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By P Hanna

In an effort to improve returns to shareholders, the Australian Mining Industry has consolidated considerably over the past decade or so. Technical services at mines have been re-structured, whilst those at corporate offices have been all but eliminated. A recent study of the role of the geologist in BM Alliance Coal Operations Pty Ltd (BMA), showed the adverse impact on the companyÆs performance due to a lack of geologists. With an education campaign, to demonstrate the contribution of geologists to the æbottom lineÆ and in increasing the options available to the company, the value of the geology role became better understood. The implications of the loss of invaluable corporate knowledge, when long serving geologists left the company, also became clear. Steps have since been taken to increase the numbers of company geologists, particularly on mine sites. In common with other sectors of the mining industry, the Australian coal industry is experiencing a critical shortage of experienced coal geologists, as companies have found in recent recruitment efforts. This is further evidence that the recommendations from the recent study by World Competitive Practices, commissioned by The Australasian Institute of Mining and Metallurgy, æRising to the ChallengeÆ have not been adopted. People, and the mineral resource base, are the assets from which mining companies gain a sustainable competitive advantage. Geologists, as the nexus between the resource base and people, are in a unique position to enhance the profitability of their companies. To maximise their contribution to the industry, and ensure that they receive due recognition, geologists must adopt a more commercial approach in their work and take a front foot stance in promoting their value to management. Geology is a core competency for all mining companies. The tendency for companies to outsource this function, to the detriment of the company geologist role, is not sustainable in the longer term. TodayÆs geologists need to work closely with management, technical and human resource professionals, universities and schools to ensure their significant value is well understood, and that the industry can attract, train and retain new recruits through the implementation of graduate programs and company career paths.

Jan 1, 2003

By Ron Webber

With the difficult economic challenges currently facing the steel industry, it is essential to perform a complete analysis when determining which rolls to purchase. A properly designed “Total Cost of Ownership” model can result in significant savings. This paper will review the costs associated with rolls in both Hot Strip and Cold Strip Mills. The multitude of factors that must be considered in performing a complete analysis for the roll purchasing process will be discussed. Models for both Hot Strip and Cold Mills will be presented. Examples where traditional analysis can lead to expensive, incorrect decisions will be presented.

Oct 30, 2017

By David M. Beckwith

Increased globalization and outsource manufacturing complicate the procurement and enforcement of intellectual property rights on a worldwide basis. Recent legislative and case law developments in the United States highlight the importance of a multinational intellectual property strategy. IP lawyers David Beckwith and John Hankins will discuss planning and pitfalls in this rapidly changing trans-border environment. Topics to be discussed include harmonization with international patent laws, protecting your technology and market space with a comprehensive approach to IP, and patent enforcement issues relating to import/export of products and components in the United States.

Jan 1, 2006

By D Andrew, G Stanway, P Mahoney, C Griebel

The iron ore mining industry is currently going through an adjustment from high to more moderate growth as China’s economy transitions from capital-intensive investment to a more services-oriented economy. We are now witnessing a renewed focus on productivity improvements and cost savings as planned expansions are completed. Despite the scale and importance that the mining industry plays in the global economy, innovation literature is generally more targeted at faster-moving industries with shorter innovation timeframes and lower capital requirements. To fill this gap, VCI set out to understand the state of innovation in the mining industry in 2014. This State of Play report aims to give an objective appraisal of the strengths and weaknesses of innovation in mining. The report has three sections covering both the structure and delivery of innovation in mining:Ecosystem – focused on understanding how the iron ore mining innovation ecosystem system works, including the roles of large and small miners, service companies, researchers and governments. Our recommendations focus on what is required for the system to work well and improve the level and quality of innovation in the industry.Strategy – how do companies define their innovation strategy in relation to their corporate strategy? How are these related to prevailing global and industry trends? How do they communicate this with their business? How successful are they? These are among the questions that this section attempts to answer. Our recommendations are pitched at the executive leadership of iron ore mining and service companies.Delivery – focused on how companies develop and deliver innovation, looking at the success of different structural options, leadership and culture, partnerships and the best approaches to change. Recommendations are aimed at improving outcomes within the iron ore mining value chain, including the role that suppliers play.CITATION:Stanway, G, Mahoney, P, Andrew, D and Griebel, C, 2015. Understanding the state of innovation in the iron ore industry, in Proceedings Iron Ore 2015, pp 631–646 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 13, 2015

By S R. Green, G D. Corder

The legacy issues from mining can, and have often, extended well beyond the closure of operations. However, conventional cost-benefit analysis provides little incentive to implement initiatives at the project development stages of a new mining project as the costs that will be incurred towards the end of the mine life, 20 years or longer, appear minor in net present value (NPV) terms. This analysis can be misleading as the true costs of managing post-mining land can continue for many years, or decades, after mining ceases and any resulting unfavourable legacy issues can delay or prevent government permits or licences to develop new resources. Proper upfront planning is critical for implementing successful rehabilitation and closure strategies. The investment in this planning needs to be done in a structured and rigorous manner taking into consideration the long-term and broad benefits of sustainable land uses after mine closure. The advantages of such an approach could include the streamlining of regulatory approvals by early advice to the regulator of identified issues and responses to those issues, and clear evidence that a strong social licence to operate ethic with local, regional and national benefits is included in the decision-making process. This paper investigates the potential closure options for two case studies at the early stages of project development - concept and prefeasibility. By using a sustainability framework that can identify opportunities and risks, prospective initiatives that deliver enhanced environmental, community and social benefits will be compared with compliance-orientated approaches. This comparison is made across the Five Capitals Sustainability Model - natural, human, social, manufactured and financial. The results of this analysis demonstrate that upfront planning during project development and due care and effort during the life of the working mine will reduce the risks of long-term detrimental legacy issues. This will ultimately benefit the mine operator, the local community and the state.CITATION:Corder, G D and Green, S R, 2012. Using a sustainability assessment framework to achieve enhanced legacy outcomes, in Proceedings Life-of-Mine 2012 , pp 311-318 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 10, 2012

Real-time data collection and plant historians are becoming common place in mining and processing plants. This vast quantity of data must be turned into easily accessible and actionable information for all levels of the organisation.Queensland Nickel use a combination of Microsoft and SAP business intelligence tools to collect, cleanse, aggregate and present plant information to the appropriate people for supporting decision making in the business. SAP Business Objects, for visualisation, and SAP MII, for integration, allows complex and accurate metrics to be delivered as real-time dashboards. Designing a rigid data management architecture to segregate the data collection, integration and logic and visualisation into distinct logical layers, allows for rapid report development and greatly assists with IT maintenance, while also minimising the complexity of any customised programming. This type of architecture ensures a common data source for all business reports, ensuring one version of the truth. The past few years at Queensland Nickel have seen process and maintenance engineers spending considerably less time collecting and integrating data and spending more time analysing what is happening in the plant. Real-time reports and dashboards have been developed around the business needs rather than around the data. Two years ago Queensland Nickel introduced an employee bonus scheme based upon meeting monthly performance targets; an easy to use dashboard that allows everyone, from operators through to management, to monitor these metrics day-to-day.

Sep 26, 2011

By M. S. Prithvi

Over the decades, mine and mineral processing plant operations for the most part, have been found to have had adverse impacts on the environment. At the same time, mineral processing and mining operations produce mineral products that are indispensable to modern society. Thus, the sector has desirable and undesirable attributes simultaneously. The situation presents itself as a contradiction (i.e.) the mineral processing and mining operations are wanted by society, and at the same time unwanted by society. The existing methods of addressing the issues raised above have evidently not been very successful in reducing the opposition to new projects and to the related activities such as land acquisition. This paper attempts to show the relevance and applicability of TRIZ for addressing the issue. TRIZ, or Teoriya Rezheniya Isobretatelski Zadach, is a Russian acronym meaning Theory of Inventive Problem Solving. TRIZ is a powerful tool that can be usefully applied to resolve such contradictions, using resources usually available within the system of interest. Accordingly, this paper introduces the issue background, followed by an introduction to some key concepts of TRIZ such as the 40 principles, separation principles and directed evolution. The paper goes on to apply the 40 principles to two case studies. The results show that TRIZ could be a useful tool to generate potentially innovative and sustainable approaches. Its most appropriate position would be as a supplement to current decision-making procedures, and as a validation tool to review existing solutions for possible improvements. Keywords: minerals, environment, TRIZ, contradiction, resources

Sep 1, 2012

By C. Lumley

The management of the Anglo Platinum (AP) mining technical systems (MTS) embarked upon a process of defining the strategy for the MTS department. The newly established department forms part of the greater Group Information Technology (IT). The strategic process took place within an environment that had witnessed a dramatic proliferation of IT implementations across the group within the last three years. The IT department has been structured in terms of the classical plan, build and run functions with the applications and integration streams running perpendicular across these three functions. The application stream is divided into commercial and mining technical systems with business systems integration the third stream. The mining technical systems department supports mine management to effectively gather, analyse and disseminate data relating to the ore reserve by integrating a number of strategically selected IT applications to ensure that the safety, legal and operational requirements are met. This service to business is rendered by management of a strategic outsource partner via tightly controlled service level agreements (SLAs). The framework used for creating a mining technical systems department that is empowered to add value to business was formulated using the AP value chain as both the starting point and guiding process to ensure alignment to the greater internal strategy of the business. Keywords: Platinum, Mine planning, Mining technical systems, Value chain.

Jan 1, 2003

By A Llewellyn, M Varvari

The ventilation circuit at the FrogÆs Leg Mine was originally designed to permit mining to progress down to 440 m below surface at a maximum production rate of 500 kt/a, as per the feasibility study. The FrogÆs Leg resource has now been defined down to 640 m below surface at a maximum production rate of 750 kt/a. In order to allow for this increase in production depth and tonnage, it was necessary to upgrade the ventilation circuit.This paper outlines the upgrades to the ventilation circuit that were undertaken and the underlying rationale behind them.CITATION:Llewellyn, A and Varvari, M, 2013. Ventilation upgrade at the FrogÆs Leg Mine - Case study, in Proceedings The Australian Mine Ventilation Conference , pp 95-102 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 1, 2013

By V. Bazhko, V. Yahorava

The calcium sulphate waste stream of the wet phosphoric acid process, commonly called phosphogypsum (PG), contains the majority of rare earth elements (REE) initially present in the apatite feedstock. Mainly light and middle REE are present in PG and their total concentration ranges from 0.27% to 0.35% by mass. Worldwide, around 7 billion tonnes of PG have been produced to date at a current growth rate of 150-200 million tonnes per annum. In total, an estimated 21 million tonnes of REE are locked in PG waste dumps around the world. Due to the value of the REE contained in PG dumps a number of processes have been devised for their recovery. The majority of these processes applied complete or partial gypsum dissolution, but were deemed not viable due to high capital and operating costs. Mintek developed an alternative method for the recovery of REE from PG by applying Resin-in-Leach (RIL) technology. This technology was tested on PG sampled from dumps and current arisings from South African phosphoric acid production plants. The extensive testwork program included evaluation of various lixiviants and optimisation of lixiviant additions, optimisation of REE leach and adsorption conditions, batch equilibrium and kinetic adsorption tests, continuous RIL testwork and numerous variability tests. It was found that PG from different sources was highly variable, both in terms of REE recovery as well as physical properties of the material such as viscosity and filterability of the slurry. The recovery of REE varied from 15% to 80% depending on the origin of the samples. A high-level economic study indicated that at a price of >21 $/kg for mixed REE oxide product in conjunction with an overall REE recovery as low as 15% the economics of REE recovery from PG via RIL technology may already be favourable.

Jan 1, 2016

By Lauri Gregg

How Can Man Meet the Carbon-Free Energy Challenge ? ? Increases in Energy Efficiency can displace 1/2 to 2/3 of the Carbon-Free Energy required to stabilize at 550 ppmv ? Renewable Energies require too much land and thus can displace 5 to 10 % of the energy requirement ? Large new sources of carbon free energy are needed ? Conservation is desirable but provides only a small and variable contribution ? People will have to adjust to higher levels of CO2 in the atmosphere as energy demand continues to grow

Nov 1, 2002

By Simon Wright, Roland Heersink

In the past, the center of most companies' e-initiatives has been on reduction of indirect costs, such as selling and procurement. Recently, e-commerce has moved its attention from back-office functions into manufacturing, in order to significantly reduce direct operating costs. This paper describes many of the Web-Powered Manufacturing initiatives being employed across various industries, and relates them to similar opportunities being started within the mining and mineral-processing sector. The following opportunities are enabled by Web-Powered Manufacturing: • Collaboration with outside experts to extend their pool of resources • Management of remote and distributed operations • Tie-in of small operations to a larger operation • Monitoring a position in a JV operated by a partner • Managing a plant located in someone else's facility • Having a chemical supplier manage his inventory in a customer's tanks • Having an equipment supplier remotely troubleshoot his equipment installed in a customer's site • Having an additive supplier provide remote pro-active. guidance in optimization of a customer's operation • Having software suppliers take responsibility for the results of their applications • Outsourcing software and systems support by providing remote access Details of one of these opportunities are described in this article, and the benefits captured using this approach and the technologies necessary to make them a reality are emphasized.

Jan 1, 2002

By P Micale

Geological data provides the foundations for the mining value chain. It is used to underpin the modelling and planning and consequently optimise downstream business decisions. However, it is often forgotten or taken for granted. End users often assume the data to be sound without verification. Geological data can be considered a company’s number one asset. Subsequently, the storage, use and management of this data need careful curation and time invested in preserving and protecting it. An established polymetallic mine with 20 000 drill holes could have a data replacement value in excess of $500M at 2020 prices, excluding labour and salary costs. The Australasian Code for Reporting of Exploration Results, Mineral Resources and Ore Reserves (the ‘JORC Code’) provides guidelines for Public Reporting. Within the code, Table 1 requires discussion around the different types of geological data, its collection and use. What is needed is additional details regarding the validation and integrity of the geological database. A comprehensive guideline specifying minimum geological standards for geological databases has been developed. This expands on the critical points outlined in Table 1 of the JORC Code. This guideline can be used by companies where geological databases are managed in-house or used to assess these services’ outsourcing. This guideline will ensure that geological data is reliable and unadulterated and can be used with confidence. Using this guideline will assist in preserving the investment of geological data in the mining value chain

Mar 22, 2022