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By Peter B. Lilly

Thank you, Tom, I appreciate that generous introduction - and your generous welcome. When Doris Finnie asked me to speak here today, my decision to join you couldn't have been easier - for two reasons. First, I can't say no to an opportunity to return to Steamboat Springs. My family has wonderful memories of skiing here. And this time of year, golf in the mountains is so good you almost don't miss the skiing. The second reason this was such an easy decision is that The Rocky Mountain Coal Mining Institute is such an important forum for the coal industry, and it's certainly important to Peabody. We have mines in five western states - Arizona, Colorado, Montana, New Mexico and Wyoming. Last year, our western mines produced more than 110 million tons of coal. That's about two-thirds of our total domestic production. So western states are obviously critical to us. A couple of weeks ago, the west became even more significant to Peabody. Of course, I'm speaking of PacifiCorp's planned acquisition of The Energy Group - including Peabody - announced the middle of this month. Admittedly, when I agreed to speak here - some months ago - I had no idea just how much change Peabody would face in this relatively brief period. Still, not knowing then about the PacifiCorp announcement, I chose change as the subject for this talk. I'll update you on our recent news. But, first I want to establish a broad context for the PacifiCorp/Energy Group announcement and other change in the electricity business, change here in the United States and all over the world. ? We'll see how change is driven by two major trends - privatization in emerging markets and deregulation in mature markets, In turn, those two trends will cause ever-increasing consolidation - in both the coal industry and the broader power industry. ? After outlining those trends, I'll discuss the change that will dramatically affect Peabody following the announcement a week ago that PacifiCorp and The Energy Group intend to join forces to create one of the world's largest international integrated energy companies - an event that adds considerable credibility to the prophesies I'll outline in my remarks today. ? Finally, I will discuss an issue that threatens our industry's future - and, indeed, the economic future of all Americans. That issue is the inappropriate response to the unproven possibility of global climate change. Let's set the stage for change. And let's begin with the first trend I mentioned - the trend to privatization in developing economies. What drives the trend to privatization? Economics. It's all about the supply and demand of capital. And the engine that drives the supply/demand ratio is growth in electricity demand - tremendous growth in demand in developing economies. The U.S. EIA projects worldwide growth in electricity demand at 63 percent between 1990 and 2010, most of it in developing countries. This strong growth means that a new 500 MW power plant will be needed every three and one-half days until the year 2010. Now, if we say that a 500 MW plant will cost about $500 million dollars, we're talking about a bill of about $1 billion dollars a week - through 2010. That voracious demand for capital drives the trend to privatization. It means countries in Eastern Europe and the former Soviet Union want to sell generating assets. And Asian countries - for example, India, Indonesia and the Philippines - want to find private investors to build power plants. Privatization already is well underway. In the future, it will grow, with countries in South America, Central America, and Africa joining the trend. Bottom line: The privatization trend means rich new opportunities for companies willing to think beyond "business as usual." Meanwhile, developed economies face a different but no less fundamental change. Western European countries, the United States and Australia face deregulation. Why does deregulation represent such a big change? Consider a few basic facts about the U.S. electricity market to see what a big change -

Jan 1, 1997

By Larry M. Southwick

There have recently been executives at major metals companies who have recommended that Greenfield Projects not be pursued. Greenfield includes not only new geographical locations, but also new technologies and new types of feed materials. In the middle part of the 20th Century, two such projects were successfully commercialized to recover nickel from Cuban lateritic ores. One project (at Nicaro) used the Caron ammonia-ammonium carbonate leach and the other (at Moa Bay) a high pressure acid leach. How both of these projects dealt with these Greenfield issues will be reviewed, based on the original reports that described the research and development of the plants. This study will include a review of the critical ore characterization and sorting issues, as well as the extractive metallurgical, product recovery and equipment selection and sizing problems and how they were solved at each stage of project development, from laboratory through one or more pilot scale plants to start up and operation. In one case, a major revision of the plant was made after several years of operation to correct operating, equipment selection and materials of construction problems that hindered economical operation. These descriptions will provide a guide through the complicated and critical issues that in recent times have caused many companies to give up on similar development. Even with the more advanced analytical and computational tools available to today’s mineralogists, engineers and metallurgists, the basic concepts with which these projects successfully addressed their sets of problems are still required. In addition, upper management, now perhaps further removed from hands-on experience than was common then, will see how complicated problems require intense and detailed effort to avoid failure in the field and capital blowouts. Build it and we will make it run, kicking the can down the road and borrowing operating and design concepts incorrectly on technological issues, or nine year olds on a sugar high making financial decisions are not philosophies by which to succeed with Greenfield Projects.

Jan 1, 2014

The Determination of Sound Exposures (DOSES) software was developed by the National Institute for Occupational Safety and Health (NIOSH) specifically for use by mine management and safety personnel. DOSES simplifies the record-keeping and analysis associated with time-motion studies and worker noise exposures, making it easier to identify and solve noise problems. The software relies on a time-motion study that profiles the worker?s daily activities. At the same time, noise measurements are collected with a dosimeter or sound level meter (SLM). Observations about the worker?s location and tasks or other activities are recorded along with times and durations so they can later be matched up with the noise data. After the completion of a time-motion study of the worker?s daily tasks and locations (possible noise sources), which measures the worker?s noise exposures during the recorded events, the information is entered into DOSES. The program then displays information about the worker?s accumulated noise dose over time.

Jan 1, 2009

By Edward T. Koch

With the dramatic increase in world demand for basic raw materials, open pit mining is proceeding at an unprecedented rate. A viable demand is the ever tempting Siren's song for increased production or new facilities. When the Siren's lure is viewed against the panorama of today's world economic milieu the concomitant Scylla and Charybdis are seen in the form of high capital cost and high operating cost. If the economic realities of present day open pit mining are to show a proper return on investment, a clear and penetrating eye must be cast upon the area of mine planning. This paper deals with the problem of overburden removal. In almost every open pit mining operation overburden removal is a significant part of the capital cost and operating cost of the total operation. This paper deals with a new and unique method to affect economical overburden removal. Well known to all are the parameters surrounding draglines, shovels, and bucket wheel excavators. All of these machines require a reasonably stable soil to support them and the shovel and bucket wheel excavator require a reasonably stable bank in which to operate. Their reliability, portability and rate of production per dollar of invested capital are good.

Jan 1, 1975

By J. O. Marsden, J. H. Gourdie, J. R. Arnold, J. G. Mansanti

During the testing and design of the Gold Fields' Chimney Creek mine, it was found that a much higher carbon loading was possible with CIC (carbon-in-solution columns) than with CIP (carbon-in-pulp). In an effort to keep the carbon handling minimized, an emphasis was put on forcing gold to the CIC circuit rather than the CIP. After considerable study, it was found that a circuit with two thickeners and an interstage leach would force 90% of the gold to CIC. Computer modelling indicates that the benefits of the hybrid circuit include higher recovery, less carbon handling, fewer leach tanks, and lower reagent costs.

Jan 1, 1990

By W. William Culver

James Douglas became known in the nineteenth century for two reasons fundamental to his mining career: (1) his experimental work with copper hydrometallurgy, and (2) his grasp of the idea that the quantity of copper ore matters more than the quality. On the first reason, there is a moment for any technology that’s critically important—when it moves from an area of scientific interest to one that companies are founded on. This paper examines the original 1869 Hunt and Douglas Copper Process in the context of science and engineering as they were in the 1860 and 1870s. It was a “humid” process, developed at Quebec’s Harvey Hill Mine. Chemically, the Hunt and Douglas vat leaching process succeeded, but not the original companies using it. On Douglas’ understanding of ore quality versus quantity, luck had it that the first company to field test the Hunt and Douglas Copper Process was in Chile. The Hunt and Douglas patent made that transition from experimental model to operational plant in 1870 when the Compañia de Minas de la Invernada was organized in Valparaíso. As a joint-stock company, Invernada spread the risk of investing in the revolutionary, but untested, Hunt and Douglas Process. The company brought Douglas to Chile as a consultant in 1871. His experience with hydrometallurgy, combined with what he learned about the copper business while in Chile, set him off on a career in metal mining that both surprised Douglas and made him wealthy.

By Richard P. Rothwell

Fires in mines are so serious in their consequences and of such frequent occurrence, that their causes and the means of extinguishing them are certainly questions of the greatest interest to a large part of the engineering profession. We have already, in this country, many mines which have been burning for years, and though our hard anthracite is so difficult to ignite that for a quarter of a century after it was first discovered it mas not known how to burn it except with the aid of an artificial blast, yet most of the fires which have occurred underground have been in anthracite mines, and in the coal itself. The injury which these fires have caused to properties in various parts of the anthracite regions, and the cost of extinguishing them, would amount to many millions of dollars, and they have also occasioned the loss of many valuable lives. It is not surprising, therefore, that the subject has already attracted much attention, and the exercise of great ingenuity; and the present communication is made less with the expectation of announcing anything new, than with the object of putting upon record the present state of our knowledge on this subject, or, in other words, of indicating how defective are the present means of combating underground conflagrations. Causes of Mine Fires.—Even upon the surface, fire is a terrible foe to contend with, and there is probably no other which inspires such thorough and well-founded alarm. With what feelings, then, must we look upon this destructive element, when its field is in the narrow galleries of a mine, where the poisonous products of combustion, spreading in every direction, protect, in the most effectual manner, the fire itself from the attacks of extinguishers, while, if the face of attack be ventilated so as to enable then] to approach the seat of the fire, the air current simply increases the extent and violence of the conflagration. Fires underground originate in as various ways as those on the surface, and it is scarcely necessary to say that, except in the rare cases where they are the result of design, they are invariably classed as " accidents," and most generally as " unavoidable accidents." In reality, by an intelligent understanding of their causes and with due precautions, they can almost always be prevented. Ignorance and

By Emily Wortman-Wunder

While the mood at the 2013 annual joint meeting between the Pittsburgh Coal Mining Institute of America (127th Annual Meeting) and SME Pittsburgh Section (68th Annual Off-the-Record Meeting) in Canonsburg, PA was subdued following a rocky year in the coal industry, attendance was down only slightly, to 300, and overall, the meeting?s focus was optimistic about the future of coal. The conference began by addressing one of the central challenges of coal mining head-on with a keynote address on the status of safety in the mining industry. Noting that two more U.S. miners had died in 2013 than by the same date in 2012, the National Mining Association?s (NMA) Senior Vice President of Regulatory Affairs Bruce Watzman made a plea for a new approach to safety. He described the NMA CORESafety initiative, a program that promotes proactive safety measures versus a compliance-driven model. CORESafety, described in more detail on pp. 29 of this issue, focuses on developing successful ways to change company cultures of safety and behavior. Other industries that have adopted this approach have seen dramatic drops in fatalities, including the Australian mining industry, which has seen its annual fatality rate drop to nearly zero even while the number of people employed in the industry has soared. The rest of the morning?s sessions explored what is arguably the industry?s biggest challenge right now ? maintaining the social license to operate.

Jan 1, 2014

By John Stoten

"The 1980s have proven extremely difficult years for many resource-based organizations. Mining companies have learned how to weather the negative effects of inevitable economic cycles. However, with some notable exceptions, such as gold mining companies, the mining industry has faced a broader and deeper round of cutbacks than any experienced since the 1930s. Downsizing has been a major issue for many mining companies as they have faced the need for dramatic staffing cost reductions in the recent past.The continuing current rapid rate of change in technology and the marketplace, coupled with increasing merger and acquisition activity, will provide an on-going need for some companies to face major reorganization. This inevitably will involve down-sizing activity in some instances.Given this scenario, it is worth reviewing the industry's past experiences to identify approaches and techniques that could prove of value in handling a future staff downsizing challenge. This paper is based upon a downsizing consultant's experiences with the mining industry and other sectors, and highlights what appear to be key staff reduction planning and process issues.Planning for DownsizingA review of companies' downsizing activities of the last few years reveals four key activity stages which need to be addressed to ensure a successful transition. These stages are:1. organization planning;2. developing cost reduction strategies;3. implementing downsizing; and4. building for the future.A business situation that is severe enough to require drastic staff cuts typically affects all aspects of a company's operations. Most mining companies have reviewed cost efficiencies in many operational areas. However, these reviews often have been short term in focus . As a result, some companies have experienced multiple downsizing; each event a response to an immediate economic threat. This has sometimes resulted in an unstable organizational environment, with severe stresses on staff morale and productivity.In the long term it is more efficient and less stressful to the organization to adopt a more comprehensive and longer-term strategy. Especially in capital intensive mining operations, it makes sense to review all areas of business activity, not just staffing."

Jan 1, 1989

By Christopher R. Winter

Mining companies have sharpened their refocus on their tailings management strategies in recent years. Mining companies with tailings storage facilities that use the upstream construction method have been challenged to track the evolution of industry standards, assess risks, revise design, and communicate design revisions with regulators. While many aspects of best practices and industry standards have evolved in recent years as an attribute of continual improvement, the controlling standard in the design of many upstream dams is understanding the foundational strengths of hydraulically deposited tailings. Following best practices and industry standards, Hibbing Taconite Company managed by Cleveland-Cliffs, began the re-evaluation of foundation strengths underlying a system of upstream dams at the company’s iron ore mine tailings storage facility in northern Minnesota. Initial steps in the re-evaluation require reanalysis of design parameters and recommendations by the Engineer of Record to the Owner, which was followed by a series of meetings with the Technical Review Board to determine an initial path forward. Once a path forward and preliminary design parameters were determined, the Owner engaged with the State Dam Safety Engineer to discuss and seek approval of the plan. With continuous regulatory engagement throughout the process, further refinement of the design parameters for the hydraulically-placed tailings foundations underlying upstream dams began with field and lab geotechnical investigations. Following a review of risk assessments and trigger actions response plans, Hibbing Taconite revised its tailings storage facility operating plans and budget for the coming years. Based on the findings of the re-evaluation, reanalysis, and refinement of parameters, a paradigm shift was realized with the hydraulically placed tailings foundation strengths underlying the upstream system of dams. This paper explores the path that the Hibbing Taconite Company followed to understand the paradigm shift and construct downstream improvements. The plan involved tailings re-characterization, dam design revisions, operating plan reconciliation, budget revisions, wetland permitting, dam safety permit amendments, storm water prevention plans, borrow materials studies, new concrete decant structures and the pursuit to recognize and be consistent with industry standards.

Feb 1, 2024

By N. Sinclair

"In open pit dozer bulk push operations, the material left resting against the highwall after blasting poses an issue. This is because dozers cannot physically get in behind the waste to begin the bulk pushing process. Instead, an excavator can be used to side-cast this waste for the dozers to access. An alternative technique is to have the dozers ‘side-cut’ the material, which involves the dozers running parallel to the wall, digging out the material, and eventually rotating their blades to begin bulk pushing. Industry practices suggest the latter technique is less productive and economical than using an excavator. However, such excavator sidecasting ‘economic viability’ assumes that smaller/ancillary type excavators are used (i.e. less than 23 m3 bucket capacity). So, what happens if some mine sites are restricted to using relatively larger excavators (> 23 m3 bucket) that are preferred for higher priority digging tasks? When can they avoid using their excavator? This paper explores multiple scenarios that have been designed and developed to simulate data results, which identify conditions in which the dozer side-cutting technique becomes more economically viable than excavator side-casting in terms of decreased unit cost per loose cubic metre. IntroductionOptimizing the cost of waste removal operations is important for the profitability of opencast coal mines. In the past decade, dozer bulk pushing has emerged and taken over from traditional waste removal operations such as dragline and truck-and-shovel methods at various sites around the world (Beatty, 1994). In a typical bulk push operation, once the bench has been blasted, waste is left resting against the highwall, which can either be cleared using a loading unit or by having the dozers ‘side-cut’ the highwall.Dozers perform most effectively when slot dozing side-by-side, perpendicular to the highwall. However, when dozers are required to remove material off the highwall, they must push parallel to the highwall, rather than perpendicular, hence ‘side-cutting’ the material to ensure a clean face. While dozer sidecutting is possible, it has been found that the majority of mine sites use a loading unit in this situation to avoid dozer inefficiency. Other perceived issues with dozer side-cutting include higher maintenance requirements and safety risks to dozer operators working in close proximity to the highwall."

Jan 1, 2019

By Dennis K. Mortensen

The Role of the Operator The ultimate objective of any installation is to be able to accomplish the useful work that it was originally designed for. The operator needs a tool that he can both operate effectively and maintain efficiently. The overall design and subsequent installation of a comminution circuit should be a marriage of good engineering practice and practicality. Since the operator must operate and maintain his equipment, his input into the design and installation is vital to its ultimate success. The design of a crushing or grinding circuit is dependent upon many factors including flowsheet design, equipment selection, physical layout, space restrictions, climatic restrictions and considerations for future expansion. The operator must live on a day-to-day basis with the results of the final design and installation. The most satisfactory operation will result when the operator has a major input into each of the criteria that are used to define the final design and installation. The operator referred to is not only the mining company or organization that is having the installation built for its specific use but, more specifically, the person or persons that will actually be responsible for its daily operation and maintenance. Future references to the "operator" will include those individuals with that daily reponsibility. The operator's input into the installation of the circuit is of equal importance to his input into the design. The engineering organization which puts together all of the various design drawings for circuit installation is generally restricted to trying to get all of the details onto a multitude of 24" x 36" two dimensional drawings with a few isometric drawings thrown in. It's almost impossible to get all of the details of a final installation onto all of the drawings, and field modifications are necessary to make everything fit properly. In a multilevel installation, such as a grinding or crushing circuit, it is difficult to envision space requirements to adequately operate and maintain the various pieces of equipment simply by looking at a set o£ drawings. For some designs it is helpful to build a scale model so that a more realistic view of what the installation will look like can be seen. The scale model allows the operator to make whatever changes in design are needed to operate and maintain his equipment most effi-

Jan 1, 1982

The exercise of preparing this paper has been both enjoyable and thought provoking.In carrying out the research I have spoken and written to many people. Without exception they have been eager to help, all have spoken of the high regard in which they held Dr Williams, not only as a metallurgist but also as a person.Review of GK's life reveals an enormous impact on the industry in which he worked and the people with whom he associated. Consideration of this impact inevitably leads to the question "what can we learn from his life and the way he went about his work?"

Jan 1, 1985

By Leo J. Miller

It is both an honor and a pleasure for me to be the keynote speaker for the Paul F. Kerr's Symposium on Applied Mineralogy. Professor Kerr was a man for all seasons to his students, and he treated all students as distinct individuals. Philip Bethke in his memorial to Dr. Kerr summed up our remembrance best by stating that "We have lost our most successful educator-administrator-scholar, who was our steadfast teacher-counselor-mentor-friend." His unique trait was the ability to bring out the best in a variety of individuals In order that their performance was at the peak of quality.

Jan 1, 1985

By AIME AIME

AWRDED jointly by the four AW Founder Engineering Societies the John Fritz Medal is generally regarded as the most signal honor that American engineers can confer on a fellow engineer. The roll of 34 recipients contains the names of Lord Kelvin, George Westinghouse, Alexander Graham Bell, Thomas. A. Edison, George W. Goethals, Guglielmo Marconi, and Michael I. Pupin; and among members of the A.I.M.E. now living, Sir Robert A. Hadfield, Herbert Hoover, and Daniel C. Jackling. On the evening of March 1 7 the name of Paul Dyer Merica was formally added to this list of illustrious engineers when the medal was presented to him at a dinner at the Metropolitan Club in New York. The citation read. For important contributions to the development of alloys for industrial uses. Arrangements for the dinner were made by the following committee representing the four Founder Societies: R. C. Allen, George S. Davison, A. A. Potter, and J. B. Whitehead.

Jan 1, 1938

By J. F. Magee

THERE is nothing new about drag-line dredging for placer gold. The use of the separate unit for excavating preceded the large barge with bucket-line excavator mounted upon it, which has developed to a high state of perfection through use in every part of the world. But at present there is a vogue for a small, inexpensive plant to work economically the shallower gold gravel deposits that the bucket-line dredges do not work. The dragline dredge consists of the drag-line excavator, on caterpillar mounting on the edge of the dredging pond, which feeds the gravel to the washing plant, mounted on a floating barge in the pond. There have been more than twenty-five such plants built and operated in central and northern California and an unknown number in other States. There have been variations in details of design but the essentials are similar in all. I wish to describe the operation of a typical drag-line dredging plant, that of the Wyandotte Gold Dredging Company on the Farnan Ranch in the Oroville district. This organization of six active partners built their first plant on Wyandotte creek in the autumn of 1933. The operation was successful due to wise management, which was based upon good plant design and proper principles of operation. The partners elected one of their number, H. F. England, as manager with full control and responsibility. This plant and operation furnished the pattern for many subsequent ones.

Jan 1, 1937

By G. K. Derby

Paper presents project results investigating current techniques for dragline wire rope removal and the development of less hazardous means of performing the task. The cannon is the most prevalent method used in American surface mines. A cannon test program was conducted that used 40-and 50-grain primer cord to establish force produced using a 56-pound projectile. Socketlwedges were separated to establish separation force data. Two alternative removal methods, pendulum ram and portable hydraulic pusher, were developed and tested. Both provide sufficient force to effect separations under normal conditions on draglines with up to 78- cubic yard buckets.

Jan 1, 1984

By Glenville A. Collins

IN 1932, Horace Onyett at Oroville, California, built a practical floating washing plant along the general lines as now known, using a 24 in. by 12 ft. trammel; it was fed with a ½ yard dragline bucket, rated then at 200 yards per day. Onyett dubbed his plant a 'Doodlebug' which name has clung to this type of operation ever since. In general, the 'Doodlebug' dredge is the outgrowth of the depression of 1929, wherein many dirt contractors had surplus idle equipment and a few of them ventured to use it for placer mining. Many such plants were impractical and poorly designed and adapted often to locations not suited to the purpose. However out of the general idea came refinements until today dragline dredging has a very definite place in the gold production of the world. Many of the early operators, being mainly contractors without mining experience or technical knowledge of gold saving, geology, or mechanical design, naturally went through stages of trial and error until a workable unit became standard practice. Credit should be given Bodenson Iron Works of San Francisco, who did a notable job of pioneering and building of floating washing plants; also, to Lord and Bishop, contractors of Sacramento, who were among the early operators, and to several others who built and rebuilt their plants until the weak spots were strengthened to take the beating required, and yet deliver a high degree of efficiency.

Jan 1, 1945

By J. E. Lowe

The unique application of a large walking dragline in the mountains of southern West Virginia was developed and implemented by Hobet Mining, Inc. Hobet is an independent operating subsidiary of Ashland Coal and is headquartered at the No. 21 Mine in Boone County, West Virginia, near Danville. Hobet also operates the 07 Mine located in Logan County, West Virginia, near Holden. Both mines are similar in equipment and manpower used; both produce over 2,000,000 tons of clean coal annually. Each site encompasses large, contiguous properties with access to rail service. The larger of the two is the Boone County property; it totals nearly 40,000 acres and has ample reserves. In 1977, Hobet was in the process of constructing a preparation plant (Beth Station) at its 21 Mine site with a capacity for two million tons. One of the first orders of business was to design a mine plan that would provide production for the capacity of the plant. Coal production would come from a more than adequate reserve base using the most economical mining methods available. Hobet looked at different deep and surface mining methods to use in order to develop the property; ultimately, it was determined that the mountaintop removal method with the use of a large dragline was the most economical way to develop reserve. Prior to this time surface mining in mountainous Southern West Virginia was generally done by contour mining and/or augering techniques.

Jan 1, 1993

By R. Adsero

"A high altitude review of the state of the mining industry provided by a study of multifactor productivity shows a continuation of lower output year on year for the capital and labor inputs applied. The story is sadly similar for both U.S. mining and the Australian mining sector. In fact, according to PwC analysts, the world’s mining equipment productivity has declined 20 percent during the past seven years (Lumley, 2014). Although the reasons for the continuing decline in mining productivity are varied, the need for improvement is clear.The world’s mining industry fleet of more than 400 large draglines moves billions of tons of overburden and ore (phosphate, limestone, etc.) annually. This discussion will review a few of the tools available for improved productivity in dragline operations.Benchmarking equipment performance exposes the possibilitiesIn the September 2013 Mining Engineering cover story Graham Lumley and R. Adsero suggested that analyzing best practice equipment performance from an industrywide database for specific equipment performance improvement goals would be beneficial (Adsero, 2013). Benchmarking equipment performance by normalizing differences and then comparing specific measures of performance will provide a road map to improvement for those following the leaders. For those already performing at best practice levels, a benchmark confirms and bolsters what has already been achieved. As described in the SME February 2014 paper by this author, best practice is the average of the top 10 percent in annual output. Filling performance gaps identified by a comparison to best practice by investigating the details of the why and taking action to change, makes all the difference. This is true for all major mining equipment. Given the large gap between average performance and best practice performance most mining operations can benefit. Best practice performance provides a view of what is possible to the 90 percent majority of mining operations that are performing below the top 10 percent.For dragline mining operations, identifying specific characteristics and practices of leading dragline performance will provide a reference for comparison."

Nov 1, 2016