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By J. J. Laffin

In the pursuit of comfort and safety, the wonders of science have given us controlled heating and cooling, thus enabling us to enjoy all the aspects of present-day living to an extreme never previously •envisaged. Man's attempt to conquer the elements largely involves con-trolling the temperature around him. Without having conquered this aspect, his body energy would be consumed in trying to maintain physical comfort, rather than being invested in the explorations which have resulted in man's control over the forces of nature. The indirect methods used to obtain the most agreeable temperature environment were developed because of the natural tendency to strive for increased safety, convenience and comfort. Until the twentieth century, when heat generated by atomic fission became a reality, man's only source of heat, except for that of the sun, came from his discovery of fire.

Jan 1, 1962

By J Cook

In this paper we present a case study of the challenges and opportunities associated with the development of cultural heritage management strategies at the Lihir gold mine in Papua New Guinea. We discuss the contextual drivers and constraints, and outline the ways in which Lihir Gold Limited is aiming to set new industry bench marks for the region through the development of values-based best practice cultural heritage management programs. This approach is largely based upon a compliance partnership with a local stakeholder group. We argue that such partnerships are a prudent means of mitigating company risk, while constituting a far more necessary tool for local people in the reconceptualisation and negotiation of the experiences of significant social change and modernisation experienced in the context of recent resource development.

Jan 1, 2009

By Daniel W. H. Su

A nearly 305-m- (1,000-ft-) wide sandstone channel was projected to run through the mid panel area of a 457-m- (1,500-ft-) wide longwall panel in a southwestern Pennsylvania coal mine. This sandstone channel was known to cause serious longwallface roof control problems in the mine?s B-panel area in 1998 and 1999; and most recently, it induced many large face cavities and caused a substantial production delay in the preceding panel. For the two B panels mined in 1998 and 1999, hydraulic fracturing of the massive sandstone was conducted to facilitate better caving, thus relieving cantilever compressive stress at the longwall face. Vastly improved longwall face condition was observed and four weeks of mining delay due to bad roof conditions were eliminated. The implementation of the hydraulic fracturing technique, results of underground observation and measurement, and results of numerical modeling were summarized in a paper presented in the 20th International Conference on Ground Control (Su et al., 2001). This article is a summary of the activities that took place during a four-month period (October 2011 through February 2012) at a Consol Energy longwall mine southwestern Pennsylvania to improve face conditions and safety of underground personnel during mining of the 457-m- (1,500-ft-) wide longwall panel. The elevated concern for safety was driven by adverse face conditions encountered while mining the preceding longwall panel. Many of the problems were attributed to a thick and massive sandstone channel. A joint task force consisting of coal operations engineering, Pennsylvania operations engineering and CNX Gas personnel was formed in August 2011, which recommended drilling four hydraulic fracturing holes along the center axis of the sandstone channel to reduce pressure and improve face conditions at the longwall face. To further provide detailed monitoring of the longwall face and to evaluate the effectiveness of the hydraulic fracturing program, the Longwall Visual Analysis (LVA) software (Hoyer, 2011) was installed in early December 2011 to track the face pressure and c

Jun 1, 2013

By Frederic Brunton

I. INTRODUCTION THE smelting plant of the British Columbia Copper Co. at Greenwood, B. C., now closed because of the decline in the price of copper due to the European war, is of special interest to metallurgists for several reasons. It was successfully smelting in blast furnaces the lowest grade copper ore of all plants in America. In order to do so, it had to run at' very high efficiency, which necessarily required a large tonnage per square foot of hearth area, together with the minimum amount of labor and other costs. The furnaces smelted daily 2,250 tons of ore (6.62 tons per sq. ft. of hearth area), carrying 0.85 per cent. of copper, at a smelting cost of $1.18 per ton. The entire plant required 130 men to operate it and keep up repairs, showing a labor efficiency of about 17.5 tons per man per day. In the present paper, the method of obtaining these results is shown. Most of the information contained in this description I obtained as Assistant Superintendent, during the two years preceding the present shutdown. Other sources of information to which I am indebted are: The British Columbia Copper Co., Ltd., by Alfred W. G. Wilson, in The Copper Smelting Industry of Canada; Greenwood Smelting Works, by J. E. McAllister, Engineering and Mining Journal, vol. xci, pp. 1011 to 1015 (May 20, 1911); and Description of the Copper Smelter of The British Columbia Copper Co., by W. L. Bell, in Transactions of the Canadian Mining Institute, vol. xvi, pp. 151 to 154 (1913).

Jan 7, 1915

By Jacque Trottier, Marcel Vallée, Gratien Gélinas

"Mineral exploration in Canada traditionally has gone from boom to bust in cyclical pat-terns following market and discovery cycles, but other endemic factors related to exploration financing and performance have contributed to the amplitude and recurrence of these fluctuations. In view of these problems, junior exploration is reviewed here in a marketing perspective, looking at the 4 Ps: Product, Price, Placement and Promotion.In the 1980s, MEDA incentives gave the shares of junior and mining companies significant price and promotion advantages, and contributed to excessive exploration funding. Many were thus led to minimize the basic values needed for continued investor interest: appropriate levels of product quality, sustained share value and customer satisfaction. Basic changes are needed to improve the marketing of junior mineral exploration in the future, with or without improved fiscal incentives. To be successful, the required improvements must come from the technical participants, but the financial partners also need to be involved.Exploration in Canada must be marketed with vigour, both in Canada and internationally. Exploration, mine development and mine production are essential to our economy. They are environmentally acceptable and they are welcome in Quebec and in most Canadian provinces and territories. Canadian exploration and mining are entrepreneurial industries that must take better advantage of their strengths and achievements and remove the shortcomings that hinder them: nobody can do it for them!"

Jan 1, 1996

By Richard A. Mullins, James J. Merle

Systematic sampling and analysis in coal-washing plants results in product control and economical operation. A well-organized laboratory system reduces operating costs and increases sales if the operating and sales companies make full use of information it supplies. The operating cost of a control laboratory is less than 1 pct per ton of coal produced. THE system of laboratory control as practiced by the Ayrshire group of mines was begun with the construction and organization of the first laboratory in conjunction with the completion of its first wash-ery in 1941. The primary purpose of this laboratory was to maintain a check on the quality of the coal produced from the washing plant. The laboratory was equipped to determine proximate analyses, float-and-sink tests, and screen analyses, and was staffed by a chemist. an assistant. and a technician. Members AIME, are Assistant Preparation Manager and Chief Chemist, respectively, Ayrshire Collieries Corp. and Subsidiaries, Danville, Ill. Joint AIME-ASME Fuels Conference. French Lick. October 1949. TP 2855 F. Discussion (2 copies) may be sent to Transactions AIME before June 30, 1950. Manuscript received Aug. 22, 1949. Soon it became apparent (1) that product control could be accomplished, (2) that a substantial reduction in operating costs could be effected by close control of coal losses in the rejects, and (3) that information furnished by the laboratory was of continuous value to the operating and sales companies. Consequently the laboratory function was expanded to supply them with additional data as required. As the parent company expanded and new mines were added, control laboratories were established at each mine equipped with washeries, and a central laboratory was maintained at one of the mines that was located equally convenient to all of them. A well-planned control laboratory assures production of a uniform, high-quality product. Whenever coal of substandard grade is loaded inadvertently, the sales company can be informed and the proper channel of distribution made. Conversely only constant and strict laboratory supervision can insure proper production of the various grades. Knowing the product, the producer can keep out of many customers' arguments that may be both awkward and expensive. Double checking between customers and mine laboratories have solved many disputes' Some nager insist On buying coal On the analysis basis only, with penalties for substandard coal and premiums for coal above normal quality. A substantial percentage of the coal sold by the Ayrshire group is of this nature. The usual procedure is for the customer to sample and analyze the coal as it is unloaded at the plant, and the mine laboratory samples it as it is loaded at the mine for subsequent analysis by the central laboratory. Only the unloaded moisture is considered, rather than the average of mine and plant moisture, and the buyer sends duplicate samples to the central mine laboratory for this determination. The average of the two analyses determines the price of coal at the mine. In this particular case, the laboratory plays an important part in increasing realization for two reasons: (1) every attempt is made to maintain plant efficiency and product quality as high as possible, (2) check on analyses and sampling by the buyer or seller.

Jan 1, 1951

By Richard A. Mullins, James J. Merle

Systematic sampling and analysis in coal-washing plants results in product control and economical operation. A well-organized laboratory system reduces operating costs and increases sales if the operating and sales companies make full use of information it supplies. The operating cost of a control laboratory is less than 1 pct per ton of coal produced. THE system of laboratory control as practiced by the Ayrshire group of mines was begun with the construction and organization of the first laboratory in conjunction with the completion of its first wash-ery in 1941. The primary purpose of this laboratory was to maintain a check on the quality of the coal produced from the washing plant. The laboratory was equipped to determine proximate analyses, float-and-sink tests, and screen analyses, and was staffed by a chemist. an assistant. and a technician. Members AIME, are Assistant Preparation Manager and Chief Chemist, respectively, Ayrshire Collieries Corp. and Subsidiaries, Danville, Ill. Joint AIME-ASME Fuels Conference. French Lick. October 1949. TP 2855 F. Discussion (2 copies) may be sent to Transactions AIME before June 30, 1950. Manuscript received Aug. 22, 1949. Soon it became apparent (1) that product control could be accomplished, (2) that a substantial reduction in operating costs could be effected by close control of coal losses in the rejects, and (3) that information furnished by the laboratory was of continuous value to the operating and sales companies. Consequently the laboratory function was expanded to supply them with additional data as required. As the parent company expanded and new mines were added, control laboratories were established at each mine equipped with washeries, and a central laboratory was maintained at one of the mines that was located equally convenient to all of them. A well-planned control laboratory assures production of a uniform, high-quality product. Whenever coal of substandard grade is loaded inadvertently, the sales company can be informed and the proper channel of distribution made. Conversely only constant and strict laboratory supervision can insure proper production of the various grades. Knowing the product, the producer can keep out of many customers' arguments that may be both awkward and expensive. Double checking between customers and mine laboratories have solved many disputes' Some nager insist On buying coal On the analysis basis only, with penalties for substandard coal and premiums for coal above normal quality. A substantial percentage of the coal sold by the Ayrshire group is of this nature. The usual procedure is for the customer to sample and analyze the coal as it is unloaded at the plant, and the mine laboratory samples it as it is loaded at the mine for subsequent analysis by the central laboratory. Only the unloaded moisture is considered, rather than the average of mine and plant moisture, and the buyer sends duplicate samples to the central mine laboratory for this determination. The average of the two analyses determines the price of coal at the mine. In this particular case, the laboratory plays an important part in increasing realization for two reasons: (1) every attempt is made to maintain plant efficiency and product quality as high as possible, (2) check on analyses and sampling by the buyer or seller.

Jan 1, 1951

By A Jha, R Merz

The substantial growth in world demand for Queensland coking coal has seen a number of new coal mine developments in the Bowen Basin in recent times. The Bowen-Broken Water Supply Scheme (BBWSS) is presently based on water supplied from Eungella Dam and storages at Collinsville to two major pipelines. In early 2004, three successive years of well-below average rainfall had left Eungella Dam at critical levels, threatening the regionÆs mines, which rely on it for their essential water supply. SunWater noted that without significant inflows into Eungella Dam, or the development of a new water supply to the region, existing mines would be severely restricted in water supply, and downstream economic impacts to the region would follow. SunWater investigated the opportunities for additional supply capabilities, including combinations of off-stream storages, additional pipelines, and raising Eungella Dam. An off-stream storage (OSS) was selected as being the preferred option to improve the reliability of the system and head off impending falls in announced allocation for the system. The integrated quantity quality model (IQQM) is the Queensland GovernmentÆs preferred model to define and assess total catchment performance against water security and environmental objectives. Modelling of the performance of the water supply system, with and without the proposed OSS, was required to provide justification to the customers of the system that the OSS was in fact required, and also to optimise the configuration of the OSS within time and budgetary constraints. In the case of the BBWSS, no environmental base flows are dictated by the Department of Natural Resources, Mines and Water (NRM&W) at present and the primary reason for applying IQQM was therefore to investigate the trade-offs between supply options and reliability. SunWater produced IQQM outputs for a range of scenarios for the proposed off-stream storage, and these IQQM outputs were then used as input to a decision-support tool based on the GoldSim modelling package. The GoldSim model was then applied to investigate the water supply reliability for high priority users resulting from various existing and/or proposed water supply infrastructure configurations coupled to the hydrologic system. The GoldSim model included the ability to assess the long-term water supply reliability impacts for each of the water supply end-users for a wide range of user-defined scenarios. Non-technical model users were able to change the size of the off-stream storage, pipeline capacities and assumed climatic conditions and test for themselves the relative benefits (in terms of water supply reliability) of different infrastructure configurations under consideration. The decision tool was of significant benefit in assisting the decision process to SunWaterÆs mining customers. These customers needed to decide if they felt that the increased reliability in their water supplies from the system that would be created warranted the estimated increased charges that would require to be levied to recover costs of the new infrastructure with appropriate profit margins. The conjunctive use of IQQM and GoldSim was successful in demonstrating the impact of both hydrological and non-hydrological issues on the future water supply reliability in the BBWSS and resulted in a decision to proceed with the construction of a new OSS.

Jan 1, 2006

By Andreas Oberrauner

Content ? What is? an introduction ? Crushing technology ? Conveying in pits ? Pit-exiting strategies ? Mine Planning in IPCC ? Summary/Conclusions EHS slide ? Sandvik?s objective is zero harm to our people, the environment we work in, our customers and our suppliers ? Current EHS-figures will be added in August! Who is this? Andreas Oberrauner ? Born in Austria ? Living in Cologne (Ger) ? Mining Engineer ? Montanuniversitaet Leoben (Austria) 2000-2005 ? PhD on Mineral Processing 2008-2012 ? Sandvik Mine Planning Department ? Main task: Provide practical and efficient solutions for mining-challenges

Aug 1, 2013

By A. J. Chellew, Robert Condit

THE Company maintains a port agency at Antofagasta for dispatching copper and also for receiving from ocean vessels the vast variety of materials and supplies required at the plant. Copper shipments from the oxide plant refinery to Antofagasta amounted to 162,000 metric tons during 1951, while incoming freight totalled 175,000 metric tons. Electrolytic market copper in various shapes is currently loaded at the plant upon 20 or 30-ton cars of the meter-gage Antofagasta-Bolivia Railroad, to be transported a distance of 165 miles to the company's yard at Antofagasta. Here it is unloaded by cranes at the rate of about 175 tons per hr. Copper not scheduled for immediate shipment is stocked in tiers within the yard, but most of it is reloaded and sent to port works or a wharf serving lighters. Some of the vessels entering Antofagasta tie up at the port works, while others anchor inside the breakwater. In the latter case, all of the loading into the hatches is from 50-ton lighters towed to the vessel. When the vessel is at the dock, about half of the copper is loaded by port works cranes and the other half is loaded by ship's tackle from lighters. Fuel Oil Requirement Expands One of the innovations caused by the construction of the sulphide plant has been the necessity to provide facilities at Antofagasta for receiving and storing greater quantities of fuel oil than in recent years. From here it is loaded into tank cars for transportation to Chuquicamata. The older installation consisted of a 10-in. submarine pipe line, heating, and pumping facilities, a 67,500-bbl storage tank, and railroad loading rack, located at Antofagasta's northern limits. Two new tanks, of 80,000 and 30,000-bbl capacity respectively, have now been added and a second submarine pipe line will shortly be installed. Fuel oil requirements for the sulphide plant are estimated at 39,000 bbl per month, in addition to which 9000 bbl per month are required for the operation of the oxide plant. The company has a special lighter which is used by its diver for connecting the oil line with the oil tanker when disembarking oil, this lighter also being used for inspecting and overhauling buoys, as well as for recovery of bars of copper which are sometimes dropped into the bay when loading vessels during periods of rough weather. Transport of oil to Chuquicamata is by 76 tank cars of, 20-ton capacity and 20 of 30-ton capacity, all assigned to the company's fuel oil shipments excepting six for Diesel oil and one for gasoline. Incoming Freight Other freight received by the port agency has been averaging about 4800 metric tons per month of operating supplies for the oxide plant (renewals of equipment, spare parts, lubricating oils, and greases, etc.), some 1900 metric tons per month for the company stores, and about 6000 metric tons per month of materials and equipment for the construction of the sulphide plant. The greater part of these shipments (particularly the operating and construction supplies) originate from abroad, and must be handled through the Chilean Customs. Hence the company maintains a Customs storage warehouse (goods pending appraisal of Customs duties) in addition to its other storage facilities at Antofagasta. Not the least of the Port Agency's duties is to meet air and steamer passengers en route to Chuquicamata and to arrange for their trips up the hill. Landing in a strange country with a strange language, the first impressions of a new employee might otherwise be indeed confusing when facing Antofagasta's unique setting of brown barren hills.

Jan 1, 1952

By J. W. Thompson

ORES PROCESS OF ORE CONCENTRATION-PATENTABILITY. The patent issued to Sulman, Pickard, and Ballot, November 6, 1905, and assigned to Minerals Separation and Minerals Separation American Syndicate, for new and useful improvements in ore concen- tration, its object being to separate metalliferous matter from gangue by means of oils and fatty acids that have a preferential affinity for such metalliferous matter, the principal feature of which is "agitat- ing the mixture to cause the oil-coated mineral to form a froth," was clearly anticipated by other patents, and each step in the process described in the Sulman, Pickard, and Ballot patent is fully described in more than one of the prior patents, with the single exception of the reduced quantity of oil used; but the discovery that the small fraction of oil is sufficient to produce flotation of the metalliferous matter can not be made by itself or in combination, the subject of a patent. Hyde v. Minerals Separation, 214 Fed., 100, p. 109, May, 1914. ACTION FOR CONVERSION OF MINERALS. In an action by the grantor of a certain mine and mining property against his grantee to recover damages for the conversion of a quantity of ore that the grantor before the conveyance had mined and extracted from the mine and placed on the dump near the mine, the plaintiff is not entitled to recover where it appears that at the time the ore was placed on the dump the mine was owned and operated by a mining company and that at the time the ore was taken out of the mine the company had no intention of doing anything with it but simply deposited it on the dump as waste and to give an opportunity to develop the mine and get better ore to send to the smelter, and that

Jan 1, 1915

The mine manager is one of the oldest jobs in the world. Over many centuries the fundamentals of how this job was approached did not change much. However since the later part of the 1980s there has been a dramatic shift in the expectations and role of the mine manager as the pressures of globalisation and consolidation have increased the size of companies and the production levels of mining operations. The changes have been dramatic, with demanding requirements on mine managers to continually improve the skill levels of people, to apply and develop rapidly changing technologies and to consider far broader business issues that need to be managed in a truly globally connected world. This paper will attempt to outline some of the issues, the complexity surrounding them and some of the approaches that have been made to manage them. There is not a single correct answer or approach, but there are many key success factors that have led to some amazing levels of performance being achieved as we go deeper, broader and literally move mountains to meet the customerÆs needs for today and tomorrow. This contrasts with many mining operations in developing countries that still have a traditional approach to how they mine. Society is the river of life that continually flows and changes the environment that surrounds it. The pressures from the customers and world growth, shape and force alterations to be made in an industry that has to live with the far greater primal and uncompromising forces of the earth we mine. This has led to some paradigm shifts in how we accept what we manage. TodayÆs mine manager must manage a far broader range of issues, than just how do we get tonnage out of the mine and product out of the ore. These include but are not limited to technical, commercial, product quality and end use understanding, employee and community issues, environmental and the ever increasing complexities of sustainable development. Organisations will have to look at how they structure their management of the business to manage functions to meet the complexity of different stakeholders needs û the business, the employees, the customer and the broader community within an environment that is becoming more attuned to the harm impacts to the world in which we operate. The attraction and retention of skilled people that contribute to the value and worth of the corporation, will become critical to sustain a companyÆs growth. One of the fundamental elements of successfully doing this will always be the skills of the mine manager and his/her extended team with the continued development and support that they will need to meet these demands.

Jan 1, 2006

By Anthony T. Eyton

Intelligent Systems: Advantages for Mining ? Increased safety (reduced risk to workers) ? Increased productivity (reduced downtime) ? Reduced maintenance costs ? Customized solutions for different mines ? Growing acceptance among mine managers A Typical Precarn Project ? Meets definition of intelligent systems ? Involves at least two Precarn members ? a technology developer partner and a user partner ? in a true collaboration ? Involves at least one university and may have various other players ? Leads to a demonstrated prototype ? Costs $2-4 million, and lasts 12-30 months ? Gets up to 40% of its funding from Precarn (max. $1 m) ? Produces new intellectual property -- owned by the project team

May 1, 2002

By E. L. Smith

The development of larger size flotation machines, which started in the 1950's and 19601s, is still proceeding. The largest mechanical flotation machines available today have unit volumes in the range of 38 to 42 m3 (1,350 to 1,500 cft). In fact, the motivating forces of increasing capital and energy costs and decreasing ore grades, which created the need for large flotation cells, not only still exist, but are becoming more critical. This paper reports the development of an improved mechanism for these large flotation machines. The starting point in the development of a new mechanism was the identification of design and performance features of existing machines where improvements were desirable. The result of this work was a mechanism which is an improvement over existing designs. This new design is characterized by an efficient overhung stator and a vortex profile rotor. The overhung design of the stator removes unnecessary and undesirable baffling in the lowest parts of the tank, while maintaining a quiescent froth layer. This results in lower power consumption and better pulp circulation and solids suspension. The vortex profile rotor acts as an efficient pump, with higher pulp recirculation rates as evidenced by the increased air dispersion capabilities, good solids suspension, and low power consumption.

Jan 1, 1982

By B. N. Everett

The growing role of Colombia as a major supplier of internationally traded steam coal has been widely discussed in the industry. Although Colombian coal has been produced and exported in small quantities for a number of years, Colombia's position as a major coal exporter began in earnest in 1985 with the first commercial exports from the Cerrejon North Block Project. By way of background: ? The mine is located on the Guajira peninsula in Northeast Colombia, about 90 miles from the coast, as shown in Figure 1. ? In addition to the mine itself, the project involves construction of a dedicated railroad and port, which form a modern, efficient and integrated system. ? The Project is embodied in a 50/50 Association Contract between International Colombia Resources (Intercor), a wholly owned subsidiary of Exxon, and Carbocol, the Colombian state coal company. Intercor and Carbocol share investment and operating expenses equally and Intercor has the additional responsibility of managing operations on behalf of both partners. Each partner is entitled to 50% of the coal produced, and each markets its share separately. ? The project is a multi-seam, truck and shovel operation, based on large reserves (2-3 billion tonnes') of high quality bituminous coal. ? Exports began in the first quarter of 1985 at modest levels through what we call Early Coal Facilities, designed and constructed apart from the permanent coal handling system. ? Production will increase rapidly in each of the next few years, reaching the design capacity of 15 Mt per year in 1939. Based on available resources, however, the resource will support expansion, and continued growth n production into the 1990s appears feasible.

Jan 1, 1986

By F. B. Henderson III

Since the "end" of the Cold War, revolutionary new research and commercial remote sensing capabilities are being developed that will dramatically change the way we map the earth and address its environmental problems. The technology challenge is not the growth of new environmental remote sensing technologies themselves. It is, rather, how these new innovative observing systems can be accepted and used to the benefit of both the regulatory and the mining communities in the light of present concerns about unknown risks of discovery and liability. The basis for this paper is an unpublished technology primer prepared for the industry-government Workshop on Advanced Measurement and Site Characterization for Mining Impacts held at Colorado School of Mines, Golden, Colorado, July 14-17, 1997

Jan 1, 1999

By HILAND BATCHELLER

COMMENT on the economic significance of the special alloy steels seems inevitably to reduce itself to an attempt to peer into the future of the industry in which we are interested. We are all familiar with the historical development of iron and with the almost complete replacement of iron by steel. Those who have been connected with the industry since its .early days have had the satisfaction of witnessing the greatest industrial development the world has seen. As the cartoonists of the muck-raking decade liked to picture steel as an ogre armed with a spiked club, his hands reeking with blood and with golden coins dripping from his pocket, fiercely seeking for more widows and orphans to devour, I choose to call on my imagination to create a gigantic but beneficent robot of such marvellous mechanical skill. that it quickly transforms millions of tons of otherwise worthless material into the infinite variety of useful products which are so largely responsible for our present civilization.

Jan 1, 1931

By S. Schutte, J. Pelders, F. Magweregwede, S. Ngobese, W. Botha

A people-centric, systematic approach that involves different stakeholders is considered necessary to successfully address changes associated with modernizing the South African mining industry. In this paper we discuss the inclusion of various South African mining industry stakeholders, particularly the employees, in equipment design and development processes. Data was acquired through a literature review and inputs from South African mining industry stakeholders through focus group discussions, interviews, and an online survey. It was suggested that some of the areas that could be improved by the inclusion of employees in the process are design quality, ergonomics, equipment acceptance by the workforce, safety, efficiency, skills, insight into context of use, and early design iterations and identification of problems. Among the issues considered to be barriers to inclusion were lack of buy-in, lack of resources, difficulty in manufacturers accessing the mines, difficulties in involving too many people, intellectual property concerns, and unavailability of mine employees due to their key responsibilities. Identified critical factors in the equipment design and development process include iterative design, stakeholder participation throughout the process, needs analysis through consultation, and change management. A guideline was developed for worker inclusion in equipment design and development that could be used by the South African mining industry. The study identified several economic and social benefits of including stakeholders in the early stages of design and development. It is recommended that the South African mining industry considers using the developed guideline.

Apr 5, 2023

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 Donelson A. Robertson

Includes a review of the state-of-the-art of explosives loading in the crushed stone and cement industries of South Florida and the development of a field test program for alternatives. Emphasis is on the loading of small diameter (2 1/4" or less) explosives. Test results ire evaluated for operational and economic feasibility. Details are described of an explosives loading method which involves placing cardboard tubes with external couplings through the hollow drill steel and then Loading explosives into the tube casings after the drill rig has moved off. This method eliminates the hazards peculiar to loading explosives Through the kelly bar. The alternative method can be performed by existing drill rigs with or without minor modification. With modification, improvement in yield per blasthole and/or primary crushing rate provides opportunity so offset some or all of the additional cost.

Jan 1, 1978