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By J. Wickens

"Campbell Mine is dedicated to quality management in the form of a Continuous Improvement (CI) Operating Philosophy. This paper discusses that philosophy, why and how it is being implemented in the milling facility, and some of the challenges experienced to date. Examples of mill CI team projects and results are described. This paper describes practical experiences for those who are considering or are in the process of adopting a CI operating Philosophy.INTRODUCTIONCampbell Mine is 100% owned and operated by Placer Dome Canada Ltd. The mine is located in Balmertown, Ontario approximately 300 km northeast of Winnipeg, Manitoba. Campbell Mine has produced over s,000,000 ounces of gold since commencing operation in 1949. The operation is profitable and continues to be a major contributor to the gold production of Placer Dome Inc.At Campbell Mine, the concept of Continuous Improvement (CI) is being implemented to make further improvements to safety, quality, productivity, and subsequently profits. CI is not a ""program"". It is a way of doing business that concentrates on improving the system rather than finding fault and being resigned to the status quo.CI focuses on involving all employees in the decision making process and tapping their expertise to improve every facet of the business. In the past, many solutions were simple ""band-aid"" fixes treating the symptom, only to see the problem resurface again. With CI, solutions endeavour to address the root cause of problems and eliminate them permanently. Another primary goal is to eliminate unilateral decisions that benefit a small group but have a negative effect on the whole system."

Jan 1, 1995

By Brosnan J. G

Simcoa Operations is the only silicon smelter in the region and since the plant was commissioned in late-1989, has progressed from supplying silicon metal to the secondary aluminium market to the current position of supplying in excess of 90 per cent of its production to the high quality chemical and primary aluminium markets. This position has been achieved through the unique advantage which Simcoa has developed within the industry, namely raw materials, people and Simcoa's ability to adopt and use modern technology. A quality culture was instilled into the workforce prior to commissioning which ultimately led to AS3902 qualification in 1992. Simcoa has continued its quality drive through the formation of 'Simcoa's Quality Leadership Process' which is planned to make Simcoa the best silicon producer in the world.

Jan 1, 1995

By Low Russell

Mark Westfield, writing in The Australian on 16 May 1994 stated: The role of the independent expert is crucial to Australia's investment system. When it falls down, there can be very dramatic consequences. The scope of these consequences was dramatically illustrated in the decision of Rogers J. at first instance in Cambridge Credit Corporation v. Hutcheson (1983) 8 ACLR 123 when the auditors of the failed company were found liable for breach of contract and faced a damages award of $145 million, well in excess of their insurance cover. No comfort should be sought in the fact that this decision was overturned on appeal, for the result of the appeal rested on whether there had been a causal connection between the breach of contract which had occurred and the loss suffered, rather than on the fundamental principle of auditors' liability. Thus: Those who prepare experts' reports in company cases carry a heavy moral responsibility, whatever their legal duties may be... Unless high standards are observed by those who prepare these reports, there is a danger that systems established for the protection of the investing public will, in fact, operate to their detriment through reliance placed on those reports and on the reputations of those who furnish them. In lending his name, the expert will often, as in this case, be lending a name to conjure With.

Jan 1, 1995

By Ralph Johnson, Philippe Gaultier, Loui Fauteux, Andrew Dasys

"This paper outlines the implementation of the Mechanic's Stethoscope from the earliest stages of development to the implementation at Brunswick Mining and Smelting. It details the cooperative efforts of personnel at Noranda Technology Centre (NTC) and Brunswick Mining & Smelting (BMS) during the technology transfer of the Mechanic's Stethoscope. It demonstrates how everyone worked toward a goal of developing a product that is accepted as a useful addition to the work environment.The Mechanic's Stethoscope is an underground vehicle diagnostic system consisting of computer hardware and software intended to assist mechanics in daily tasks. Its tools facilitate quick and easy access to any information required during the maintenance of an underground vehicle. Each tool presents vehicle condition data in a simplified manner. The additional information improves the mechanics understanding of the vehicle condition. The result is a healthier fleet of vehicles and faster diagnosis times.When introducing a computer based system into a traditionally non-computer oriented environment a concern is the acceptance of the system. This concern exists on many levels."

Jan 1, 1995

By J. Budac, E. Krause, C. L. Stewart, D. Wrana, S. W. Laundry

"As part of an over-all arsenic management strategy, Inco has developed a novel process that converts a by-product high moisture copper/arsenic sulphide precipitate into a crystalline copper arsenate suitable for the manufacture of wood preservation chemicals.The copper/arsenic sulphide precipitate is atmospherically leached with oxygen and sulphuric acid, producing a crude (blue) copper arsenate precipitate, elemental sulphur, and a copper and nickel containing solution. The blue copper arsenate is dissolved with sulphuric acid, the molar Cu/As ratio is raised to 2, and a crystalline copper arsenate (olivenite) is precipitated by the addition of sodium carbonate. Dissolved copper is recovered using metallic nickel (or matte) and elemental sulphur, to produce a low-moisture (low-arsenic) precipitate suitable for standard nickel-copper processing.The process was successfully piloted at Inco's Manitoba Division between September 1990 and June 1991. The copper arsenate product typically analyzed 43% Cu and 25% As, and the moisture content was about 10%."

Jan 1, 1995

By Francis Vanbellen

In Union Minière's Hoboken smelter and refinery for complex non-ferrous materials, the treatment of recycling products, containing precious metals, occupies a dominant place. For all feed materials, the first step, prior to their treatment, is to classify them in order toselect an accurate and economical procedure for sampling as well as to dispatch them to the optimal process scheme. More than 150 different procedures for sampling are commonly used. The most important ones are briefly discussed in the paper. Precious metals bearing recycling materials vary widely with respect to their physical aspect, their chemical composition and the value of their precious metal content. All these parameters are taken into consideration to select the most appropriate process among the multiple possibilities of Union Minière's flexible integrated flow-sheet. Different stages of the operations as well as the main flow-sheets are described.

Jan 1, 1995

By Richard P. Killmeyer, Carl P. Maronde, W. W. Wen, Peter J. Suardini

Under a cost-shared Department of Energy contract, awarded as part of the Coal Preparation Program&apos;s High Efficiency Preparation subprogram, Custom Coals International will be installing and testing a 227 kglhr micronized-magnetite cycloning circuit in PETC&apos;s Coal Preparation Process Research Facility. The project includes the design, construction, testing, and decommissioning of a fully integrated circuit complete with feed coal classification to remove the minus-30-micron material, dense-medium cycloning of the 300 by 30 micron feed coal using micronized magnetite (<10 microns), and medium recovery via drain & rinse screening and various stages and types of magnetic separation. This paper will describe the micronized-magnetite beneficiation technology and the scope of work for this project including an update on the status of the project, the circuit, and the proposed test plan.

Jan 1, 1995

It is no longer adequate when starting a new mine to simply select the best equipment. Today&apos;s competitive international commodity markets demand superior efficiency which requires systematic involvement of people in continual improvement of production and commercial processes. True Total Quality of Management (True TQM) principles provide an operating philosophy for maximising productivity and minimising unit costs of output. The presentation will show the practical and successful use of these principles. This paper will introduce the case study and provide background material on True TQM.

Jan 1, 1995

It is no longer adequate when starting a new mine to simply select the best equipment. Today&apos;s competitive international commodity markets demand superior efficiency which requires systematic involvement of people in continual improvement of production and commercial processes. True Total Quality of Management (True TQM) principles provide an operating philosophy for maximising productivity and minimising unit costs of output. The presentation will show the practical and successful use of these principles. This paper will introduce the case study and provide background material on True TQM.

Jan 1, 1995

By P. B. Hearse, R. L. Flood

TQM is a term of which most metallurgists have heard and a system of which some have had first hand experience. This paper is designed to encourage further thinking on TQM and how it can effect your organisation. Consideration of organisational culture and objectives are a prime pre-requisite when planning for the implementation of TQM. It is argued that there is no "brand" of quality culture of TQM which can be applied en masse to the mining industry. Definitions ofTQM are proposed, and the essence ofTQM as being about increasing customer service, improving the quality of goods and services, and involving people in their work is discussed, in conjunction with the concept of Customer as applied to the metallurgical industry and TQM. The integration of TQM into Quality Accreditation Stan­dards is then discussed. Finally, examples of the benefits that may be achieved with Implementation ofTQM into metallurgical and operations groups is presented, along with an analysis of the difficulties of implementation into our businesses and operations.

Jan 1, 1995

In this paper, three types of value-adding in the minerals industry are discussed: downstream processing, improving the efficiency of existing processing and increasing the knowledge base and expertise of the staff. It is shown that, while downstream processing seems to offer a good way of improving Australia&apos;s trade position, there are a number of impediments to such development, notably, limited access to the appropriate technology and overseas markets. Transport costs can also be a problem. To reverse the situation will require more positive policies by government. In the meantime, something can be done towards adding value by increasing the efficiency of existing processes. Examples are given, showing how it might be possible to make economies in reagent costs in the gold industry, how innovative technology has led to more complete processing of a tailings dump, how research might lead to an increase in the throughput in the production of synthetic rutile and how it is possible to leach selectively from gold/copper ores.

Jan 1, 1995

By L. F. Delgado

Environmental and cost pressures sparked renewed interest in gravity separation. Industrial sands in Mexico are generally processed by screening, desliming, and flotation. Gravity separation with spirals was evaluated as an alternative to flotation in order to lower operating costs and decrease water pollution. Outstanding operating results are obtained in glass and foundry sand operations, plus a more competitive position for Mexican producers due to lower operating costs. Coal fines, generally recovered by flotation, have the same cost and environmental advantages when processed with spirals.

Jan 1, 1994

By K. A. McDonald

This paper will describe the experiences of Hibernia Holdings, Inc. in constructing a mineral processing facility in Mexico. It will attempt to set forth a guideline on what companies attempting to operate in Mexico can expect and what actions they can take. Ownership laws, import/export laws, labor laws, security, transportation and operating experiences will be discussed.

Jan 1, 1994

By J. R. Koehler

The U.S. Bureau of Mines (USBM) ground control research program includes several projects focused on developing design criteria for yielding-pillar-based longwall gate road systems. As part of this program, mining practices at the Sunnyside Mines, Sunnyside Reclamation and Salvage Co., Sunnyside, UT, are being documented to preserve the long history of yield pillar system evolution on the property. Published information describing the specific in-mine performance of the numerous gate road configurations utilized at the Sunnyside Mines is very limited. To overcome this deficit, USBM personnel interviewed 30 longtime mine employees representing nearly 700 years of mining experience at the Sunnyside operations. Mining conditions in 12 specific areas in the Nos. 1, 2, and 3 Mines were discussed in the interviews. Also, broad topics such as general mining practices, safety, and geology were often addressed during the discussions. Comprising the body of this report is an extensive record of the events and conditions experienced while mining the identified areas. In addition, eight significant conclusions were developed that accurately summarize the general opinions of the interviewed personnel regarding mining conditions and practices at Sunnyside.

Jan 1, 1994

By James C. Duchon

The use of extended workdays (regular shift lengths of 10 or 12 h (hour), while still maintaining a 4O-h workweek) in mining operations is attracting growing interest in the United States. There is very little doubt that extended workdays is a very popular alternative among the work force because of the significant increase in days off, including weekends, especially when compared with traditional rotation schedules of working seven straight shifts or having only one weekend off every 4 to 6 weeks. However, there are some serious concerns by management, workers, unions, and various governmental policymakers that working 10-or 12-h days may create an added risk of accidents and health problems. The U.S. Bureau of Mines reviewed the literature studies related to the safety and performance issues of extended workdays. This report presents a summary of those findings. The studies examined in this review are divided into three sections: (1) laboratory, (2) field, and (3) accident and injury analysis. In general, results are inconclusive. Studies have shown both positive and negative effects. It is concluded, therefore, that in industries such as mining where accidents are a serious concern, special measures and evaluation in the use of extended workdays be considered.

Jan 1, 1994

By B. R. Addison

In the Spring of 1991, Georgia Marble Company of Arizona (GMCOA), acquired the Andrada Marble Company located near Vail, Arizona, approximately 32 km southeast of Tucson. The Georgia Marble Company operation consists of an open pit quarry and a recently constructed, state of the art calcium carbonate milling and processing facility. The open pit quarry exposes white, crystalline, CaCO3, Escabrosa limestone that meets our customer criteria for Consumer and Industrial Filler applications. The Georgia Marble Company Arizona Division facility is designed and engineered to produce a wide range of milled calcium carbonate that includes finely ground and coarse screened products.

Jan 1, 1994

By B. G. Thomas

"Mathematical process models can be applied in several different ways to serve industry by inducing beneficial changes to process operation. This paper attempts to summarize the different uses, types, and attributes of these models, and to offer some ideas to consider when developing, using, and reporting on them. Process models range from empirical to mechanistic in nature and vary in complexity from simple analytical solutions to coupled, 3-D transient numerical simulations. They are classified here according to the way in which they are implemented in practice, viz. fully-online models, semi-online models, off-line models, and literature models. The purpose of the model should dictate how choices are made during its development. Ways to validate and compare the model with experiments are suggested. Examples are taken in the context of the author's experience in modeling the continuous casting of steel.IntroductionThe objective of this paper is to provide a partial introduction for this symposium by discussing some basic aspects of the application of mathematical process models in industry. Essentially, the aim is to explore how process models are used to benefit industry, and to offer some general comments and suggestions, based on the experience of the author, on how models can best meet this goal.This work is concerned with process models, which consist of systems of mathematical equations and constants that are solved on a computer to make quantitative predictions about some aspect(s) of the process. The specific variables required as input data and generated as output data are important features of the model. The equations often derive from a numerical solution to one or more differential equations and their boundary conditions. The model also includes the constants, which represent material properties, empirical relationships, and other knowledge about the process, and usually require considerable effort to obtain. Thus, general purpose commercial software packages, (ie. finite-element or finite-difference based codes), are not models in this context. They are useful tools, however, serving as frameworks for the development of process models."

Jan 1, 1994

By G. T. Homce

Most electric motor predictive maintenance methods have drawbacks that limit their effectiveness in the mining environment. The U.S. Bureau of Mines is developing an alternative approach to detect winding insulation breakdown in advance of complete motor failure. In order to evaluate the analysis algorithms necessary for this approach, the USBM has designed and installed a system to monitor 120 electric motors in a coal preparation plant. The computer-based experimental system continuously gathers, stores, and analyzes electrical parameters for each motor. The results are then correlated to data from conventional motor-maintenance methods and in-service failures to determine if the analysis algorithms can detect signs of insulation deterioration and impending failure. This paper describes system design and implementation. At this writing, however, installation is still underway, and field data analysis results are not yet available.

Jan 1, 1994

By Lawrence M. J

It must be stressed that the following comments are offered only to assist mineral industry professionals in understanding the issues involved in personal liability. The information and views expressed herein are not intended to be a comprehensive guide or definitive statement of the law and they should not be regarded as a substitute for specific advice for individual situations. Readers should consult their own legal and other professional advisers before applying the content of this paper to their own particular circumstances. It is hardly news that work in the mining industry is governed by a complex regulatory and legal system which is constantly changing, but few realise just how directly they can be affected and become personally liable for any breaches. These may result in civil or criminal proceedings and personal assets are at risk. Owners, company directors, managers and now employees are at risk, together with consultants, contractors and suppliers of equipment or consumables, as well as government inspectors. They are liable for their personal decisions to act (or failure to act) in managing operations or carrying out directions, as well as for the actions of others under their control. This paper identifies the areas where such individuals in the open pit mining industry in Australia face the risk of personal liability and measures which can be used to minimise the risk or which can be used to make out a defence to legal action which could arise. There have always been a myriad of Commonwealth, State and Local Government laws and regulations with which to comply, and now international protocols are being used as a basis to impose greater obligations on all people. Once, the `corporate veil&apos; gave some protection to the individual, but today there is negligible protection from the full force of the law. Not only are there various types of law enforcement officers, but public interest groups, shareholders, customers, suppliers, creditors etc may litigate. This paper is not intended to be an exhaustive discussion of the provisions of all the legislation or case law where individuals can be held) personally liable. These areas would include environmental, pollution and heritage law (including Aboriginal sacred sites); occupational health and safety (including workers&apos; compensation) law; trade practices and fair trading law; contract law; corporations law (including the requirements of the Australian Stock Exchange [ASX] and Australian Securities Commission [ASC]); industrial relations law; anti-discrimination and sexual harassment law; taxation (including superannuation trustee) law; and the Common Law. The focus is on the following areas of regulation, which are outside the usual experience of those in the open pit mining industry (the Mining Acts and Regulations are specifically not dealt with here): ò Environment Law; ò Trade Practices Law; ò Occupational Health and Safety Law; and ò Corporations Law.

Jan 1, 1994

Land is of extreme importance to citizens of Papua New Guinea and is fundamental to most of their customs and values. Because of this, matters to do with land cannot easily be separated from other matters to do with the community. Good relation-ships with landowners and the community surrounding a development are, indispensable ingredients that -must flavour and colour the entire ;operati on .

Jan 1, 1994