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By Elaine T. Cullen

Educating the public about the role of mining and minerals can be a challenge. While it sometimes seems that little is being done to counteract negative publicity, there are many exciting things happening across the country that are helping meet this challenge. This paper will discuss existing minerals education activities and will provide tips for developing successful programs for a variety of groups, from students to industry to minerals educators themselves. The paper will also include an overview of the 9th annual National Minerals Education Conference held in July 2000 in Spokane, WA.

By C. Richard Tinsley, Norman Miskelly, S. James Hodge

Construction of the Ranger uranium project, located 230 kms east of Darwin in the Northern Territory, Australia, commenced in January 1979. Energy Resources of Australia Ltd (ERA) was incorporated in February 1980 to acquire all the rights in the project. The total cost to ERA of these rights was A$407 million, made up of A$125 million in cash to the Federal Government and the issue of 125 million A$1.00 shares at par, plus a payment of A$16 million in cash to each of Peko-Wallsend Ltd. (Peko) and EZ Industries Ltd. (EZ). ERA's cash requirements to complete the project were estimated in October 1980 to be A$553 million. Project loans, secured by first ranking debenture stock, were arranged for a total of US$390 million, while second-ranking debenture loans totalling A$60 million were [ ] obtained from the vendors, Peko and EZ. Overseas participants (power utilities who had agreed to purchase uranium yellowcake under contract) arranged to take up 25% of the equity capital for A$102.5 million; Peko and EZ were allotted 30.5% each as satisfaction of vendors' consideration; and 14% representing A$57.5 million was issued to Australian residents in an underwritten public flotation in November, 1980. The loan and equity financing arrangements required the successful resolution of many complex and interlocking factors, including technical and economic feasibility, agreement with Aboriginal interests, compliance with Government policies, and securing of sales contracts.

Jan 1, 1985

By S. Marsland

Reference materials have always been important for validating and controlling analytical methods. They have recently become even more important as quality requirements have become more stringent and customer demands for properly verified and controlled results increase. Clients, especially from the resource exploration industry, demand critical validation of all results reported. Mintek has been producing geological and semi-processed ore references since the early 1970s and recently, due to increase in demand, other manufactures have entered the South African market. This paper describes analytical challenges from the customers? perspective, the customers being metallurgists, mine geologists, environmental scientists and geologists from resource companies. Reference materials with their appropriate use and a good understanding, can aid greatly in building confidence in the results, choosing the right laboratory for a project, deciding which set of results is correct and providing evidence to the customers? clients that the best possible results have been obtained

Jan 1, 2007

By D. F. Sinclair

It is often said in business that if you don't have a customer you don't have a business. The same rule applies to project evaluation; if you don't have customers you really don't have a viable project. It is therefore essential that in the early stages of project evaluation the following fundamental questions are addressed: ? What products will this project produce? ? Who are the potential customers? ? What are the customers' requirements with respect to grade and impurities? ? Do they have adequate capacity to take the production from the proposed project? ? Will the products introduce adverse effects in the customer's process circuits? ? Will additional waste streams requiring disposal be produced? In the past the attitude has been along the lines of the customer will take whatever we produce at the mine site. Times have now changed with customers now operating under much tighter environmental regulation with waste disposal becoming increasingly difficult. It would therefore be prudent that the principles of product stewardship be used as a tool in project evaluation. This paper will provide a general discussion on customer requirements and provide detail on case studies of the impact of mine products on smelter process circuits. It will provide examples where there were synergies between the mine product and the smelter circuit and where the mine product had adverse impacts on smelter performance.

Jan 1, 2007

It is often said in business that if you donÆt have a customer you donÆt have a business. The same rule applies to project evaluation; if you donÆt have customers you really donÆt have a viable project. It is therefore essential that in the early stages of project evaluation the following fundamental questions are addressed: What products will this project produce? Who are the potential customers? What are the customersÆ requirements with respect to grade and impurities? Do they have adequate capacity to take the production from the proposed project? Will the products introduce adverse effects in the customerÆs process circuits? Will additional waste streams requiring disposal be produced? In the past the attitude has been along the lines of the customer will take whatever we produce at the mine site. Times have now changed with customers now operating under much tighter environmental regulation with waste disposal becoming increasingly difficult. It would therefore be prudent that the principles of product stewardship be used as a tool in project evaluation. This paper will provide a general discussion on customer requirements and provide detail on case studies of the impact of mine products on smelter process circuits. It will provide examples where there were synergies between the mine product and the smelter circuit and where the mine product had adverse impacts on smelter performance.

Jan 1, 2007

By Detlef Ehlert

With the proven “Plug & Work” concept developed by SMS Siemag, automation systems are tested and optimized in the test field in a near-reality environment before being shipped and commissioned at a customer’s site. The process and production simulations provide scenes showing the specific mechanical equipment, the drive systems and the technology of the corresponding customer plant. Beside the technological simulation of the plant and the IO-simulation with the automation system, the production simulation is one of the three important parts of the Plug & Work simulation environment. It serves two important additional purposes: the 3D visualization of the entire customer plant on the one hand and the mapping of the logistic procedures in the plant on the other. In order to provide a close-to-reality visualization of the plant, the original design data of the individual customer plant are used for creating the visualization and prepared using an appropriate export filter. In this way, it is ensured that production sequences can be optimized in advance together with the customer, so that each customer can be trained on his own future plant.

Aug 16, 2017

By O. Lundhede

Today, systems and machinery usually are designed to meet only one specific customer?s requirements. One reason for this is that underground automation and smart functions are often developed tightly together with a customer. This is natural, since risk and cost can be shared between the customer and the supplier. Nevertheless, when the automation product develops and the market increase this will cause problems: The highly specialized products will not fulfill the next customer?s demands. In order to cope with this problem, Atlas Copco works towards a common platform. Instead of designing solutions for specific customers, we will lift the abstraction and focus on standardized modules. These modules, or function blocks, can then be combined in a large variety of configurations. The benefits of combining modules into products are, for example: increased flexibility when options are available for many machines; easier commissioning and maintenance since less different spare parts and tools are needed; and easier operation since the user interfaces have a similar look and feel. This paper will present the ongoing work towards standardized modules. We will discuss how our Rig Control System (RCS) allows for modular design at Atlas Copco. RCS has number of standardized modules that are used in different surface and underground mining and tunneling equipment. These modules are also used for optional products such as, drilling, radio-remote control, and telematics systems.

Aug 1, 2013

By Neil Smith

Mineral processing plants typically procure a range of industrial services from contractors. Their satisfaction and value received is directly affected by how the services are procured, rationalized and delivered. Conventional purchasing strategies often focus on price rather than on optimizing the service relationship between supplier and customer. The nature of this relationship may have the greatest potential to reduce costs and enhance production. It has been documented that a service involves simultaneous production and consumption. A high degree of customer involvement is often necessary for a successful outcome and the expectations and attitudes of the customer can positively or negatively affect delivery of the service. This indicates that the customer can enhance or diminish their own satisfaction and value received and the supplier cannot act alone for best results. The Optimax? Program for industrial services is a service delivery framework whereby a customer and supplier work together to raise the efficiency of the service exchange. The Optimax? Program is intended to help the customer optimize costs and maximize production by connecting the customer and supplier through shared information and objectives. This paper will review the basic nature of services, provide a couple of examples of conventional procurement strategies for services and outline the features of the Optimax? Program. A Case Study showing recent results from implementing the Optimax? Program will be included.

Jan 1, 2006

By Michael T. McCaffrey

The wide range of potential feed materials, process steps, and products in metallurgical facilities means that standard equipment might not be available to adequately meet the project technical and economic needs. Custom designed equipment should be considered only after rigorous research precludes purchasing standard equipment. However, the decision to use custom equipment introduces a new element of risk into the project. To manage the risk, custom equipment design should be developed through the same front end loading (FEL) phases as project development. If more than incremental development of custom equipment is required, appropriate test work or pilot trials are required to test key uncertainties. Important activities during custom equipment design include maintaining clearly defined performance objectives, conducting appropriate reviews, carefully crafting commercial and intellectual property agreements with design and fabrication partners, and assembling a multidisciplinary team with sufficient development expertise.

Jan 1, 2015

By Paul A. Glapa

Quality is much more than providing a product that functions properly. True quality is a way of thinking, a way of doing business, and, ultimately, a way of satisfying a customer?s long-term needs. A true commitment to quality requires a top-down management commitment, with a willingness to change what needs to be changed and to expand upon ?best practices? that are already done well. Is there a cost to creating and maintaining a quality program? Of course there is, but the cost of not having a focused program is much greater. We have come to regard quality as an investment that pays dividends to both the supplier and customer. The lack of quality costs everyone and the customer pays the ultimate penalty. With modern, highly engineered surface mining equipment the end user calculates cost in terms of lost production (revenue), not simply the cost of the part. Bucyrus International, Inc. is a company that has listened to its customers and has dedicated itself to implementing an advanced quality program. The ultimate goal being the creation of a high quality product with extended reliability for the customer. The result is reflected in Bucyrus? current product offerings and highlighted by the new 495HF electric rope shovels at Albian Sands mine.

May 1, 2003

By Anna Franzkowiak, Dean Gregurek, Alfred Spanring, Angelika Ressler

In order to determine the most suitable refractory products and improve the lining lifetime for the diverse furnaces used in the nonferrous metal industry, corrosion tests are performed at RHI’s Technology Center. The practical facilities include the cup test, induction furnace, rotary kiln, and drip slag test described in this paper, which enable a comprehensive understanding of the chemo-thermal brick wear on a pilot scale. The corrosion trials are performed with actual slags generated during operations at a customer’s plant. To determine the highest influencing wear parameter, every single test is combined with a detailed mineralogical investigation and thermochemical calculations performed using FactSage. Based on the results, tailored refractory solutions for the nonferrous metal industry can be provided in combination with trials conducted at the customer’s site.

Jan 1, 2014

One of the strategies introduced within Pasminco Mining to survive low commodity prices is to formally implement a `Quality Education System'. The net result has been a consistent approach to quality within and across mine sites. This `quality system' has been adopted in the technical computing environment and the immediate benefits have been: ò A clearer understanding of the systems, processes and relationships that involve technical computing. ò A re-focussing on customer (user) requirements. ò Inclusion of managers as customers with their own requirements of performance and quality, in addition to access to Executive Information. ò New ways to measure the `performance' of a technical computing environment which includes using maintenance costs. Observations are that there is an overlap between `traditional' information technology (IT) methodologies and quality systems being put in place in the broader workplace. This overlap is most apparent in the area of analysing customer requirements. In the IT environment customers are viewed as users, and their requirements determined by undertaking a requirements analysis. A data flow diagram traditionally used in the IT environment and not as a tool in quality systems, has been used in a novel manner to help identify the customers of the technical computing department. It has also been useful in illustrating the work processes and relationships between the entities in this diagram and in directing the future initiatives needed to fulfil the customers' changing requirements.

Jan 1, 1995

By D. R. Hack

The complexity of commercial mining software has gained rapidly over the past decade as hardware developments have surpassed software capabilities at a staggering rate. Software users, recognizing the limitations of off-the-shelf applications, have adapted embedded scripting languages. Custom programming has always had a vital role in mine computing innovations, yielding a dynamic research environment in industry and academia. Fields such as industrial minerals can benefit from customization of existing software, since the majority of mine planning software was designed for large metal mines. Different customization approaches utilizing embedded scripting languages are presented, with examples of sand and gravel applications in development. Following implementation by Surpac and development of the Surpac Command Language, Tcl has been widely applied. Mintec introduced Python, also extensible and portable amongst various operating systems, for use in their MineSight products. In early 2000, Gemcom introduced the use of Microsoft Visual Basic for Applications, widely used customization tools for a decade. Datamine implemented a flexible multi-language approach, with all program commands and processes available through the COM Server Interface. This extends customization from the existing macro language to scripting in HTML, JavaScript, or any language that supports COM.

Jan 1, 2003

By Steve Kral

Invensys is a London-based supplier of automation and control systems to a variety of manufacturing and processing industries. Through its global subsidiaries, Invensys provides customized, advanced process control systems and networks for automating industrial plants, including mineral processing plants. The company employs more than 80,000 people worldwide in its four divisions. They include Automation, Control, Powerware and Software Systems. These four divisions work together to design the complete package for their customer’s automation and process-control needs.

Jan 1, 2002

By José Fagundes Junior, Cleudson dos Santos Rego, Bruno Bastos da Silva Murad, Vitor Borlot Borba

Since the startup in 2002, the Hot Strip Mill at ArcelorMittal Tubarão has increased gradually the coil output as the customers demand new and more resistant dimensionally challenging (thinner and/or wider) steel grades. As a critical feature for customer applications, improvements have been carried out aiming a higher thickness performance and reduction of internal losses while still meeting the more restrict tolerances booked by the customers. This paper presents the recent thickness performance evolution since 2017 and the main actions deployed to improve it.

Oct 1, 2019

Background Chronology 2008 Positions May 8, 2010 Summit Going Forward Say one thing and do another ??Genuine passion to see our customers succeed?, ?A passion for exceeding our customer?s expectations? Self serving actions to gain competitive advantage at the expense of the customer No single supplier or technology can manage the overall mine and its integrated operation - April 2005: Informal meeting at Toronto CIM 2004 -Unanimous interest - July 2005: Formal Calgary Meeting, developed: - Scope and vision statement , - OEM/OTM communication plan, - industry communication plan - Aug?Nov 2005: Aligned with SMART - Nov 2005?May 2006: Direct OEM, OTM communication - May ?Sept 2006: Developed baseline standards - Sept -April 2007: Developed SMART document - Sept 2007: Document distribution and request OEM OTM response - Jan ?May 2008: Acquired OEM OTM feedback and positions May 2008: Results presented to SMART and discussions on next steps

May 1, 2010

By K. Fountain

In Novemeber of last year I visited a mica mine in Hunan Province, China. For nine months , we had been trying to sell Chinese mica to a customer in Belgium. Talking to the customer was like negotitating with a stone wall. The buyer refused to communicate any -thing other than his steadfast refusal to consider Chinese mica. He would not advise us what he wanted, what specifications or grades. He would give no indication if our price at market, or reasonable, or totally out to lunch. He would not even accept samples. It took no genius to guess that the mica buyer had at some time in the past bought a shipment of Chinese mica and had received a disaster. I invited the mica mine in Hunan in order to see for myself what could be done - without massive investment in equipment and instruments - to upgrade the quality of the mica for export. We had seen this type of customer reaction before. One disgruntled customer who had pur¬chased pigment grade barites direct from China ranted and raved about unreliable and inconsistent quality. It did no good to explain to him that China is a big country, with hundreds of mines scattered throughout many areas, each producing a different product. Our further explanation that Chinese export organizations also varied in degree and efficiency of customer service fell on deaf ears. Samples had no effect on his perception. Eventually we showed him photoraphs of two mountains of pigment grade barites. One lot was our sales of pigment barites to a major European minerals processor. Our Chinese barites stood proudly white and beautiful next to a hill of other material which now appeared at best mediocre and dull by comparison, and which the buyer had decided to reject after he received our Chinese barites. Finally the customer was sufficiently impressed to look seriously at our guaranteed specification and the outturn analysis performed by our other customer.

Jan 1, 1987

By Patricia O. Milley

Two years ago, AlliedSignal embarked on a journey to improve QUALITY. However, the focus of this endeavor was on the CUSTOMER and not the traditional product focus. It wasn't that a focus to improve product quality wasn't fruitful in the past. We've practiced it in the chemical industry for many years with significant results. But our industry today is in a survival mode and yesterday's way of doing business is simply not good enough. In the mining industry, we have to make lug strides in how we do business or face losing our customer base. As you are well aware, other parts of the world are importing our technology at a rapid rate. We must work smarter to stay ahead of our customers ever more demanding need for higher quality at lower prices. With this as a driver, throughout the Corporation we reviewed in depth how we support our customers to keep them competitive and sought to eliminate work which did not help them reach this goal. Our first year of emphasis was on tools: how to hold meetings, gather data, and how to make decisions. This sounds very basic, I know, but you can't begin to imagine how productive meetings can become when you start with an agenda and prework delivered days in advance, and agree at the start of the meeting what should get accomplished. In the second year, we applied these tools to our work processes. We mapped how we do our work, scrutinized each step for value to the customer, and then set to work on how we could do things better. The areas we concentrated on were customer linked commercialization of new products, manufacturing and materials management. Our discussion today will focus on the commercialization of new products.

Jan 1, 1994

IBI Alliances ? Government ? People ? Academic ? Associations ? Media ? Customers ? Agencies ? Shareholders ? Industry consultants ? Investment Authority ? Geological Survey ? Department of Mines ? People ? Local Residents ? Mineworkers ? Academic ? University of Guelph ? Uganda Vermiculite Institute ? Associations ? TVA ? Organic Certification ? Media ? Canada ? International ? Customers ? Advocacy role ? Agencies ? Regional International

May 1, 2006

By E. D. Gardner

A custom gold and silver plant is one that treats ores for a fee. Usually such plants are located in mining districts and treat local ores. Ores of milling grade generally can stand only moderate transportation charges. These plants are scattered throughout the West. Most plants now doing a custom business originally were built by mining companies to handle ores from their own mires. As excess mill capacity became available ores from neighboring properties were treated, vainly as an accommodation. Later, as their own ore bodies became depleted, the mills were operated entirely on a custom basis. A few plants pull ore from their own mines only when the supply of custom ore is insufficient to keep the mill operating. Some of the present custom plants were built for custom work alone. Although built originally to treat the ores of the Golden Cycle mine, the Golden Cycle plant at Colorado Springs, Colo., soon became a custom mill and has been operating successfully for many years. It is the largest gold mill in the Western States and. treats Cripple Creek ores, from which most of its tonnage still comes. The plant is equipped to treat a great variety of ores and receives shipments from a wide area. It competes with smelters in Colorado, as it has a roasting plant to prepare sulphide concentrates for treatment in its cyanide plant. Most custom mills, however, are not adapted for more than one or two kinds of ore. Gold occurs in its ores both in the metallic state (free) and locked up in sulphides. It also occurs in a few places, notably at Cripple Creek and a few other Colorado districts, as tellurides. Mien the gold occurs in the native state, the ores is said to be free-milling and can be recovered by amalgamation. Usually, however, some subsidiary treatment is required to make a satisfactory extraction. Amalgamation generally was followed by tabling in the earlier mills; at present, flotation has replaced tables at many places. As depth is reached in raining and the workings extend below the oxidized zone the character of the ore usually changes, or, as the miners say, "it gets base". Since the advent of flotation, the average recovery of gold in base ores has been improved-greatly. Cyanidation is applied to some types of both gold and silver ores. The recovery by cyanidation is in general considerably higher than by other methods in vogue and in addition has the advantage of making a finished product which can be sold directly to the mist, thus obviating smelting charges on concentrate and discounts

Jan 1, 1935