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By Harry Morgan

ONE of the direct results of the increasing number of oil wells drilled to greater depths has been the development of new types of bits. These bits should resist the abrasive action of drilling and give the greatest footage before bit changes become necessary on account of dulled cutting edges. The loss of drilling time caused by changing bits becomes more important as the well becomes deeper, because the whole drill pipe must be unscrewed to make; each change. Under ordinary conditions the change takes: 2 1/2 hr. for round trip at 4000 ft., 3 hr. for round trip at 5000 ft., 4 hr. for round trip at 6000 ft., 5 hr. for round trip at 7000 ft. In other words, the time to change a stand of drill pipe (90 ft.) varies from 1 2/3 min. at 4000 ft. to 23 min. at 8000 ft. In general, the formation in the deeper zones is harder and dulls bits more quickly than the formations nearer the surface, therefore even a small increase of hole drilled per bit will decrease costs and increase speed of drilling.

Jan 1, 1929

By N. Tiner

THE mechanical properties of magnesium-alloy castings are greatly improved by grain refinement, and at present considerable attention is being paid to methods of obtaining fine-grained castings. One method of achieving this end is the use of proper melting and superheating techniques. These have been employed commercially to a great extent, but no comprehensive study of the subject appears to have been published at present. Numerous investigations found in the literature include some reference to superheating techniques, 1-4 and Achenbach, Nipper and Piwowarsky,5 based principally on thermal analysis, ascribe the grain-refining action of superheating to the influence of solid foreign particles or dissolved gases present in the melt upon the course of crystallization. The primary purpose of this paper is to present the principal facts concerning the effect of superheating on grain size of magnesium alloys. Attempts are also made to explain the experimental results in terms of a general hypothesis. The investigations are limited chiefly to common commercial casting alloys. In order to carry on this work, it was necessary to determine the factors influencing grain size and to develop a proper technique for the preparation of samples. The preliminary tests made by the author indicated that the grain size of magnesium alloys resulting from the solidification of a melt is determined by alloy composition, presence of impurities, rate of cooling during solidification, thermal history of the melt and to some extent the structure of the charge used. The rate of cooling is in turn dependent upon the mass of the melt, pouring temperature, and dimensions, properties and temperature of the mold into which the melt is poured. The final grain size of the alloys is still further modified by heat-treatment subsequent to casting. It is not within the scope of the present paper to discuss all of these factors, and it would suffice to note here that when equal amounts of magnesium alloys are prepared from the same alloying materials, melted in graphite crucibles under the same thermal conditions, then cast into graphite molds at a constant temperature, the .resultant solids have the same grain size. By maintaining all other factors constant, it is thus possible to vary thermal conditions of a melt and to examine the grain size of resultant castings. PREPARATION OF SAMPLES AND GRAIN-SIZE TESTING The alloys investigated in this paper were taken from ingots made by Permanente Metals Corporation or prepared by the author with pure carbothermic magnesium and necessary alloying elements. Melting was carried out under a flux in a graphite crucible heated uniformly by an

Jan 1, 1945

With commodities suffering dramatically low real prices, mining business margins are under intense scrutiny. Unfortunately, management systems developed early this century for manufacturing are driving counterproductive behaviours that choke productivity. The paper and presentation will explain this and present a proven methodology for increasing productivity. This will be supported by operational examples from Australian and American mining management to demonstrate the importance of modern business performance measurement and analysis systems. It will explain the importance of management systems in driving organisational change to sustain superior productivity and margins. The paper will explain why many executives and managers confuse production (a measure of volume) with productivity (which measures efficiency and effectiveness). It will explain how this and other counterproductive managerial and operator behaviours and attitudes are driven by traditional business management systems exacerbated by managerial and consulting fads. The paper will begin with the simple principle that to improve results one needs to first improve the process producing the result û and will show how this is often violated. Improving productivity then boils down to:accurately identifying opportunities using sound, modern measurement, analysis and reporting systems; methodically improving operating and commercial processes, and changing peopleÆs behaviours and attitudes to sustain changes in practices. The paper will include fundamentals of applying sound measurement and analysis to:processes directly, eg cycle time charts and their impact in cyclical (non-continuous) operations commonly used in rock breakage; drivers of productivity; and process results themselves since correct analysis identifies opportunities accurately. The paper will cover the importance of practical leadership and the need to follow a simple, solid plan for changing systems that drive behaviour. Overall, it will highlight use of modern performance Measurement, Analysis and Reporting systems to drive behaviours and improve margins - without capital investment û and make executive and managerial work easier and more effective.

Jan 1, 1999

Maximising margins in today's competitive international commodity markets demands superior productivity. This requires more than simply selecting the best equipment. It requires efficient production and commercial processes together with management systems recognised as international best practice. This paper introduces an integrated way of working that includes management systems for successfully changing work practices and attitudes, developing managers and increasing accountability. It provides an improvement methodology that includes systematic involvement of people in true continuous improvement of processes for maximising productivity and safety while minimising costs. Even though the principles are proven in all industry sectors worldwide, they are not always used correctly. This paper provides examples of traditional performance measurement systems to show how managers miss opportunities to control and improve both production and supporting service processes. It also describes the basic methodology for correct use of the principles and provides examples of correct implementation of modem systems in mining. The charts from actual mining case studies will be elaborated upon in the conference presentation. This paper's main aim is to provide background material for the presentation by introducing integrated principles for building best practice management systems for superior productivity and safety - for higher margins.

Jan 1, 1996

By T. A. Rickard

The purposes of composition are various; one purpose, for instance, is to make a record for the writer's own use, as in a diary. That does not involve responsibility to others. There is also the writing meant to influence opinion-to be persuasive, and pleasing. With such writing we need not concern ourselves at this stage of our study. The prime purpose of technical writing is to be informative-to convey information; therefore it must" be clear beyond the chance of misunderstanding. Such clearness is impossible if meaningless or ill chosen, words are sprinkled through the text. Discard the trivial phrases that are constantly at your elbow. Brush aside a host of vapid superlatives. Metternich exclaimed:' "The superla¬tive is the mark of fools". It is a false emphasis, like the underlining in a school-girl's letter. For example, the little word `very' can be deleted nine times out of ten; it is an impediment to terse and perspicuous writing, as 'the multitudinous hand-baggage of the British tourist is to his travel. 'Very' supposes comparison. A mine with a 1000-ft. shaft is very deep to the scribe who writes from the Joplin district', in Missouri, but it seems a shallow hole to a man living at Calumet, Michigan. A vein that is 10 feet across may be considered very wide at Cripple Creek, Colorado, but it is only a `stringer' to the miner at the Homestake, in South Dakota. Ore assaying $20 in gold is very rich at Juneau, Alaska, where .10,000 tons of $1 ore is crushed daily, but it is relatively low-grade to the pocket-miner at Alleghany, in California. It is all a matter of comparison; unless the reader knows your standards of depth, width, or richness, your `very' has no significance. "Where erosion was very rapid or oxidation very shallow"

Jan 1, 1931

The purposes of composition are various; one purpose, for instance, is to make a record for the writer's own use, as in a diary. That does not involve responsibility to others. There is also the writing meant to influence opinion-to be persuasive and pleasing. With such writing we need not concern ourselves at this stage of our study. The prime purpose of technical writing is to be informative-to convey information; therefore it must be clear beyond the chance of misunderstanding. Such clearness is impossible if meaningless or ill chosen words are sprinkled through the text. Discard the trivial phrases that are constantly at your elbow. Brush aside a host of vapid superlatives. Metternich exclaimed: "The superlative is the mark of fools". It is a false emphasis, like the underlining in a school-girl's letter. For example, the little word 'very' can be deleted nine times out of ten; it is an impediment to terse and perspicuous writing, as the multitudinous hand-baggage of the British tourist is to his travel. 'Very' supposes comparison. A mine with a 1000-ft. shaft is very deep to the scribe who writes from the Joplin district, in Missouri, but it seems a shallow hole to a man living at Calumet, Michigan. A vein that is 10 feet across may be considered very wide at Cripple Creek, Colorado, but it is only a 'stringer' to the miner at the Homestake, in South Dakota. Ore assaying $20 in gold is very rich at Juneau, Alaska, where 10,000 tons of $1 ore is crushed daily, but it is relatively low-grade to the pocket-miner at Alleghany, in California. It is all a matter of comparison; unless the reader knows your standards of depth, width, or richness, your 'very' has no significance. "Where erosion was very rapid or oxidation very shallow"

Jan 1, 1931

By A. B. Parsons

AN often repeated criticism of the profession of engineering is that it is as a whole it lacks solidarity. organization, co-ordination, and leadership. Significantly, the critic, are all engineers. Other members of the body politic either do not know about the absence of organization or they do not care. If engineers have no organization they have a plethora of organizations. There exist in the United State, today some 350 societies. institutes. clubs, associations, and councils of engineers and engineering technologists and this number excludes several hundred local chapters of national societies. trade associations, and local engineers' clubs of purely social character- Successful engineers must be proficient in analyzing, planning, and co-ordinating. but it is generally admitted that for their profession as a whole their success in this respect has been indifferent.

Jan 1, 1943

By N. S. Dalal, X. Shi

While it is known that vanadate and related compounds of pentavalent vanadium ( V (V)) exert potent toxic effects on a wide variety of biological systems, the underlying biochemical mechanism is still not fully understood ( 1- 3). One of the pathways is thought to involve the oxidation of NAD ( P) H. Thus, considerable effort has been devoted to finding the mechanism of NAD ( P) H oxidation by Vcvi (1-15). Erdmann et al. (5) first noted that vanadate stimulated the oxidation of NADH by plasma membranes and attributed this effect to a membrane containing NAD(P)H-dependent V(V) reductase. Later studies by Liochev and Fridovich indicated that endogenous superoxide ( 02 ) plays a central role in this reaction ( 4, 12, 13) . They proposed that NAD ( P) H dehydrogenases or oxidases produce 02, which causes VCV ) to stimulate NAD ( P) H oxidation via the following free radical chain mechanism ( 4, 12, 13) :

Mar 1, 1992

By Kousuke Takahata, Hirofumi Yoshimura, Jun Nakahigashi

Studies of a protium treatment for grain refinement of a + ß type titanium alloy are reviewed and recent experimental results are introduced. Protium treatment consists of the following three processes: (1) protium absorption, (2) martensitic transformation and hot working, and (3) final treatment for protium desorption and recrystallization. A combination of these processes results in the ultra-fine grains of 0.3 to 0.5 µm in diameter with high angle boundaries. The ultra-fine-grained material exhibits superplastic elongation of over 9000%. Superplastic forming was successfully used to fabricate a denture base. These materials may be widely applicable as biomaterials in various medical industries.

Jan 1, 2004

By V. O. Tenorio

The implementation of autonomous technologies for production in surface mines demands changes in the existing monitoring and control systems. The present study deals with the concepts involved in the development of a decision support system (DSS) for the supervision of a combined fleet of manned and unmanned equipment operating in a surface mine. The project was carried out as part of an autonomous mining program that lasted from early 2006 until the end of 2008. The objective of the DSS was to achieve short-term planning goals while maintaining safe working conditions. Supervisory tasks become more complex when several autonomous vehicles operate simultaneously alongside manned equipment. The operation center where the DSS was installed allowed autonomous vehicle operations to be controlled while tracking technology reliability experiments performed on control display interfaces and interaction provided design parameters for more complex supervisory systems for autonomous mines. Mining Engineering, 2011, vol. 63, no. 11, pp. 80-86. Official publication of the Society for mining, metallurgy and exploration, Inc.

Jan 1, 2011

To preserve Washington Group International's quality of service in the mine operations area, the company has established a Supervisor Training Program to provide all levels of supervision with the required skills to meet objectives and guarantee consistent, excellent performance for each of our projects. A need developed to establish this training program internationally. The first international training session was held at the APEX San Cristóbal Mine in Bolivia. This paper discusses the program’s development, execution, results, and lessons learned with an emphasis on multicultural environments.

Jan 1, 2007

By Peter Moon, Lloyd G. Campbell

"How well supervisors supervise, and are supervised determines whether management's goals will be reached and ...how effective the work force will be... Upper management must recognize the potential returns of viable training programs for both management and mine workers… The key to performance, from the standpoint of safety and productivity, is the ability of the line supervisor to manage(1).In this article, the authors will share their experiences in supervisor selection and development. They also draw on the work of two men in particular, Douglas Bray and William Byham, both of whom have contributed significantly to the understanding of supervisory development and training.IntroductionYears ago, there was not much training for supervisors. They worked under an authoritarian style of management and modelled themselves on it. They were generally selected for their skill as miners, mill operators or mechanics. Things have changed. Today, companies have different needs. The selection of supervisors is far too important to rely on guesswork. Progressive companies want supervisors who think like managers - supervisors who know how to plan and organize, set performance standards and monitor them, analyze problems, develop solutions, show sound judgment and deal effectively with people. The evaluation of these supervisory ""dimensions"" is best accomplished through the use of an assessment centre. The Assessment Centre Method increases the accuracy of predicting the future success of candidates being considered for promotion.Mining and other resource companies use assessment centres to select the most suitable people for supervision. The Assessment Centre Method is based on extensive research. It eliminates hit-and-miss selection methods by using several different exercises that simulate the problems and activities that candidates would face if they were promoted into supervision . In other words, they get a realistic "" sample"" of the supervisor's job and are required to deal with and manage interpersonal and problematic circumstances."

Jan 1, 1990

By T G. Neville, G Terrey, J Burns

This paper explores recent industry training programs and lessons for supervisors. The Belbin Team Role model was used to increase participants’ awareness of behaviour and its application. The application of the Belbin model to underground, open cut mine and quarry supervisors is discussed.The key to team success may rest with the expertise and experience of its members, but increasingly effectiveness depends on how team members understand, acknowledge and support each other’s behavioural strengths. Discovering strengths is a challenge, both for their measurement and for the encouragement of team members to use the knowledge of themselves and others in the team. Using behavioural models provides a constructive approach and a language for supervisors as they build personal motivation and engagement.Prima facie, the mineral industry’s work may be too vigorous for teams and their managers could be more prone to use ‘solo’ or traditional management styles. Managers and supervisors must know when work allocated to a team is appropriate or where individual effort should be applauded and rewarded. For practical people with well-developed technical skills, improving the soft skills necessary for a supervisor requires some reflection and effort. The Belbin behavioural model can be an effective tool for recognising characteristics that can assist teams to be more productive.Experiencing the Belbin Team Role model as part of an industry qualification is important for supervisors studying to refine their team leadership skills. Data are available for participants to assess the nature of their teams and to confront the appropriateness of the behavioural mix for the work of the team and its individual members.So what are the next steps? All team development must have a place in the strategic thinking and plans of the enterprise. This needs a visible presence of senior managers and supervisors in managing a team culture with practical links to workplace priorities and professional development with continuous improvement.CITATION:Burns, J, Terrey, G and Neville, T G, 2016. Supervisors and teams at work, in Proceedings International Mine Management Conference, pp 125-138 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By Reno M. Tonsi, Bill Raley

Supervisory Control and Data Acquisition (SCADA) systems are important tools in providing more efficient and profitable operations for the mining industry. This paper touches on the different types of equipment used in SCADA applications and discusses the benefits obtained in using Programmable Logic Controllers in this application.

Jan 1, 1989

By M. Bourassa, P. Roy

"This paper describes the automation of Kiena's grinding circuit which comprises an open SAG mill circuit and a closed ball mill circuit with two stages of hydrocyclones. The circuit has been instrumented according to a two level control strategy.The regulatory control strategy is implemented in an industrial controller. This controller does data filtering and calculation (flowrate and solid content) and regulates the pump box levels (2), the water additions: or the pulp percent solids (4) and the fresh ore feed rate.The supervisory control calculates for the industrial controller, the fresh ore feed rate setpoint and the pulp percent solids setpoints in order to optimize the grinding circuit operation. It is made of two modules, one for data filtering and one for control optimization. The filtering program uses modern tools to adjust the measured value and estimate missing data (dynamic material balance, on line estimation of model parameter, etc.). The control program acts as an expert system which combines the benefits of model-based control and rule-based control. A multivariable predictive controller (DMC) is used to maintain the circulating load and the hydrocyclones feed percent solids (which is correlated to particle size) while the rule-based control validates the previous output, detects and avoids the SAG overloads and sump pumps overflows.The system has been operating since MAY 1992 and the benefits obtained are discussed.INTRODUCTIONIn 1990, Les Mines d'Or Kiena decided to go ahead with a project for automating its grinding circuit as proposed by the Centre de recherché minerals (CRM). Its objectives in doing so were to marginally increase production capacity (1 % ) and to create a new challenge for plant staff. The main stages of the project, which involved CRM, Kiena Mines and a consultant, are shown in Table 1. The project was completed in May 1992 with the implementation of a supervisory control system. This text describes the main features of the system with a special focus on its most innovative aspects."

Jan 1, 1993

Esso-BHP have installed a Production Supervisory Control System that is presently controlling the offshore oil and gas facilities on the Barracouta and Marlin platforms from an onshore master station. This control is achieved with a computerized master station onshore which uses a UHF radio system for telemetry and control. The system is designed to control, monitor, and gather data from a large number of oil and gas production platforms and has flexability to handle future variations in operating conditions. Thn -etom ..ill kn nvt,,ndnd to thn I-lalihn+ rJ,+f, rr , Into +hie -- -A +n the lei...,fieh .,lo+fnrmc A.,;- 1071

Jan 1, 1970

Esso-BHP have installed a production supervisory control system that is presently controlling the offshore oil and gas facilities on the Barracouta and Marlin platforms from an onshore master station. This control is achieved with a computerized master station onshore which uses a UHF radio system for telemetry and control.The system is designed to control, monitor, and gather data from a large number of oil and gas production platforms and has flexibility to handle future variations in operating conditions.The system will be extended to the Halibut platform late in 1970 and to the Kirlgfish platforms during 1971.

Jan 1, 1971

By Lynn B. Hales

Flotation performance varies widely as feed conditions change. Maintaining metallurgical targets has proven almost impossible without automatic control. Traditional control methods and procedures are inadequate. Using on-line x-ray analyzers, reagent control and accurate froth level control with flotation models and "Expert" computer control systems has improved metallurgical performance significantly. Examples of actual plant cases are described as well as the expert system methodology.

Jan 1, 1989

By L. G. Bergh

The experience developing a supervisory control and information systems in a SX pilot plant is presented. The plant is located at the Process Control Laboratory, Santa Maria University, in Chile. In this work, the problem of controlling this process is discussed and related literature is briefly reviewed. Then, an innovative control scheme organized in three levels, local, hydrodynamic, and metallurgical supervisory controls is presented in an architecture including field controllers, PLC, and PC networks. Operating decisions in the metallurgical supervisory control are taken with incomplete information from on-stream analyzers. The control proposed is based on metal and acid concentration predictions of intermediate and exiting streams through the use of dynamic and static models and flow rates and input concentration measurements. Preliminary results are presented. The main objectives are to develop and test intelligent techniques in a hybrid system, and to study measurement and supervisory control problems. It is expected to produce reliable results that will contribute to improve the efficiency of this emerging and important process.

Jan 1, 2007

By P. Hickey

"The object of this paper is to describe how the Iron Ore Company of Canada develops its management personnel. It will elaborate on the practical application of Supervisory Training and Management Development.Why are Supervisory Training and Management Development important? The answer has been the subject of many textbooks. Dr. Ken Blanchard, author and consultant, addressed this issue concisely when he said that effective managers and organizations must do two things, ""get results and develop people"". lPeople development at IOC is best illustrated through its supervisory training and management development programs. For the past twenty-five years IOC has been recognized as an industry leader in the training field. Periodic studies have played their role in establishing and maintaining this distinction. For example, in 1974, the company decided to review and up-date all its training programs. At this time, it established its own Task Force on Training and this resulted in the development of many of our present programs. Today, Supervisory Training (i.e. for first and second level management) at the Carol Project in the Labrador City area consists of various programs including: New Foreman Induction, Foreman Entrance School, Basic Management Skills, Management II, and Effective Presentations."

Jan 1, 1983