit, select, and develop men from the labor market to fill vacancies, This is particularly true of our maintenance organizations. Because of the importance of this responsible function and the types of skills required, we must develop an extensive improvement pro- gram. Anyone in the industry who fails to undertake a manpower audit and who accepts a philosophy which will not permit collective planning, organizing and con- trolling the improvement of the human element throughout his maintenance organization may certainly cause deterioration within his company.

Jan 1, 1966

By A. F. MacDonald

The rugged foothills of the Allegheny Mountains in Washington County, Southwestern Pennsylvania, lend their terrain very well to the use of aerial tram systems to carry refuse from Bethlehem Mines' two preparation plants to disposal areas some distance from the plant site. Bethlehem Nines Corporation has three deep mines in this area, all of which are mining the Pittsburgh Coal Seam, The raw coal is prepared for metallurgical use in a preparation plant at each mine, Trio of these preparation plants, Mine No, 51, Ellsworth and Mine No. 58 Marianna, use aerial tram systems to dispose of reject material.

Jan 1, 1966