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By Dan Kump

This paper provides an overview of Barrick Gold's Bullfrog underground mine backfill program. The Bullfrog underground mine was a gold mine that primarily used the underhand cut-and-fill mining method. The first portal was established June 18, 1991, and mining continued until Dec. 29, 1998. This paper begins with a discussion of the events that took place to reach about 1.8 kt/d (2,000 stpd) of backfill. It ends with a commentary of what was learned. The Bullfrog experience suggests that there are two essential factors to a successful backfill program: a well-graded aggregate supply and proper placing procedures.

Jan 1, 2002

After considerable input from the mining industry, the Canadian Securities Administrators (CSA) finalised National Instrument 43-101: Standards of Disclosure for Mineral Projects. This Instrument, which became law across Canada on 1 February 2001, applies to all technical public disclosure on mineral projects and requires all technical disclosure to be based on the work of a æqualified personÆ (QP). While the QP is quite similar to the Competent Person in Australia there are important differences when it comes to all disclosure. This paper will summarise the main areas in which the Instrument introduces major changes to Canadian disclosure standards on mineral projects including the role and responsibility of the qualified person; the increased requirements to file technical reports; the incorporation by reference of the October 2000 CIM definitions of resources and reserves and additional rules governing written disclosure of scientific and technical information. In October 2001, eight months after the implementation of NI 43-101, the CSA compiled a list of frequently asked questions (FAQs) and CSA responses to assist mining industry participants and their advisors in understanding and applying NI-43-101. This document has been well received by industry. The CSA plans to update the FAQs when further guidance is requested. Two industry committees have been established to provide the CSA with technical advice on the application of NI 43-101. As recommended by the Ontario Securities Commission/Toronto Stock Exchange Mining Standards Task Force, the CSA has established an external industry advisory committee û the Mining Technical Advisory and Monitoring Committee (MTAMC) û to monitor the application of NI 43-101 and advise the CSA on industry and professional developments. The role of the CSA-Canadian Institute of Mining, Metallurgy and Petroleum (CIM) Working Committee on Reserves and Resources is to ensure that the future changes and updates to the CIM Standards can be efficiently and effectively incorporated in NI 43-101. During this first year, the Canadian securities regulators have seen an improvement in the quality of disclosure on mineral projects, which will increase investor confidence in the industry.

Jan 1, 2002

By A. Mezei

A process has been developed to recover cobalt, gold and bismuth from the NICO deposit in Canada. The process consists of a bulk rougher flotation followed by an optional separation by flotation to produce a bismuth concentrate and a cobalt concentrate, grading on average 12.8 % Bi and 1.8% Co, respectively. Cobalt is leached by pressure oxidation at 97% efficiency, producing a pregnant solution suitable for further processing. Before optimization, about 38% of the bismuth is recovered in the selective concentrate, wherefrom it is recovered by ferric chloride leaching followed by cementation, at overall efficiencies exceeding 98%. The gold is recovered from the cobalt and bismuth leach residues by cyanidation, at 95% efficiency. Previous work described the results of the leaching of the concentrates, recovery of gold (Part I) and the recovery of bismuth (Part 11). This work describes the results of the cobalt recovery testwork and the resulting conceptual flowsheet. The sulfur dioxide-oxygen system was the most efficient for the oxidationlprecipitation of iron and arsenic from cobalt bearing pregnant leach solutions, producing purified solutions assaying <1 mg/L As and <8 mg/L Fe. The efficiency of cobalt solvent extraction (from the resulting purified PLS containing about 1 g/L Co) ranged from 9 1 to 98%; the co-extractions ranged from 88 to 100% for copper, from 28 to 33% for magnesium, from 6 to 7% for calcium and from 96 to 98% for zinc. Sulphide precipitation processes (using either sulfur dioxidelelemental sulfur or sodium sulfide) produced residual copper concentrations in the cobalt strip solution ranging from 0.1 to 2 mg/L Cu. About 90% of the calcium and magnesium were separated by scrubbing the organic with cobalt sulfate, producing residual concentrations of 12 mg/L Ca and from 180 to 330 mg/L Mg in typical feed solutions directed to cobalt carbonate precipitation tests. Cobalt carbonate precipitation efficiencies ranged from 75 to 78% when calcium and magnesium co- precipitations were restricted from 8 to 17% and 0.3 to 0.4%, respectively. The limits required by most stringent specifications on commercial grade cobalt carbonate products were met or exceeded.

Jan 1, 2002

By W Herrmann, R R. Large

Volcanic-hosted massive sulfide (VHMS) deposits in ancient, submarine volcanic belts of Australia include mound, lens and sheet-style Zn-rich polymetallic deposits, massive and disseminated pyritic Cu-Au deposits and disseminated, stratabound Au-only deposits. Variation in morphologies, metal ratios, volcanic environments and alteration features indicates there exists a spectrum of deposits from the classic VHMS model, to hybrids between VHMS-porphyry Cu and VHMS-epithermal end members. Zn-rich, polymetallic deposits form eitheron, or just below, the seafloor, whereas the Cu-Au and Au-only deposits form sub-seafloor by replacement of specific volcanic lithologies. Alteration zoned outwards from quartz -> chlorite -> sericite ¦ carbonate is typical of VHMS deposits across the spectrum. Quartz and carbonate alteration is dominant in the Au-only systems,chlorite alteration is commonly developed close to Cu-rich ores, and sericite and carbonate alteration zones are well developed in the stratiform Zn-rich ores. The most useful geochemical vectors for Zn-rich ores are the alteration index [AI=100(MgO + K2O)/(MgO + K2O + CaO + Na2O)], the chlorite-carbonate-pyrite index [CCPI=100(MgO + FeO)/(MgO + FeO + K2O + Na2O)], Mn content of carbonate, Mg/(Mg+Fe) ratio of chlorite,whole-rock Tl, Sb and Ba/Sr ratio, S34S of pyrite, and whole-rock S18O. The most useful vectors for pyritic Cu-Au ores are AI, CCPI, S/Na2O ratio, Na content of white mica, and Fe content of carbonate.

Jan 1, 2002

By D Syme

In the middle of 2000, BHP Billiton implemented a Six Sigma Plus business improvement program known as Operating Excellence. It was developed based on a business bottom line initiative to deliver 35 - 40c/share and was one of the BHP Billiton strategies to deliver $2 earnings per share and a longer term $40 share price (BHP share price). Cannington is a silver, lead and zinc mine owned and operated by BHP Billiton. Through implementing Six Sigma Plus Cannington wanted to:have in-house capabilities to change and improve; tailor for the needs of each business unit and department; have æSharing of its KnowledgeÆ as a tool for improvement and have a competitive edge across Cannington û to be better than our competitors; learn from and leverage off the successes of improved safety and prior business improvement efforts; and ensure networking and sharing of information have common measurement systems across all assets. As with most business improvement programs û Six Sigma Plus was met with some degree of skepticism, especially given the amount of resources involved. After 18 months, much of this skepticism has been replaced with enthusiasm as peopleÆs understanding and acceptance of its fundamental concepts are being realised. The idea behind Six Sigma Plus is that it combines sound technical solutions with high acceptance by those who need to work with or implement the change. The future vision for Six Sigma Plus is that it become part of what we do at Cannington û just like safety and environment û so that Six Sigma tools and methodologies are used in our every day work.

Jan 1, 2002

By D Whitworth

The Golden Pig mine has embarked on a diamond drill program design philosophy that increases flexibility of the program by greatly increased drill pattern densities. The use of standard broad pattern diamond drilling at the Golden Pig mine has previously lead to operational inefficiencies and impacted significantly on the costs of the mine. The diamond drill program philosophy and its interaction with mine planning is explained. The case study of the E lode mining as used to internally justify the increased drill densities is detailed.

Jan 1, 2002

By Robert F. Randolph, Jeffery L. Kohler, David C. Byrne

Multiple versions of an educational message can reach a diverse population more effectively than a single version. For instance, some workers are trained in formal classrooms while others are self-taught. The National Institute for Occupational Safety and Health has developed multiple versions of a hearing loss simulator (an interactive software package, a Web-based module, and an electronic slide show) to show how a single set of information can be readily adapted to different delivery methods. The three versions of the simulator were developed with a minimum of effort and expense compared to a single, less-flexible version. The interactive software is best for training sessions led by a hearing conservation professional, the Web pages are best suited for an individual worker, and the slide show is best for a small, more-generalized, training class. This paper will describe additional advantages and disadvantages of different delivery systems and will show what considerations are helpful in designing content that can be readily adapted to alternate presentations.

Jan 1, 2002

I want to explore whether it is valid or even useful to talk about sustainable corporations. After 20 years of focus on sustainable development, the concept of a sustainable corporation is not particularly helpful and it may in fact be profoundly misleading. Why? û because it obscures the need for corporations to be recognised as part of a sustainable society, rather than achieving some kind of corporate nirvana divorced from the social, political and environmental reality. It is more helpful to ask whether corporations are ready to recognise that they are one player among many within society û with the demands this would place on them in terms of transparency, accountability and social responsibility. The achievement of sustainable development has become the new corporate orthodoxy of many large corporations. It has become a clichT to argue that corporations must become æsustainableÆ. The achievement of æsustainabilityÆ is encouraged, as the ultimate step in some form of corporate evolution. We are failing to recognise that sustainability a process û not an end in itself. An enormous array of instruments is being developed to measure when sustainability is or is not being achieved. For example, corporate reporting has burgeoned into an art form, which describes æsustainabilityÆ in a variety of ways. There is no external standard applied to such reporting. These descriptions are quite partial and often place the best possible gloss on the companyÆs activities. I have become increasingly uneasy about this rhetoric and this paper has allowed me the luxury of sorting out my unease. I will discuss, largely in the Australian context, the current debate and literature and describe the way some global mining corporations are dealing with these questions, and finally, offer some suggestions which might be helpful at the operational level.

Jan 1, 2002

Over the past few years, there has been an emerging relationship between business and civil society, especially NGOs. This relationship has the potential to bring about significant change, identifying common ground between commercial and societal interests. The mining industry has been a leader in acknowledging the need for community consultation and engagement. This paper argues that partnerships can make a very significant contribution to the industry as it comes to terms with the dilemma of an open economic system pushing against a closed ecological system.The paper will pose a number of questions: where is the locus for debate about sustainability in the mining sector?; how well embedded within companies are the new competencies that Leon Davis first identified in 1995 for the mining sector?; how has education for mining engineers or exploration geologists changed to prepare people for what are very different expectations within the working environment?; how well is the industry doing in managing its own environmental impact and what is its responsibility to an agenda for sustainability which extends beyond its own operations?;and how can NGO partnerships contribute to more sustainable outcomes? The paper does not aim to answer these questions, but to explore them in the hope that the issues and possibilities raised will contribute to advancing progress towards sustainability within the industry.

Jan 1, 2002

By R Salmon, C Jones

This paper examines the recent trend towards sustainability reporting and the application of the Global Reporting Initiative (GRI) æSustainability Reporting GuidelinesÆ. It also reviews reporting in the context of the Australian Minerals Industry Code for Environmental Management, as well as the status of public sustainability reporting globally in the minerals industry. The public reporting of environmental, health and safety, social/community and economic performance has evolved over the past two decades. Initially, separate and to some degree disparate documents were produced to report performance in each distinct area. In the early to mid 1980Æs some organisations had begun to report their environmental performance through some minor commentary in their annual financial reports or through ætokenisticÆ leaflets, often used as public relations exercises. Due to more media coverage and an elevated level of public scrutiny, organisations are no longer merely reporting their good performance, but also their bad and indifferent performance. In recent years these once separate environment, health and safety and community public reports have further evolved to become more integrated, reflecting organisations embarking on the reporting of their progress towards sustainable development. The primary factor in driving the evolution of sustainability reporting has been the increasing influence of stakeholders. Two groups of external stakeholders that have had a significant influence over public sustainability reporting in recent years have been non government organisations (NGOs) and socially responsible investment funds. Significant expenditure is involved in the preparation and publication of a sustainability report however many organisations do not appear to have examined in detail what they are really trying to achieve from their public reporting process. It is important to establish objectives for the public reporting process to achieve maximum benefits. Without a framework of public reporting objectives, the benefits of the reporting process to the organisation will not be recognised and the considerable expenditure involved will be increasingly difficult to justify. We believe that by focussing on the process rather than the document, significant benefits to the organisation can be gained. Indeed, with a proper framework of objectives and targets, the reporting process can be used as a vehicle to drive organisational change, implement management systems and improve performance. An idealised framework for a public sustainability reporting process sees the organisationÆs sustainability policies drive the entire process and determine the sustainability objectives. Specific targets are then set to realise those objectives. The targets will govern performance indicators that should be used to measure the success of target achievement and which will also define what data need to be collected. Evaluation is a key component of the reporting process to measure the success of target achievement and progress in realising objectives, as well as review the need for new targets to be set. The actual production of a public document is only one, albeit important, component of the overall reporting process. The challenges that lie ahead for sustainability reporting primarily relate to the integration of environmental, social and economic performance reporting as organisations integrate their approach to these areas. This will only happen as the culture of an organisation changes to not only accept the principles of sustainable development but to implement those principles in daily operations. The reporting process has the potential to drive that cultural change by communicating the organisationÆs sustainability objectives and setting challenging targets for their realisation. Public sustainability reporting will only achieve its maximum value when it forms an integral part of an organisationÆs sustainability management system and culture.

Jan 1, 2002

By Sacha Neven

Submerged lance technologies combine high intensity processing characterized by rapid mixing and reaction rates using a simple reactor design. The Isasmelt technology uses a central submerged lance to inject oxygen-enriched air and fuel into a bath thus creating large gas bubbles and intensive turbulence and splash. The lance is equipped with swirlers to increase gas velocity and heat transfer. This enables the formation of a frozen slag layer on the lance which protects it from the aggressive environment. Water models as well as high temperature reactors were used to validate the Davidson-Schiiler model on bubbling. Frequencies and pressure amplitudes were measured in a wide range of gas flow rates: from m3/sec using a water model to more than 30 m3/sec in an industrial process. Agreement with the model was satisfactory. The experiments however also clearly showed that cross-flow and bubble wake induce slightly higher frequencies. No influence of the use of swirlers on the bubbling frequency was observed in the water models.

Jan 1, 2002

This Information Circular from the National Institute for Occupational Safety and Health (NIOSH) documents and supplements the information presented in a series of workshops held during 2002 and 2003. The primary intended audience consists of all who are involved in developing and conducting miners&apos; training. According to the Mine Safety and Health Administration (MSHA), mine operators reported 240,000 full-time equivalent workers and independent contractors reported 42,000 full-time equivalent workers working on mine property during the year 2000. Unfortunately, these workers have a relatively high risk of suffering serious work-related injuries and illnesses. The mining industry has the highest rate of occupational fatalities among all U.S. industries. The fatality rate is 30 deaths per 100,000 workers compared to 4.6 for all private industry (Morbidity and Mortality Week Report, 2001; NIOSH, 2002). Compared to workers in other industries, miners also have a relatively high rate of nonfatal lost-time injuries, and their injuries tend to be more severe (Bureau of Labor Statistics, 1999). Many miners are also exposed to significant health hazards, including coal and silica dust, diesel exhaust, and noise. More than 1000 U.S. miners die of lung disease each year (NIOSH, 1999). Mine safety and health professionals have long recognized training as a critical element of an effective safety and health program. Federal regulations (30 CFR, Parts 46 and 48) require mine operators to provide initial safety and health training to all new miners, as well as a minimum of 8 hours of refresher training each year. The time and money being spent to train U.S. miners is substantial, and so there is a strong and steady demand for new and better mine training materials and methods. A growing concern among mine safety professionals regards the training of new workers. A major change in the mining workforce is anticipated within the next decade. In major segments of mining, especially coal, relatively few workers have been hired since the 1970&apos;s. Thus, as an entire cohort of miners in the current workforce nears retirement, the replacement of these employees will require an influx of new workers. New miners may be young people who lack the ability to recognize and respond to mining hazards in an appropriate manner. They may also have had different educational experiences than their older counterparts. Many safety professionals believe that these two cohorts require different approaches to training. The papers in this report should help prepare mine trainers for the changes about to occur in the workforce and acquaint them with strategies they can use to enhance the effectiveness of their training. The first three papers present basic principles for teaching adults. The five remaining papers are intended to illustrate how these principles can be applied to the development and imple¬mentation of effective training for miners. Below is an overview of these papers. 1. Kowalski and Vaught review the process and principles of adult learning. The learning model they present includes a discussion of goals, content, delivery, assessment, and remediation. Adults are viewed as active learners, experienced-based, expert in their own right in specific areas, independent, real-life centered, task-centered, problem-centered, solution-driven, skill-seeking, self-directing, and internally and externally motivated. Basic aspects of curriculum development are briefly reviewed. For further information about adult learning, see Camm and Cullen&apos;s paper. 2. Mallett and Reinke&apos;s first paper discusses issues related to training new miners who have recently or will soon be entering the mining workforce. These new generations of miners have different learning style preferences and training needs than Baby Boomers and other older miners. Even trainers who have been highly effective in the past should reassess their training styles and their classroom materials to determine if they are prepared to meet the needs of these young new workers. This paper provides information that will help mine trainers communicate across the generation gap. 3. Mallett and Reinke&apos;s second paper provide an overview of training evaluation. Trainers and decision-makers are given a framework for planning and assessing training evaluation strategies. The authors present Kirkpatrick&apos;s (2001) model of evaluation categories and discuss how to start an evaluation plan and various ways to collect data. They do not provide detailed instruction in evaluation methodologies, but give trainers a review of the things they need to consider when developing an evaluation plan. A good evaluation plan can inform revisions to a training course, assess trainee learning, and/or answer managers&apos; questions about program effectiveness. 4. Brnich, Derick, Mallett, and Vaught discuss a technique for incorporating worker participation into fire prevention and safe equipment operation training. This technique involves development of short (5 to 7 minutes) videotapes coupled with toolbox talks that ground the content of the videos within the context of a miner&apos;s workplace. An example of one of these training modules is presented, along with the results of an evaluation performed on its effectiveness at improving miners&apos; understanding of what types of information they should be sure to communicate during a mine emergency. 5. Wiehagen, Conrad, Friend, and Rethi discuss on-the-job training (OJT) as a method for teaching miners safety and production skills. Much of the training is done by experienced workers. This paper describes how small investments can help improve the effectiveness of on-the-job training. Effective on-the-job training involves some structure and planning in the transfer of responsibility for task performance from the trainer to the novice. Assisting the trainer could involve helping develop up-to-date job analyses and offering strategies for teaching and evaluating job skills. This paper addresses organizational considerations supporting structured on-the-job

Jan 1, 2002

By Steve Dillingham

The origin of the written blasting log or shot report can likely be traced back to the earliest annals of blasting and record keeping. These records were, for the most part, a way of checking inventory, production progress, or billing, and not necessarily designed with the intention of being used as a legal document in a court of law. As our litigious society has evolved to include far reaching regulatory requirements, however, the blasting log has developed to support and aid in the defense of the common blaster from blasting lawsuits by providing a comprehensive written report of his or her actions.

Jan 1, 2002

By Floyd D. Varley, C. M. K. Boldt

Toolbox training is often described as short, informal training conducted at a worksite by technically competent persons for the benefit of a work team. The key feature of toolbox training is the focus on a work team and what is important to that group in its workplace. Toolbox training conducted by peers can connect miners and establish the feeling that the hazard is a real threat to them. This feeling can bridge the gap between delivery of a safety message and behavioral changes that can prevent an accident. Toolbox training is a popular form of "maintenance" training that should not be used to teach a new skill. The 10- or 15-minute toolbox session is simply too short a time to teach or learn a new skill and test for skill development. However, the toolbox format is an excellent way to inform workers of changes in workplace rules, conditions, or hazards by bringing the discussion of change to the level of the work group and suggesting how a change will affect the way workers perform their jobs. Toolbox training should be structured to address a very specific hazard. That is, the hazard source should be identified and the effect of the hazard on the worker described. The temptation to discuss a safety subject in broad terms will result in an equally vague result. For instance, discussing "equipment guards" is inappropriate for a 15-minute training session. There simply is not enough time to cover all the hazards and their remedies. A more appropriate topic would be "placing guards on a conveyor return roller" or "hazards of cleaning a conveyor return roller." Each topic is concise enough to allow the trainer time to define a particular threat to the safety of miners and discuss ways to defend against that threat. The clearest way to a safe workplace is to identify hazards methodically and eliminate them. This cannot be done with sweeping, generalized training. Some best practices that will protect a worker from the hazard should be presented, and the hazard should be located at the specific worksite. Toolbox training is an opportunity for the work team to participate in learning and share experiences and knowledge, often through storytelling. Storytelling is an ancient form of passing along information in an entertaining way. It is entertaining because it draws the listener in with imagination and creativity. Stories told within work groups are a way for miners to exchange experiences in which they made mistakes that resulted in an accident or a near-miss and learned a valuable lesson. Thus, co-workers can learn from others without the pain or fear that accompanied the storyteller&apos;s learning path. To encourage these shared experiences, the people in the group must be comfortable with one another. Participation doesn&apos;t stop with listening to a near-miss story or informing the group of an unsafe work practice. Participation by sharing experiences, knowledge, and skills should lead toward action in changing the unsafe tool, practice, or machine (Wallerstein, 1992). This power to change is called empowerment. Empowered workers use toolbox training sessions to discuss a problem; direct their own knowledge, experience, and talents in the context of their work environment to solve the problem; and put into practice what they have learned by sharing (Baker, 1992). A worker is much more likely to implement changes they have contributed to creating than changes forced upon them. Toolbox training functions best when the group size is small (under 20) and composed of workers with similar job functions. While combining all workers on a shift or multiple shifts may be convenient, the level of participation will drop dramatically as group size increases and participants are less connected. Similarly, when the work group participants are from different job functions, keeping the materials relevant to the individual becomes more difficult. The role of management in the toolbox training system is to communicate among various groups so that all groups at a mine site are hearing the same message. In very small operations, combining work groups can be productive if the trainer can promote open discussions and lead the group to solutions that address the needs of all and not let one group or individual dominate the discussion. WHY USE NARRATIVE METHODS An effective communications tool is to use stories as a means of describing a hazard and its consequences. Historically, using stories to transfer knowledge between individuals of the same and different generations is well established. All good stories share the same elements required to communicate safety principles. Stories require a setting (the part of the workplace), a plot (the circumstances that lead to a hazard), the solution (best practices), the lesson (what can happen), and the result (what will be done to prevent the hazard) (Dennehy, 1999).

Jan 1, 2002

By L. Lacerda

Spray-on ground support membranes (GSM) or thin support liners hold today perhaps as much potential to impact underground (u/g) ground support operations as dry and later wet-mix shotcrete when introduced to mining in the latter part of the 20th century. This emerging technology has come a long way from the time the first single component experimental coatings were tested in the mid-1980s. Due to a number of factors, including occupational health risk and mine safety regulations, it has taken quite some time for the development of non-hazardous membrane products. However, at this junction most existing u/g mines that employ more conventional forms of ground support could benefit from evaluating GSM technology as a means of improving safety and the bottom line. The same is especially true for future mine developments. This paper describes Master Builders Inc.’s CS1251 GSM product and its implementation. It discusses the situations in which GSM may replace other forms of ground support. Furthermore, it evaluates GSM costs & safety issues and looks at present applications and the potentially bright future of this technology.

Jan 1, 2002

By Tim O’Neil

Upbeat, surprisingly so, might describe the mood at the2002 SME Annual Meeting and Exhibit in Phoenix, AZ. More than 4,000 mineral professionals gathered for three days of education, networking and product perusal. The Annual Meeting featured the theme, “Minerals for the Future@ SME” at the Feb. 25-27 gathering. Meeting attendance reached 4,039along with 479 exhibit booths show-casing 325 companies. Exhibitors found a good mix of industry types:37% from mining, 19% from processing, 20% from manufacturing and 28% from environment, education and government.

Jan 1, 2002

By John Trefny

Although mining is currently one of the smallest academic units on the Colorado School of Mines(CSM) campus, it is alive and well, with nearly 100 undergraduate and graduate students. For many years, Mines has had undergraduate and graduate programs in hard-rock mining. The school has recently transferred its physical mineral processing activities to the Mining Department. The program has also expanded to include tunneling, underground construction and industrial minerals. There are current discussions about increased research activities on cement and other construction materials. The Mining Department also teaches its share of what is called the “distributed core” courses with curricular requirements common to related programs, as well as mining safety and health, in conjunction with our continuing education department.

Jan 1, 2002

By D Hume

During 2001 the Ridgeway Gold Mine, driven by company initiatives and recent NSW legislation (General Rule 2000), developed and implemented Major Hazard Management Plans to control significant hazards identified at the underground mine. The paper presents the objectives, issues, outcomes and process involved in the development and implementation of the plans at Ridgeway. The sharing of the experience gained and an overview of the intended way forward will offer a valuable insight for other mines considering embarking on a similar journey.

Jan 1, 2002

By J. P. Kennedy, O. A. Bascur

Large metallurgical complexes have more data than a small city and these data change as internal and external conditions evolve. Staffing turnover hinders experienced-based decisions especially with simple tools like spreadsheets. Lack of current information can contribute to decisions that result in significant deterioration in the quality of operation. Timely, unified information from sophisticated analyses presented to the broadest possible reach will improve operation. The major innovation is the addition of the web browser to the suite of software people will use with no training – the other two are spreadsheets and graphical presentations – and the consistent organization and transformation of the real time data to support broad access. This paper describes the data transformations and presentation methods necessary for a Web view, especially the special needs of real time data and analysis required for active operations decision-making. Many people inside and outside the complex, not just operators, need timely information that is abstracted, aggregated, organized and unified. Unification and aggregation of real time data presented via the Web opens a new paradigm for collaboration. The analysis tools are as important as the data. These rule-based tools add significantly to the operations database in the form of results stored for viewing with plant data. Mining and metallurgical plants already use many sophisticated analysis tools such as predictive maintenance policies based on statistical analysis vibration analysis, and oil and lube analysis for critical equipment. These add real time events, similar to an alarm package, and unified production information to the operational database. Simple models are used on line to create key indices that provide a real time indication of performance. Key indices include metrics for losses due to plant availability, performance efficiency, and overall process equipment effectiveness. These additional data in the operations database are used for early fault detection, increased production, better quality, higher availability of equipment and faster detection of process bottlenecks. An important feature is the ability for people to create their own key indices and store the results for use by anyone in the plant historian, but accessible by a browser. Keywords: plant information, principle components analysis, data reconciliation, gross error estimation, Internet, Word Wide Web

Jan 1, 2002

By L Brodie-Hally

In the early-1990s, Tad Golosinski, the former the head of mining department at WASM participated in a review mining engineering courses in Australia. The review team asked various industry executives what subjects they thought graduates needed to be taught. Tad made the comment to me that the more senior executives thought that history and ethics were very important. The outcome was that the mining engineering courses were required to contain at least five per cent content dealing in ethics. The course was to be modified to reflect this. Tad thought at the time the students would think that subjects dealing in history and ethics came from retirees and professionals that were over the hill. So let me talk to you today about ethics.

Jan 1, 2002