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By B Lance, D O’Brien

The Hidden Secret ore body is located within the Mt Charlotte underground mining system in Kalgoorlie, Western Australia. Mineralisation of the Hidden Secret ore body is lode style and therefore differs from the typical economical mineralisation mined at Mt Charlotte and consequently demanded a novel approach to the mining methodology. The ore body is lens like in shape, extending 200m along strike, 210m vertically, and dipping at 55 degrees. The lode width varies from 1.5m at the extremities to over 22m in the central zone of the ore body. Average grade is 3.4 Au grams per tonne. The initial mining methodology was Modified Avoca utilising Longhole Open Stoping with pillars, in a bottom up stoping sequence. However, as Hidden Secret became better defined and wider than initially modelled, it was identified that a high portion of gold would remain in the pillars and other mining concerns emerged such as remote backfilling large open voids and potentially unsafe vertical standoff distances between levels and wide open stopes. A re-evaluation of this method was undertaken and a new approach adapting a variation of Avoca methodology was identified to remove the rib pillars and replace them with a sill pillar separating the 4 levels into 2 distinct blocks. This new approach provided an immediate advantage by removing the bogger backfilling activity from the same level of the active stope front, enabling stope drilling and prepping to occur during the backfilling cycle. Bogging productivity has also improved as the fired ore is funnelled to the draw point by the backfill rill, significantly reducing the requirement for remote bogging thus improving bogging productivity. This mining method is currently in progress in the first of the two mining blocks and is on track to realise the targeted recovery of 7,700 ounces from the rib pillars.

Mar 15, 2021

By D Kilkenny, D Nardini, P Kline

This paper is a case study highlighting learnings and success in two areas challenging underground miners: change management and collaboration. It examines the implementation process of a new automated loading system in the bulk stoping area of Telfer Mine in Western Australia, controlling multiple load haul dump machines. Here, the new technology has brought together different functions and different companies to deliver a well performing automation system in a changing and challenging mining environment. The introduction of a new and different technology on site has driven collaboration between all stakeholders to break down the traditional barriers to achieve the sustained performance required. Historically, different teams have operated within silos and not always aligned to deliver a ‘best for project’ solution. Technical teams focus on the mine design, maintenance teams focus on reliability and operations execute the plan. Mining contractors focus on productivity and cost. Manufacturers focus on supply of goods and service. Optimising each silo individually is not guaranteed to provide an optimal mining solution. Involving elements from each team as seen at Telfer, has resulted in an optimal mining solution for the automated loading system. A change of focus from the technical teams to include automation parameters in the mine design; operability and maintainability built into the system design allowing for collective ownership and responsibility resulting in a more resilient solution. The implementation of the new technology was not only a technical change but more importantly, successful management of change. Elements of successful change management such as communication, vision, leadership and planning, are essential to harness a trusting site culture which is responsive to new technology. Learnings and challenges from this change process will also be discussed with the intent to improve the success rate and timelines of technology implementations in the future.

Mar 15, 2021

By M Hawkes, Z Ji Gang, Z Ming, R Hassell

As underground mines become more geotechnically challenging with increasing depth and excavation size, the requirement for ground support to be installed as per design becomes more critical. The verification of installation quality for cable bolts and grouted rock bolts is difficult to assess. Current methods to control quality have limitations; pull testing is largely inconclusive with only extremely poor installation being identifiable. Audits during installation can only capture a small percentage of installed bolts. Following large rock mass displacement from either squeezing ground or seismic events, even previously well installed bolts may have yielded and require replacement. A method to provide an improved understanding of the reinforcement installation quality is Non- Destructive Testing (NDT) using acoustic reflection. To validate the accuracy of an NDT system, both plain and bulbed strand cable bolts were grouted in clear plastic tubes. The encapsulation grout quality was deliberately varied from full encapsulation through to partial encapsulation and a range of different size voids. The clear tubes allowed the ground encapsulation to be observed. Cable bolts strands were cut at varying lengths and different water cement grout ratios were used. Acoustic testing of the cable bolt specimens was completed blind; the technicians were not aware of what was being tested. The NDT results correlated well with the grout encapsulation, with differences between full encapsulation, minor voids and major voids being determined. The different water cement ratio and bolt lengths (including when partially cut) were also identifiable but with some discrepancies. Trials of the technology underground have also shown the data collection process to be relatively quick with each bolt taking 1-2 minutes to test, with interpretation of the results able to be completed soon after. The NDT results collected from the underground trial showed a wide variance in cable bolt grout encapsulation quality indicating that there were installation issues.

Mar 15, 2021

By C McCracken, R Landers, B Hesse

Minnovare identified the potential to improve production drilling outcomes in underground long-hole stopes through the adaptation of new technology which was under ongoing development. An approach to Evolution Mining resulted in the companies agreeing to a collaborative agreement to further develop the technology for use on underground long-hole drilling equipment. During a period of six months in FY2018, a series of trials were conducted to compare drilling accuracy using two different methodologies and the subsequent impact this had on ore dilution. Testing was conducted at Cracow underground gold mine in Queensland, Australia. The drill rig’s existing setup/alignment process was compared to the new technology system with the following observations: • Using the existing process only 20% of holes surveyed recorded toe points within the +/ 300mm (11.8in) tolerance blast-hole deviation. • The new technology was proven to limit rig setup/alignment error, reducing average blasthole deviation and increasing the number of holes drilled within tolerance by 160%. The increased accuracy reduced stope dilution by reducing over-break of subgrade ore: • Stopes drilled using the new technology recorded 62.6% less average dilution. • This contributed to an overall reduction in dilution for the full year (FY18) of 5 percentage points compared to FY17 - from 22% to 17% (a net decrease of 22.7%). • With the system implemented as standard practice following results of the FY18 trial and continued success, overall dilution for full year FY19 showed continued reduction to 12% Evolution has continued use of the new technology at Cracow, where the improved accuracy has allowed the extraction of narrower stopes where drilling accuracy is critical. Evolution has also deployed the technology at the Mungari operation and has stipulated that the contractor use the technology at the Mt Carlton operation, which is currently under development. Future implementation of the Development Optimiser system should be verified by commencing additional trials to include a larger data base for validating the initial trial results.

Mar 15, 2021

By R Stimpson, B Johnson, B Hesse

During a period of twelve months between FY18-19, a series of trials were conducted to compare production drilling accuracy using two different methodologies, and the subsequent impact this had on stope performance (dilution and recovery). Testing was conducted at a series of underground mines in Australia. The drill rig’s existing alignment processes were compared to a new technology system, with the following observations: • The new technology was proven to limit rig alignment error, thereby reducing average blasthole deviation, resulting in an increase in the number of holes drilled within tolerance by up to 160%. • The increased accuracy reduced stope dilution significantly by reducing over-break of subgrade ore, whilst also increasing drilled meters (faster stope-cycle time), reducing the bridged tonnes ratio, and facilitating the capture of previously uneconomical stopes. A cost-benefit analysis extrapolated from each of the trials showed the extent to which the new technology, when applied to production data, reduced average dilution, increased ore recovery as well as general drill and blast productivity. In one such trial, the new technology was proven to have reduced average dilution by net 45.4%, which if applied to a full year’s production data, would result in AUD8.2M additional ore recovered, with AUD4.5M less spent on wasted cost of haulage and processing of diluted ore. As a result, return per tonne would increase 22%, from AUD87 to AUD106. This improvement was maintained over the following 12 months – reducing average dilution from 22% in FY17 to 12.1% in FY19.

Mar 15, 2021

By J F. Carswell, G Cheshire

The Pajingo gold operation in Queensland is approximately 55 km south of Charters Towers and 134 km south-west of Townsville. The gold deposit was discovered on the northern end of the Drummond Basin in 1983 and first open pit production began in 1986. Mining progressed underground in the 1990’s and gold production peaked in the early 2000’s as the main Vera/Nancy lodes were extracted, producing 330k oz in 2003 (a record at the time). More recently, as Ore Reserves and grade have diminished, the mine has had to develop innovative mining practices to maximise recovery of the remaining Mineral Resource. This has included a modified sublevel caving method against previously mined/backfilled zones. The method has been coined modified sublevel shrinkage (MSLS). Full scale trials of the new mining method have been successfully completed. This has allowed the site to revaluate the Mineral Resource and include areas into the Ore Reserve that were once deemed sterilised, adding significant value to the operation and extending its life-of-mine. This paper describes the first of two large scale MSLS trials and key operational learnings from it.

Mar 15, 2021

By G Balog, T Ormerod, D Cox

This paper discusses the methods utilised by the technical team to identify and quantify the SLC risk factors, the modifications to mine design and scheduling, and the changes to the planned risk management practices. The paper also describes the future work currently planned by the OZ Minerals technical team to quantify the various risk factors in terms of space, time and magnitude. This may better inform the future mining practices within not only the Carrapateena province but also the wider Gawler Craton.

Mar 15, 2021

By D Pateman, F de Fredrick

The Bentley underground mine, which is located 60km north of Leonora, Western Australia, is owned and operated by Round Oak Minerals Pty Limited. A high-grade Zn-Cu Volcanogenic Massive Sulphide (VMS) orebody, Bentley was discovered in 2008 with production commencing in 2012. Long-hole open stoping is employed to mine the steeply dipping ore body, and in recent years the Avoca method has been adopted. This requires all development in a particular area of the mine to be completed prior to stoping commencing in a bottom up sequence. Voids are commonly backfilled with loose Run-of-Mine (ROM) waste loose rockfill (LRF); or alternatively cemented rockfill (CRF) can be used. Stopes in the 3860 AOS and 3900 AOS panels were located below previously extracted Avoca zones, with LRF situated immediately above them. These high-grade stopes were originally designed with rib and sill pillars to maintain control of the existing backfill during extraction. Due to changing factors over time, including mining economics, alternative options to achieve full extraction of the stopes were reviewed, including: • Mining small successive full height stopes which would involve drawing a blanket of LRF down with the extracted ore (stoping under waste); • Stabilisation of the existing LRF above the stopes and implementing a primary/secondary stoping sequence, with the primary stopes backfilled using a cement fill. An assessment of these options was undertaken which determined that the second full extraction method was the most beneficial to the operation, and could be achieved using a cement grout (Minova’s FB200 grout) to stabilise the LRF in conjunction with implementing a sequence where the primary stopes would be backfilled with cemented aggregate fill (CAF). Footwall drives were developed adjacent to the rockfilled stopes, allowing for the installation of horizontal grouting conduits, as well as providing access to the top of the planned 3860 and 3900 level stopes for the placement of CAF. An interval at the base of the previously rockfilled stopes was grouted at multiple horizons to achieve the required thickness, with a comprehensive quality assurance/quality control (QA/QC) process undertaken. Primary stopes were CAF backfilled via an arrangement of downhole winzes, linking the top of primary stopes to cross-cuts developed off the associated footwall drives. CAF was delivered underground through an open reticulation network that was extended to the specific levels. Overall the successful implementation of the revised mining method effectively increased ore recovery while maintaining control of overbreak and dilution, providing significant financial upside. This was achieved while maintaining effective controls in light of the changes to the risk profile. Stabilisation of the existing rockfill has allowed the extraction of stopes to full height, including the originally designed sill pillars, representing an average 23% increase in ore tonnes on the initial design, with dilution from the stope crowns averaging less than 1%. The use of CAF in association with primary/secondary stoping, eliminating the need for rib pillars, has yielded an average 47% increase in ore tonnes compared to the base case mine design.

Mar 15, 2021

By L Manca, P B. Hills, D Tyler, N Pollington

This paper describes a collaborative project undertaken by Newcrest Mining Limited (Newcrest) and pitt&sherry to identify, develop and then implement global best practices to manage the exposure to inrush (dry and mud) hazards in underground mining operations. An extensive literature review was undertaken to identify past experience globally and the current state of knowledge and practice in managing inrush hazard. A key requirement of the literature review was the development of a list of guiding questions which would form a framework for approaching operators to discuss the topic, capture recent learnings and understand current operating practices to allow the development of a best practice solution. An initial cohort of 14 mines across four continents chose to contribute and detailed interviews were carried out by the project team. The outcome from the literature review, interviews with participating mines and various internal discussions was a comprehensive summary document detailing Basic versus Best Practice management of the inrush hazard. This document is being used as a gap analysis tool by Newcrest to assess and guide the management of inrush hazard at their existing and future operations. The summary document has also been provided to the participating mines for their consideration. The project is iterative and will continue to evolve as new experiences, knowledge and practices come to light.

Mar 15, 2021

By J Player, P Evans, G Sweby

Achieving quick underground access after the completion of an open pit mine can be critical to maintaining project value and ensuring regular ore feed to the mill. This paper outlines the design and construction for two portals in an active open pit to commence underground development quickly whilst installing appropriate ground control to maintain long term access in an uncertain setting. Implementation of the portal designs was complicated by the change in underground design from hangingwall access to footwall access late in the life of the open pit due to preferable ground conditions. The portal locations did not have easy access for ground support installation integrated into the pit design due to the timing of the underground design changes. Practical implementation of the ground support systems subsequently became a key part of the project. Intact rock strength, rock mass characteristics, gradational weathering / alteration profile and structural information were modelled against pit displacement monitoring as the basis from which the portals were located and ground support schemes designed. Conditions around one of the portals necessitated numerical modelling to estimate the appropriate level of ground control for long term stability. The design was completed whilst the open pit was actively on-going and the portal areas not entirely exposed. The rock mass assessment and analysis for the two portals indicated different ground support scheme capacities would be required. The expected level of control for one of the portals also necessitated the use of monitoring with extensometers and load cells to ensure the rock mass response and ground support scheme performed as planned. Construction of the portals demonstrates the benefit of a considered design process, a plan which allows practical installation of ground support schemes where access is limited, the benefit of ongoing monitoring to ensure performance remains within design limits and the challenges involved working within an active pit with limited floor space.

Mar 15, 2021

By H Allday

The mining industry’s attention has shifted over the last decade with the recovery from the downturn resulting in greater development of innovation and new work methods in a bid to remain competitive and deliver higher productivity. The emphasis on cost reduction to improve profit margins has primarily been the focus of the “work smarter” campaigns embraced within the industry. But is this strategy holistically the best-for-business, or does it place a ceiling on revenue opportunities and inhibit mining companies from truly maximising value? Businesses need to maintain a balance between active cost management and revenue generation often resulting in cost reduction strategies at site level. These strategies have merit, assessing areas of cost wastage across operations and creating space for opportunity. However, this potentially can create distractions from the goal of enabling growth and lead to the sacrifice of quality and delivery. Focusing too heavily on cost reductions without addressing revenue generation is an unprofitable lens to look through, and the relationships between cost, revenue, quality and profit margin can often be overlooked resulting in missed opportunity to maximise value. How these relationships are effectively employed by mining companies to reap the rewards from an overarching corporate perspective down to site level remains a fluid concept depending on the nature, operating market and strategy of the business. A common directive from businesses to their operations is to strive for greater profitability and productivity. The quantification of these requirements, and the nature of the cascading message delivered, impacts the methods employed by the operational team to meet the expectations of the business. Cascaded strategies, if not delivered with appropriate participation and buy-in can often be perceived to be knee-jerk and create frustration for operations who are squeezed to deliver on expectations by slashing site costs. This squeezing is not only felt by the mining operation but at the individual level and can result in increased team stresses. In some cases, this may also steer behaviours towards activities that result in corner cutting and an elevation of operational risk, potentially increasing associated incidents and injury. Driving down costs by any means can create an unhealthy tunnel vision where value is no-longer assessed for best-forbusiness results. By flipping the viewpoint to a value-based approach revenue opportunity may be realised and potentially exceeded, however this opportunity may be missed if value is over shadowed by a cost heavy focus. By analysing a selection of real operational cases (ranging from mining contractors through to in-house mining giants), it becomes apparent that practical revenue maximisation strategies are not only key to an increase in value and cash flow but to a stronger understanding of business drivers for sites and operators alike. In the cases evaluated additional revenue opportunities are foregone in favour of cost reduction strategies resulting in negative impacts on the associated operations and wider businesses. Alignment towards value generation is king. If strategies are not implemented focusing towards value and revenue maximisation, the opportunity loss experienced by mining operations could continue be great and the question should be posed; when the next up-turn hits will operations be ready to reap the rewards or still have a glass ceiling above their heads?

Mar 15, 2021

By S B. Fitch, S A. Wilson, A J. R Barr, P R. Searle

Improving the safety culture and performance of any operation is a fundamental goal of every mine operator. Methods of implementing, or changing a culture have developed from the early methods of operant conditioning, for example rewarding crews for achieving nominated safety milestones i.e. 3 months Lost Time Injury (LTI) free through to the current model of engaging a workforce through education and empowerment. As a large scale and mature operation with multiple contractors, Telfer has been exposed to numerous programs throughout its history. This has provided the opportunity to build on and complement these systems by integrating key elements from each. SAFE 360° is a new approach developed to engage the workforce in a holistic approach to encourage positive behaviours across all facets of an individual’s life which results in a focus on situational awareness at all times, rather than being workplace specific. It is based on three key modules: • Emotional Intelligence • Mindfulness • Situational Awareness Each module has a series of modules that help enhance the individual’s sense of self, leading to an ability to self-reflect and self-manage whilst empowering them with the moral courage to challenge their peers to raise standards. Since commencing this SAFE 360° behavioural safety risk management journey in November 2017, we have witnessed a change in the way our workforce engages with each other, their workplace and with management. There has been an increase in hazard perception, identification and ownership of issues, and we have seen a significant decrease in site TRIFR rate from 13.7 to 5.7 (as of April 2019). This paper will provide an overview of the program, how it has been implemented, case studies to demonstrate outcomes and KPIs used to measure effectiveness.

Mar 15, 2021

By J Say, M Hawtin, L Carlon, P Cann

Historically, production from sublevels of the Ernest Henry Mine (EHM) started from blind uphole rises at the end of slot drives. Where previous investigations considered removing these slot drives and starting production with independent ore drives, any development savings were consumed when drives were extended to minimise ore loss. Since 2017, EHM and Orica have been investigating opportunities to optimise drill and blast practices by implementing Orica’s Wireless Electronic Blasting System (WEBS). To reduce ore drive development metres, a novel design was proposed utilising the WebGen™ 100 system to combine a rise with pre-charged widening firings. Initially these new rise and widening firings achieved results similar to previous EHM designs, achieving on average 81 per cent of design height and width. Due to poor performance of the fourth trial a significant re-design was required. Modifications included drill hole re-positioning, in-hole primer relocation and initiation delay adjustments. Since the re-design a step change in rise performance has been observed with rise and pre-charged widening shots averaging 95 per cent of design height and width. With rise and widening performance exceeding expectations, the removal of slot drives has allowed a substantial reduction in lateral development. Development savings of 165 m and 169 m from the RL1325 and RL1300 levels have been achieved. Primary draw and ore recovery has also increased due to the later addition of pre charged forward stripping rings. Level design changes have also significantly improved the mining cycle by allowing for a reduction in required ground support, improved secondary ventilation, a reduction of critical path development, simpler production scheduling and less wear and tear on machinery. Future mine level designs now incorporate key learnings and are proving beneficial to a variety of scenarios including changing orebody boundaries at depth.

Mar 15, 2021

By G R. Power

A useful way to assess potential productivity of SLC mines is by quantifying tonnes/drawpoint/day to be extracted from the mine. However limited industry information has been published to help mines benchmark this number. This paper assesses industry data which can be used to support estimates of potential productivity from new mines based on tonnes/drawpoint/day. The information used has been extracted from historical production schedules which indicate what was achieved, rather than what was planned. It has been assessed using an algorithm created for the purpose and is presented with discussion of varying definitions of active drawpoints, analysis of the data and inquiry into some of the underlying contributing factors.

Mar 15, 2021

By H Guthrie, J Hodder, J Bain, S Durkin

Australian mines have traditionally relied on diesel powered vehicles to fulfil their light vehicle needs. There are many reasons for the resources industry to review its use of diesel-powered vehicles. The international industry has developed projects to explore the use of Battery Electric Vehicles (BEV) as a more sustainable alternative to traditional diesel-powered vehicles. While the technology for cost-effectively applying modern high-performance lithium-based batteries to the mining environment has existed for over a decade it is yet to be widespread throughout the industry. Through the collaboration of Safescape, 3ME Technology and Kirkland Lake Gold, with funding from Mining Equipment technology services (METS) Ignited, the project has focussed on advancing the Australian METS sector’s capability in the rapidly approaching implementation of BEV technology. This paper reports on the collaborative approach to develop a prototype vehicle; explains the selection criteria for the various components of the vehicle; and details the risk-based approach to developing a scalable product to replace existing underground light vehicle fleets. The prototype vehicle was tested underground at Kirkland Lake Gold’s Fosterville operations in Victoria beginning in October 2019. Reporting from these trials focusses on the key factors affecting underground operations. These include driveability, safety, charging and cycle times. Gathering data around energy consumption through normal daily duties enabled a model of energy consumption and charging requirements to be developed such that various applications of the electric vehicle can be considered against existing diesel-powered vehicles. This has provided insight into the impact on daily operations, and the way forward for large scale implementation.

Mar 15, 2021

By M Franklin, C Puglisi, S Fitch

Implementation of a well planned and executed Management Operating System (MOS) can result in widespread improvements to operational performance but its success relies heavily on the investment by and engagement of the larger workforce with the project. Over the seven month period of the Telfer MOS project, significant improvements were achieved; a 20% increase in monthly hoisted tonnes from the open stope and sublevel cave operations and a 45% increase in square metres of ore extracted from the narrow vein operation. The Telfer MOS was undertaken with the intention that the project wasn’t solely about producing new tools, it hinged on the investment and behaviours of the personnel affected by these tools and alterations. To ensure that the project ran smoothly, the Byrnecut senior leadership team and their operators were heavily involved in the project’s development. In the initial stage, Telfer’s MOS project determined that the quality and accuracy of the information received in the form of radio calls to mine control and completed operator plods was questionable. This required an overhaul of the data collection and verification process in the form of altered operator plods, which was then cross referenced with the operator’s radio calls to mine control. Once the data collection and verification process was implemented, the Telfer team was then able to produce several tools with the aim of providing visibility to the data being captured and its implications. These tools allowed the mine foremen to determine whether equipment was being under-utilised and where they should focus their production efforts to meet monthly targets. Whilst the initial underground project is now complete, the implementation of MOS across the entire site is ongoing with significant operating improvements occurring.

Mar 15, 2021

By J Northfield, L Neesham

The GRE46 Underground Project lies beneath the environmentally unique and culturally endowed shore of Lake Cowal. The ore body is open both along strike and at depth and is currently defined to a strike length of 1.5km and depth of 800m. The Warraga exploration decline commenced in March 2019 and represents the first stage of the Project, which is expected to underpin production at Cowal Gold Operations (CGO) for a period exceeding 10 years. Mining operations at Cowal commenced in 2005, following a period of over 20 years of exploration and permitting. In 2015 Evolution Mining (Cowal) Pty Limited (Evolution) acquired the operation from Barrick Gold Ltd (“Barrick”). Barrick had a life of mine plan that anticipated a cessation of operations in 2024 at a processing rate not exceeding 7.5 Mtpa. Evolution have grown the regional endowment considerably and have a currently approved mine life out to 2032 with a currently approved maximum processing rate of 9.8 Mtpa. This paper examines the history, current status and future path of one part of that plan, the GRE-46 Underground Project. Topics for discussion include discovery, Mineral Resource growth under different ownership philosophies, planning, permitting and commissioning of an exploration decline and bulk sampling project, and integration with the possible future mine. Environmental sensitivities affecting regulatory approvals, timeframes, technical challenges, opportunities and solutions are discussed, along with the path required to fast-track production from the existing 14Mt, 1.4Moz Mineral Resource while complying with the requirements of modern, responsible project development stewardship.

Mar 15, 2021

By S N. Donaldson, B L. Hollis, K Wynn, L Potts, M Evans

A real-time load-haul-dump (LHD) dispatch optimisation tool has been deployed at Panel Cave 1 and Panel Cave 2 at Newcrest’s Cadia Valley Operations. The tool, known as ORB, is the first known successful implementation of an optimisation-based, autonomous, real-time dispatch tool, custombuilt for underground mining operations. ORB can co-ordinate the optimal dispatch of LHD’s in a block cave to achieve a range of objectives while adhering to draw compliance and geotechnical constraints. It is an example of highly automated short-term interval control. This paper starts by outlining the pre-existing business planning process, detailing the simple logic that produced the daily draw order. Next, the motivations for a real-time dispatch tool are presented, drawing comparison to the limitations in existing planning processes and how these can be overcome through an optimisation-based, autonomous, real-time dispatch tool. Subsequently, the paper details the Ratio Bogging Draw Strategy, through which tonnes targets are expressed continuously on draw bells or draw points as a ratio of total cumulative cave draw. This signifies artificial planning boundaries are removed and that draw targets are linked within a cave; such that tonnes are unlocked by bogging other parts of the cave, instead of as a function of time. This creates incentive within the target mechanism for fixing and bogging struggling draw areas whilst allowing uncapped progress if all draw targets are progressing within compliance. Furthermore, the optimisation tool developed is outlined, including the data it uses and the objectives it optimises. Finally, detail on the improvements to operations the implementation of this tool has brought, and the business process change it has facilitated are presented using Newcrest’s Cadia Valley Operations as a case study.

Mar 15, 2021

By R Ballantyne, M Adams

Time Usage Models, used as a basis for calculating performance indicators for mobile mining equipment, have developed from very simple to very sophisticated models. This development has paralleled the increased collection and analysis of production data that itself has been enabled by the evolution of underground voice and data communications along with the relevant information systems. A Time Usage Model divides the hours that equipment is (or is not) used into standard components, by a hierarchical breakdown, so that measures of productivity can be used to compare performance of both people and equipment. The calculation of equipment availability, and thus the underlying Time Usage Model, has always been an extremely emotive topic as different groups use time usage information for different purposes. The direct link between measuring performance Key Performance Indicators (KPI) calculated from these models and employee rewards impacts upon the workforce. This paper discusses the conflict in use by various stakeholders and proposes ways to address some of the more contentious issues each supported by case studies. The simple status code functionality used by early systems has proven inadequate, leading to the evolution of “work-arounds”. These workarounds have become the norm and unfortunately have become embedded in the next generation of models and the information systems that incorporate them. This paper contends that the industry should stop building Time Usage Models to accommodate shortcomings in proprietary systems, but rather collaborate with suppliers to develop innovative methods to deal with the fundamental requirements. There are many points of differentiation that are not clear-cut. Pitfalls are discussed as well as threats to success. A framework of rules is developed as guidelines for how a Time Usage Model should be developed and applied. This will hopefully stimulate the on-going discussion as to how Equipment Availability and other components of the model should be calculated.

Mar 15, 2021

By C W. Davis

Every diesel engine emits approximately 100 million nano diesel particles (nDP) per cubic centimetre of raw exhaust. Each nDP has a diameter of between 50 and 70 nano metres or 1/100th the size of red blood cells (diameter of between 6 and 8 microns). When inhaled, some nDP pass through the lungs and penetrate all body tissue [1]. Europe and North America have recognised and are addressing the long term health problems posed by nano diesel particulate matter (nDPM) across their societies [2.3]. Australia has been slow to recognise the issue, at both a societal and mining industry level. There are chronic health effects for every underground miner and serious legal issues for mining companies with increasingly stringent Occupational Health and Safety legislation being implemented at a state level across Australia. This paper will review progress within Australian society and more particularly the underground hard rock mining industry, particularly in Western Australia (WA).

Mar 15, 2021