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By Juan Camus

To understand why some companies excel in creating value, Jim Collins (2001) and a group of postgraduate business students engaged in a comprehensive, five-year research project. They examined 1,435 U.S. companies for more than 40 years, seeking those that made significant improvements in their financial performance over time. The distinctive pattern sought was: ?Fifteen-year cumulative stock returns at or below the general stock market, punctuated by a transition point, then cumulative returns at least three times the market over the next 15 years. ?The search identified 11 outperforming companies, all in different industries, that were called the ?good to great? companies. To contrast these companies with similar peers within the same industry, the search also selected a group of comparison companies that failed to make the leap from good to great. Collins then set out to examine the transition point. What distinguishing features did the good-to-great companies have that their industry counterparts did not? At the heart of the findings about these outstanding companies is what Collins refers to as the ?hedgehog concept? ? how to find the one big thing that the company must focus on. According to Collins, those who built the good-to-great companies were, to one degree or another, hedgehogs. Those who led the comparison companies tended to be foxes, never gaining the clarifying advantage of a hedgehog concept, being instead scattered, diffused and inconsistent. This insight is complemented by Peter Drucker (2004), an influential management guru, who asserts that the first question an effective executive should ask is: ?what needs to be done?? Asking this question and taking it seriously, he asserts, is crucial for managerial success; and that the answer almost always has more than one urgent task, but the effective leader only concentrates on one task. In this last respect, Drucker emphasizes: ?If they [executives] are among the sizeable minority who work best with a change of pace in the working day, they pick two tasks. I have never encountered an executive who is effective while tackling more than two tasks at a time.?

Jan 1, 2011

By M J. Van Der Merwe

The mining industry is facing a serious skills resource shortage, growing commodity demand and cyclical prices. This makes focus and allocation of resources in the early stages of project development very important. To assist with these six key elements in the project prioritization process is proposed, namely: 1) Define the project vision, objectives and business case, 2) Determine the potential show stoppers, 3) Determine the key value drivers, 4) Track changes and provide regular feedback, 5) Evaluate the alternatives and, 6) Ensure proper gate management governance at the decision point. Incorporating these elements in the project development process will assist in resource allocation and focus on the high value aspects of projects and alternatives during the early stages of the project development lifecycle. Keywords: Resource allocation and focus, vision, show stoppers, value drivers, project prioritization, linear programming, business case modelling, management decision.

Jan 1, 2008

By Shahid Islam, Lucian Bogdan

Deep and large diameter drilled shafts use mostly bundles of Grade 60 (415 MPa) reinforcing bars as longitudinal reinforcement with rebar splices to make it longer. Lower Grade steel requires large number of bars which result in rebar congestion and difficulty in placing concrete. This leads to increased labor cost for fabrication and installation. By utilizing larger size and higher strength threadbar, the congestion of rebar can be reduced significantly and bundling of bars can be avoided. The lap splices are replaced with simple threaded couplers and end hooks are replaced with end terminators. Threadbar conforms to ASTM A615-15 and can be epoxy coated if required for corrosion protection. This paper describes an attractive value engineering of replacing Grade 60 (415 MPa) bundle of rebars with larger diameter Grade 75 (515 MPa), Grade 80 (550 MPa) and Grade 100 (690 MPa) threaded bars and threaded couplers in some specific drilled shaft projects in the USA. INTRODUCTION A drilled shaft which may also be referred to as drilled piers, caissons, cast-in-drilled-hole piles and bored piles is the key element to the foundation of massive structure. They are used for tall buildings, bridges and foundations for other applications such as retaining walls, sound walls, signs, or high mast lighting. Drilled shaft foundations are typically 3 to 12 feet (0.9m to 3.7m) in diameter cast-in-place deep foundation elements constructed in a drilled hole that is stabilized to allow controlled placement of reinforcing steel and concrete. Drilled shafts for transportation structures are commonly used to depths of up to 200 ft (61m) in the USA. Drilled shafts can be installed in a variety of soil and rock profiles, and are most efficiently utilized where a strong bearing layer is present. The reinforcing cage is typically lowered into position within the hole and then concrete placed through the center of the shaft, flowing from bottom to top through the reinforcement to fill the hole.

Jan 1, 2018

By Aitor Elorriaga Fernandez de Arroyabe

The purpose of Sinter plants is to heat iron ore fines along with fluxes and coke fines or coal, to produce a semi-molten mass that solidifies into porous pieces of sinter with the needed size and strength. Fluxes used in the sintering process need to have an appropriate size distribution and TI to avoid generation of fines, which could reduce the productivity of the Sinter. Besides, a homogeneous chemical composition and high absorption characteristics are necessary to control the basicity and to combine the flux with P, S, Si, etc, respectively. PASEK Dunite is an ultramaphic rock exploited in the north of Spain with a basic chemical classification, being olivine and serpentine its principal minerals. It is a very homogeneous and hard stone and its main characteristics are: high hot and cold resistance to mechanical stresses, softening and melting points of a flux not of a refractory material. In addition, due to its mechanical and chemical properties, less fines are generated in the sintering process and during the handling and transportation to the blast furnace, improving the productivity of these processes. In this way, the use of PASEK Dunite allows increasing the homogeneity structure of sinter, reducing the percentage of return fines and improving the Sinter productivity.

Oct 30, 2017

By Cristina Escudero Martinez

The purpose of the Basic Oxygen Steelmaking (BOS) is to refine the hot metal produced in the blast furnace into raw liquid steel, which may be subsequently refined in the secondary steelmaking shop. Appropriated fluxes for the BOF could require low melting point to reduce the energy consumption, to reduce the energy to fluidity the slag at lower temperature and to melt at lower temperature than steel. It is necessary a good Tumble test result and the fluxes do not generate fines which could obstruct the blowing plugs, so we would have a homogeneous flux. A homogeneous chemistry that allows to control the basicity (Si and MgO levels) and a high absorption characteristics to combine the flux with P, S, Si, etc. are necessary. PASEK Dunite is an ultramaphic rock exploited in the north of Spain with a basic chemical classification being olivine and serpentine its principal minerals. It is formed by orthopyroxene, clinopyroxene and olivine in variable proportion. Dunite is a very homogeneous and hard stone. The main characteristics are: High hot and cold resistance to mechanical stress (shatter / crushing / abrasion), softening and melting points of a flux, not a refractory material, large porosity which is increased more than 20% when dunite is heated at BOF process temperature, and high absorption level, and stable components with low melting points. PASEK Dunite is a good flux in BOF process and its use is recommended if the BOF process produces pig iron with low Si content, generates high levels of slag and it is necessary maintaining the basicity index and the MgO amount and with high value of hot metal ratio (high amount of phosphorus to remove).

Aug 16, 2017

By M Gill, A Mathias

The mining industry has always been cost-focussed but in recent times mining companies have moved towards obtaining a competitive advantage through the implementation and sustainability of best practice in the areas of improved safety, operating costs, quality and productivity. This is the concept of Value In Use û that mining companies see value generated all the way to the bottom line through improved change, and those changes become an established mine practice. Many mining companies do not have the resources or the knowledge to sustainably achieve such an outcome. This has led to companies looking to their suppliers to deliver measured value to their business through partnership arrangements. Suppliers have been able to leverage their knowledge of products, product applications and services to offer alternative supply agreements that bring greater returns to their businesses while improving supplier/client relationships. Orica has developed such a partnership with Coal & Allied in the form of a Continuous Improvement Program. Coal & Allied is based in the Hunter Valley region of NSW and is the largest coal producer in that region. Both parties are contractually bound to jointly deliver Value In Use projects to Coal & AlliedÆs Hunter Valley Operations and Bengalla mine sites. It is the request of the Orica and Coal & Allied Steering Committees that this paper does not include the details of actual projects or the costs or key performance indicators associated with the program. This is to maintain the competitive advantage to both Orica and Coal & Allied through the implementation of such a program. It is in the writersÆ opinion that this paper does not lose any significance through this restriction as the most important component of the Continuous Improvement Program is not the projects themselves but the methodology behind them. With this in mind the paper will discuss the development of Value In Use offerings, the key aspects of the Coal & Allied and Orica joint program, what is a Value In Use project, how to measure its value, finally why and even more importantly what makes this program is a success.

Jan 1, 2004

It is doubtful if the far-reaching sociological influence and effects of the last few years will be fully appreciated within the present generation, but there are certain lessons and morals already apparent from which we should profit immediately. One of these has been an insistent, though vague, feeling among engineers and men of technical training and experience, that their worth as political and economic factors is not recognized by society. This feeling has found expression first in a tendency on the part of these men to organize for the purpose of securing recognition, or to demand greater activity in their interest on the part of societies already organized. However it may be accomplished, the demand for some means of binding engineers together for purposes of self-interest and public good is in the air and will not be denied. In other words, the time is' propitious for two things: vastly increasing the membership of engineering societies, and serving that membership according to its desires. There are particular reasons why every mining and metallurgical engineer, in the United States at least, should hold membership in the

Jan 6, 1919

By W. R. Ingalls

WHAT proportion of the national wealth is represented by' the producing mines of the country?' Or by the- mining and metallurgical industry-as a whole, for it is impossible to make-an economic distinction between the mines that produce the ore and the plant that is used to get the metals from it. The total national wealth in fixed property is about $270,000,000,000. How much for the mines? I do not know that any one 'else has ever tried to furnish answers to these questions. In making such an attempt I am conscious that the result can be nothing more than a rough approximation. Yet even that will give an idea of relative values. No separate valuation for the mines of the country has appeared in any inventory of the national wealth previous to that which I compiled and published for 1916. -In earlier census estimates mines were supposed to be included under the head of real estate. However, an examination of the laws and practices of the several states with respect to mine taxation will make it evident that no good idea of the value of the mines of the coun¬try is obtainable from the assessment rolls. In my previous estimate for 1916, I computed the value of the mines at $8,000,000,000, which was approxi¬mately 10 times their net income as reported to the Bureau of Internal Revenue. In making that estimate I fell grossly into error, for several reasons that it is unnecessary to explain, but chiefly because the net income of the mines of the country in that year was exceptionally large. The whole subject of valuing the mines of the country en bloc is extraordinarily difficult At the best, no one can hope to arrive at, anything more than a rough idea about it. However, elements of reason may be introduced and may be made to serve as chief bases.

Jan 1, 1921

Downstream value-adding is a strategic issue for a country like Australia, which has a resources-driven sector of a scale that has significant impact on the national economy. The question of why producers are not doing more to ævalue-addÆ is often asked. In Australia this debate takes place within the context of: an era of unprecedented growth in demand for resources driven by the rapid urbanisation of China, India and others;impending legislation and uncertainty around carbon pricing;rapidly rising energy costs;significant supply-side shortages including infrastructure, skills and manufacturing capacity; andsignificant industry consolidation of primary resource producers with commensurate improvements in market power.There are several examples of resource-based industries which have developed their business along the complete value-chain; for example large oil and gas producers successfully span upstream and downstream operations including refining and petro-chemicals as well as retail distribution of fuel and other products. Relevant frameworks that provide insight and understanding into the strategic issues around value-adding are reviewed and examples of the application of these frameworks to companies and industries which have successfully adopted a strategy of integrating along the value-chain, as well as those players who have focused on parts of the value-chain are presented. The issues around value-adding in Australia are then reviewed with reference to these frameworks and it is concluded that the issue is a conflict between the objective companies who wish to maximise financial value versus the desire of governments to increase economic benefits. An approach to aligning these objectives is proposed.

Jan 1, 2008

By J. H. Zietsman, S. Maharajh, J. Muller

In the chlorination process for TiO2 pigment production, blends of titania feedstocks such as ilmenite, synthetic rutile (SR), natural rutile, upgraded slag, and chloride-grade slag are reacted with coke and chlorine at a temperature of around 1000°C to form TiCl4 (the main product) and other waste metal chlorides. The TiCl4 is the main feed material for the TiO2 pigment-making process. Feeding different titania materials to the chlorinator affects the amount of coke and chlorine required for the process, the amount of waste generated, waste disposal costs, the amount of TiCl4 produced, and bed build-up rates. These factors influence the value of the feedstock. Generally, a higher TiO2 feedstock is more valued since less waste is generated and less reagents are consumed. To quantify the impact of different feedstocks on the chlorinator, a techno-economic model was developed to describe the chlorination process and estimate process variables at steady state. This paper describes the development of the model and studies in which the model has been used to quantify effects of using different feedstocks.

Jan 1, 2015

By R Polmear, G Mauger

You wouldnÆt start excavating before testing core samples, so why would you approve a project plan before all factors have been identified, reviewed and addressed? Even a champion sports team made up of the best players canÆt produce optimal results without a well understood and agreed game plan. Could an F1 racing team produce their outstanding performance without rigorous evaluation and testing of the factors for successful performance? Why would we expect a capital works project team to be able to get it right without an understanding and an involvement in setting and implementing the overall game plan and without an understanding of all stakeholder requirements? For International PowerÆs Hazelwood (IPRH) mine in Victoria, the challenge was development and delivery of a 40 year mine plan, ultimately involving relocation of existing mine operations into an adjacent new coal field, land acquisitions and major environmental and other approvals to allow diversion of three streams, a highway, an Over Dimension route and other infrastructure in a political and environmentally sensitive atmosphere. The lessons from International Power HazelwoodÆs (IPRH) experience are: that the clear set of project principles and guiding values ensured delivery of a robust plan; a robust plan can withstand significant change; and value management (VM) played an important role in providing assurance, to all, that the plan was sound at both the strategic and micro levels. This Hazelwood mine project included five major VM workshops. The first was a critical review process in addition to design and cost reviews. This VM workshop was used to analyse, at a high level, the preferred coal mining sequence and design concepts, together with the interaction between design elements, risks and costs. In addition to this, the workshop provided an agreed common pathway for all downstream decisions. A second VM study was conducted to ensure that the proposed plan and design for relocation of the conveying systems from the existing mine into the new field were planned for optimum achievement from a whole of life cost, time, operational and maintenance perspective, plus the logistics of continuing operations while relocating assets. A third study followed to review the Conveyor Transfer Alliance and review functional design. A fourth VM study workshop was formed at the start of Phase 2 Alliance to ensure that the best value for money was being achieved through the current design, schedule and project arrangements and that all interfaces between parties had been reviewed and responsibilities were clear and understood. Other studies are outlined later in this paper. This paper details the evaluation criteria and processes used in the project evaluation that led to the WestField Mine Development.

Jan 1, 2007

By R. McGregor

You wouldn't start excavating before testing core samples, so why would you approve a project plan before all factors have been identified, reviewed and addressed? Even a champion sports team made up of the best players can't produce optimal results without a well understood and agreed game plan. Could an F1 racing team produce their outstanding performance without rigorous evaluation and testing of the factors for successful performance? Why would we expect a capital works project team to be able to get it right without an understanding and an involvement in setting and implementing the overall game plan and without an understanding of all stakeholder requirements? For International Power's Hazelwood (IPRH) mine in Victoria, the challenge was development and delivery of a 40 year mine plan, ultimately involving relocation of existing mine operations into an adjacent new coal field, land acquisitions and major environmental and other approvals to allow diversion of three streams, a highway, an Over Dimension route and other infrastructure in a political and environmentally sensitive atmosphere. The lessons from International Power Hazelwood's (IPRH) experience are: ? that the clear set of project principles and guiding values ensured delivery of a robust plan; ? a robust plan can withstand significant change; and ? value management (VM) played an important role in providing assurance, to all, that the plan was sound at both the strategic and micro levels. This Hazelwood mine project included five major VM workshops. The first was a critical review process in addition to design and cost reviews. This VM workshop was used to analyse, at a high level, the preferred coal mining sequence and design concepts, together with the interaction between design elements, risks and costs. In addition to this, the workshop provided an agreed common pathway for all downstream decisions. A second VM study was conducted to ensure that the proposed plan and design for relocation of the conveying systems from the existing mine into the new field were planned for optimum achievement from a whole of life cost, time, operational and maintenance perspective, plus the logistics of continuing operations while relocating assets. A third study followed to review the Conveyor Transfer Alliance and review functional design. A fourth VM study workshop was formed at the start of Phase 2 Alliance to ensure that the best value for money was being achieved through the current design, schedule and project arrangements and that all interfaces between parties had been reviewed and responsibilities were clear and understood. Other studies are outlined later in this paper. This paper details the evaluation criteria and processes used in the project evaluation that led to the WestField Mine Development.

Jan 1, 2007

By Robert T. McKnight

"Traditional techniques for valuing resource projects companies have been primarily based on discounted cashflow methods (DCF) or by comparison to similar projects with an apparent market capitalization. Many resource projects are really forms of options to invest rather than a future cashflow stream. Employing the DCF method to value a resource project which is really an option to invest, can dramatically underestimate the real value of the project. The analytical tools required to evaluate options, while more complicated than the usual spreadsheets used for DCF, are becoming more easily available and usable by managers. This paper will discuss the background of options valuation and some of the tools which will make it easier for managers to estimate the value of projects and companies which have significant real option values.ResumeBob McKnight is a graduate of the University of British Columbia in Geological Engineering, supplemented by an MBA from Simon Fraser University. Following several years in the oil patch with Cities Service and Brascan, Bob returned to Vancouver in 1979 to work for Wright Engineers. He subsequently went on to work for Cassiar Mining, Getty Resources and Endeavour Financial before joining Pincock Allen & Holt Ltd. in 1998. His experience ranges from exploration to feasibility studies, financial evaluations of mining and oil & gas projects, due diligence, project finance, valuations and mergers and acquisitions. He has extensive international mining experience pertaining to such countries as Chile, Mexico, Uruguay, Thailand, Indonesia, Angola, Papua New Guinea, Kazakhstan.What are Options?Options have been around for centuries. They were familiar to Roman and Phoenician traders who were shipping cargoes from Mediterranean seaports. In the financial world, options are types of contracts that generally include the right, but not the obligation, to buy or sell a share, currency or commodity. The underlying commodity price or share price changes are assumed to be lognormally distributed. In this context, options are of two general types, ""call"" options and ""put"" options. Call options have the characteristic of having the right to buy a tradable commodity or currency at a predetermined price for a specified period of time. For the owner of call options, they become more valuable as the price of the underlying commodity increases. For the seller of call options, these options become an increasing liability as commodity prices rise, since there is the obligation to sell the commodity at a predetermined (perhaps lower-than-market) price. This characteristic of call options recently became high profile with the sharp rise in gold prices last year. The value of gold call options sold by certain producers increased their associated liabilities to the point where margin calls were made."

Jan 1, 2003

By H. C. Gunning

SOME small vanadium-bearing deposits on the west coast of British Columbia about 100 miles north of Vancouver are of interest for several reasons. They are of a type that is, so far as we know, unique. They are difficult to identify as being vanadiferous so that, unless they are described, other similar deposits could easily pass unrecognized. Furthermore, although none of them has as yet been proven to be of commercial proportions, no good reason is apparent why larger, and therefore valuable, deposits should not occur under similar geological conditions. The original discovery on Quadra island was made in 1932 and has been recorded by H. V. Ellsworth and H. C. Gunning (l). Since 1932, prospecting in the area has revealed other similar deposits, one about a mile south of the original and another some ten miles to the east, near Menzies bay on Vancouver island. The Quadra Island showings are a mile and a half north of the head of Gowland harbour, a small inlet that is easily reached by gas boat from Campbell river, about four miles to the southeast on Vancouver island. The deposits were examined by the writers in the spring of 1943 in connection with field work sponsored by the Department of Geology, University of British Columbia. We are indebted to Mr. G. A. Dirom and Mr. Lothrop, of Vancouver, for helpful data on the Menzies Bay deposits, and to Dr. V. Dolmage for making a brief trip to Gowland harbour and discussing the deposits.

Jan 1, 1944

By A. D. Hammond

"The drop in iron ore prices has claimed an unwitting casualty in vanadium. Vanadium is dominantly produced as a coproduct of steel production. The recent shutdown at EVRAZ’s Mapochs steel-vanadium operations in South Africa has cut off 10 percent of the world’s vanadium output. In February 2015, Australia’s Atlantic Ltd. suspended operations at its Windimurra iron-vanadium complex after a fire caused severe damage at the plant. Since then, challenging market conditions has resulted in the permanent closure of this operation.This decoupling of vanadium production from integrated iron ore producers presents an opportunity for vanadium exploration companies to target single-product deposits. This trend is manifested in the increasing number of pure-play vanadium ventures around the world.The mine production of vanadium is dominated by three countries — China, South Africa and Russia, which collectively produce 96 percent of the world’s vanadium. While the use of vanadium as an alloy in the steel industry remains the largest application for this metal, growth in demand is expected to come from the renewable energy industry in the form of batteries for energy storage.This article summarizes the current state of vanadium exploration, briefly describes the vanadium market and lists sources of future demand for the metal.Trend in vanadium explorationThe most active participants in the current vanadium exploration are pure-play vanadium ventures in Brazil, South Africa and Australia. These ventures are targeting deposits with higher vanadium grades than those typically mined in titaniferous magnetite operated by integrated steel-vanadium producers.The 10 percent shortfall in vanadium production resulting from the shutdown at EVRAZ’s Mapochs is expected to be partially compensated by Largo Resources’ Maracás Menchen vanadium operation located in the state of Bahia in Brazil. It commenced operation in August 2014 and is expected to produce between 7.6 and 8.6 kt (8,421 and 9,523 st) of V2O5 in 2016 at a target production cost of $3.71/lb (Largo Resources, 2016). This is the first primary vanadium operation to be placed in production in the Western Hemisphere in more than 35 years."

Jul 1, 2016

By Thomas R. Wildeman

Experimental methods for studying vapors over solid minerals are reviewed and an especially developed method using atomic absorption is described. The method is used to study vapor pressures over Te. Ag, Au, Ag2Te, and AuTe2 from 250°C through 10S0oe. Vapor pressures observed and, concurrently. sintering properties are significantly altered by the form of the solid. The vapor pressures of the tellurium compounds reveal complex processes occurring on the surfaces of the solids. The data given also point out a method of recovering precious metals from their telluride minerals w

Jan 1, 1987

By Anupam Madhukar

The essence of an atomistic unified kinetic model of strained thin film growth and defect initiation is presented along with a comparison of its consequences obtained from computer simulations with experiments. Within the competing kinetics of a strain dependent activated incorporation of atoms and an asymmetry between upwards and downwards inter-layer migration, the model provides a consistent description of 2D versus 3D morphology evolution accompanied by the appearance of surface vacancies and steps at no energy cost. The correlated migration of these precursor defects offers an atomistic mechanism for the emergence of surface half-loops from the growth front (thus accounting for configurational and thermal entropy) governed by activation energies closer to their correlated motion under the evolving strain fields and thus substantially less than those calculated with respect to the perfect crystal as the reference state. The essential mechano-chemical nature of the problem is compared and contrasted with the historical literature of such phenomenon as precipitation hardening and sintering in metallic and ceramic composites.

Jan 1, 1994

By José Luis Vitteri

Dado que se generan largas colas de los camiones mineros en los puntos de carga, es necesario revisar las causas principales que la originan. Entre estas tenemos: el desconocimiento de la variabilidad y sus efectos nocivos y la aceptación de que el mínimo costo de operación se obtiene con la mayor utilización de la excavadora. En este sentido, el presente texto describe el manejo de la variabilidad en los procesos de carguío y transporte con equipos pesados a través del estudio de sus causas, de forma que la única manera correcta de reducir el perjuicio de la variabilidad en el transporte, es manipulando la frecuencia inicial de los camiones.

Oct 1, 2013

By Luis Martín Tejeda

El presente texto señala cómo los parámetros geotécnicos de resistencia y deformabilidad pueden generar mayor confiabilidad en un estudio técnico. En este sentido, la literatura geotécnica indica que los resultados obtenidos a través de métodos numéricos son sensibles a la variación de estos parámetros y que algunas propuestas de cálculo son más satisfactorias. Para ello, se utilizó el criterio de falla de Hoek & Brown en términos de Mohr–Coulomb, donde se presenta un ejemplo aplicativo para mineria superficial, en el cual el factor de seguridad y la probabilidad de ruptura del macizo rocoso son calculados mediante métodos geoestadísticos aplicados a la ingeniería de rocas (FOSM - First Order Second Method y puntos de estimación de Rosenblueth).

Sep 19, 2006

By C Li, D O’Dea, R Moreno-Atanasio, T Honeyands

The behaviour of iron ore granules in the feeding process of sintering is significantly influenced by the material properties of the granulated mix. Therefore, the measurement of key material properties of the iron ore granulated mix is indispensable prior to the simulation of the sintering process based on the discrete element method (DEM). In this paper, three key property parameters of the iron ore granulated mix, apparent density, elastic modulus and rolling friction coefficient, were measured in laboratory-scale experiments. For different sintering processes, the moisture content of the granulated mix normally varies according to the specific requirements for granule size distribution and operating conditions. Therefore, understanding the effect of moisture content on the property parameters of iron ore granules is very helpful in accurately determining the property parameters for DEM simulation work. In this paper, six groups of iron ore granule samples with six levels of moisture contents were prepared through granulation and the trends in apparent density, elastic modulus and rolling friction coefficient with the increase of moisture content were plotted and analysed based on the measurement results. The results show that as moisture increases from 6.9 per cent to 9.1 per cent, the apparent density decreases from about 3000 to 2800 kg/m3. With moisture increasing within the same range, the elastic modulus first decreases from over 200 MPa to below 100 MPa and then reaches a relative constant value of about 40 MPa at higher moisture contents. Rolling friction coefficients are measured using two methods with both indicating a similar trend, with the rolling friction coefficient first decreasing and then rising as moisture increases from 6.9 per cent to 9.1 per cent. The relationship between µr and µ’r is assumed to be similar to that between static and dynamic friction coefficients.CITATION:Li, C, Moreno-Atanasio, R, O’Dea, D and Honeyands, T, 2017. Variation in property parameters of iron ore granulated mix with moisture content, in Proceedings Iron Ore 2017, pp 79–84 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 24, 2017