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By François DUMORTIER

Due to the increasingly stringent requirements and the needs of the automotive industry, galvanizing lines for automotive products have to be modernized and improved. Beginning of 2017, SEGAL, a Tata Steel CGL located in BELGIUM and fully dedicated to automotive market, placed an order to increase the line capacity from 550kt/year to 600kt/year to process a wider range of steel grades and improve the product quality according to automotive requirements. To improve quality, a major revamping of the skin pass was necessary. The objectives were first to increase the work roll diameter from Φ560mm to Φ650mm to be able to transfer the required roughness with low elongation on soft material and second to increase the rolling force and tension to reach higher elongation on high strength steels. The result was the adaptation of the whole skin pass mechanics. Old mechanical elongation system has been replaced by a completely new single AC motor with helical gearbox at each bridle roll. John Cockerill achieved such complicated revamping in a very short time since the shutdown started only 6 month after the contract signature. The shutdown down schedule has been optimized with pre-erection works and the teams working 24/7 to implement all the changes. The complete project (skin pass, furnace, loopers) have been adapted during the three weeks shutdown. Today the customer can use both 560mm and 650mm work roll diameters. Thanks to the use of the new 650mm work roll diameter, the customer is able to make the same elongation using a bigger roll force (average 20% more), which has strongly improved the roughness transfer to the strip and the removal of the defects. SEGAL is really satisfied able to produce and supply higher quality automotive products to his customers.

Oct 1, 2019

By Arthur S. Maynard

There was a tendency several years ago for the average coal producer to more or less sit back satisfied with the big utility and metallurgical mar¬kets with long term contracts, not realizing, or possibly not evaluating correctly the importance of the growing industrial market Even the companies which were producing coal for the industrial market were primarily interested in the larger industrial customer, not fully realizing that a large percent of the industrial coal sold was to plants using less than 15,000 tons per year. As a result, possibly, the greatest inroad made by competitive fuel was made in this group. The situation mentioned previously cannot be blamed entirely on the fact that the coal markets were not evaluated in their proper perspective. Some of the responsibility would have to be due to the situation that existed during the last war' and the period immediately following, when most of the coal was put to markets of higher realization, leaving the relatively small -industrial user-to get his fuel wherever he could. This usually would mean coal from some 'gopher hole" with fluxuating quality and supply. Therefore, it was not uncommon for some industrial customers to go to competitive fuels as soon as equipment and fuel were available. Fortunately, before this situation got completely out of control, the coal producers, realizing the seriousness of the problem, made available, usually through their sales department, combustion engineers and other specialists, to help the industrial user with his problems; The engineers usually found several problems, old equipment, use of incorrect size con¬sist, ash and fusion coals, lack of automation, fly ash and dust problems which increased cost and jeopardized the customer's relations with his employees and the public.

Jan 1, 1959

By D. C. Edwards

In an age where customer service and quality drive today's industry and business, no service or product is exempt from these demands. Industry and business are streamlining everything from people to equipment and today have a heavier reliance on the performance and quality of their assets and equipment, (one of the keys to staying competitive). In the mining process industry, the centrifugal slurry pump is a key piece of equipment that keeps product moving and aids in generating revenue for its owner. The continued improvement and customer success lies in a team effort between the mining industry and the pump manufacturers. We, the pump manufacturers, need to keep improving our designs to further extend the life of our pump with fewer failures and promote to our customers proper maintenance of the pumps to continually keep unexpected failures to a minimum. Strict equipment maintenance, as thoroughly demonstrated by the military, is key to the long life and success of any piece of equipment. In the often harsh duty of the centrifugal slurry pump, maintenance is something that requires "attention to detail". No area of the pump is exempt from attentive maintenance. Here, discussions will focus on the areas of the mechanical drive end, wet end, seals, and extended pump shut down and start up. There has not been a slurry pump designed to maintain or repair itself. So in effect, each pump warrants able bodied maintenance persons to maintain them who continually observe all the rules of safety. Prior to any maintenance discussion or action, the issue of safety should always be addressed. Here, as with everywhere, the same rules apply. Work at a safe pace, note all safety precautions, use associated safety equipment and personal protective attire, observe all tagout and lockout procedures, and most importantly, be aware.

Jan 1, 1996

By W. Andrew Falls

Although we have yet to reach the midway point in the decade, the copper concentrate market has already witnessed some of the most volatile swings in history, moving from record high treatment and refining charges in 1991-92 to historic lows, in real terms, during the past year. What has been the cause for such volatility? By and large the swings can be attributed to factors of supply and demand in the "custom" copper concentrate market. For example, two relatively recent events which had a major impact on the supply-demand balance were the shutdown of the Bougainville copper mine in Papua New Guinea in 1989 due to rebel insurgency and the startup of the La Escondida mine in Chile in 1992. The first event, threw a balanced to slightly surplus concentrate market into a substantial deficit, forcing treatment terms down as smelters, caught short by the loss of concentrate supplies scrambled to cover their positions. The second event, brought over 300,000 mt per year of new copper in concentrate to the market, more than reversing the losses from the Bougainville shutdown. In combination with other additions to mine capacity via new mines or expansions, the custom concentrate market moved into a huge oversupply in 1991-92 and many mines found themselves unable to place uncommitted tonnage. But even this event was quickly overcome by the use of underutilized capacity at non-traditional buyers, such as those in the C.I.S., Zambia, or those which were not traditionally buyers of custom materials. All of this has happened in the space of five short years, a mere snapshot in the history of the market. I'll return to these points a little further on, but first I would like to review the fundamentals which govern the copper concentrate market.

Jan 1, 1995

My predecessor in the office of President of the Institute started a custom of visiting the various local sections, thus obtaining their points . of view and their ideas as to how the Institute can best serve the interests of its members. Exceedingly valuable- exchange of ideas was thus brought about. I am following this custom as far as the limited amount of free time at my disposal will allow me, and I trust that my successor in office will appreciate the benefit to be derived from following the custom thus initiated and will continue the swing around the circle of the local sections. The activities of the Institute are increased by the prestige gained from large numbers and I trust that every member of this local section will consider himself a member of the committee on increase of membership and will see if he is not able during the coming year to gain at least one new member for the Institute. This is a perfectly possible proposition for, although the membership of the Institute is at present approximately seven thousand, I feel sure there are at least seven thousand more men in the United States who are interested in mining, metallurgy or geology from the metal-mining point of view who would make admirable members or associate members of the Institute. The first consideration of the Institute as a body, and of each member as an individual, is to win the war and defeat the Huns. In order to accomplish this, the Institute, as a body, has cooperated with the other national engineering societies and the great bureaus of the Department of the Interior, the United States Geological Survey and the Bureau of Mines in forming committees to study and advise the Government on pressing problems of vital importance.

Jan 5, 1918

By Jean-Luc Beaudoin

"In addition to the actual energy consumed, billing is dependent on the peak load and the power factor. The lower the power factor goes, the higher will be the penalty the consumer pays. The principles of a power factor regulator, the two ways of improving the power factor and methods for calculating the capacitor values required will be described.The rate structure of the utility company is founded on three cornerstones: the energy consumed during a given period of time and two penalties imposed when the power factor is low or the power demand is high. Even though the normal consumption of a customer might be 10 kW, with a peak demand of 20 kW only once a month, the wiring and associated equipment at the input to the customer's plant will have to accommodate this peak demand. The power company has no means of forecasting these demands and cannot therefore provide the additional equipment necessary. So it exacts a penalty, and the customer must take all possible steps to avoid these peak power demands. This can be accomplished by using an automatic peak load regulator which will selectively disconnect the loads which are not essential in the operation of a plant .The principles of such a controller will be described.Principles of power factor regulatorsThe operating principles of a power factor regulator will now be described. It might be asked why the power factor of an electrical installation in a mine, or a factory, should be corrected at all, but there is a simple answer. In addition to the actual energy consumed, the billing is dependent on the peak load and the power factor. The lower the power factor goes, the higher will be the penalty the consumer pays."

Jan 1, 1982

By Frank Hirthammer

The paper explains the procedure of implementing Track & Trace solutions for manufacturers of explosives based on customer experiences. By using concrete examples, the process from project start to implementation is described. Lessons learned from the experiences of European explosives manufacturers are presented.

Feb 1, 2020

By Jon R. Maki

"EVTAC, an iron ore mine in Minnesota, had trouble meeting the customer’s pellet silica requirements. In addition, the mine plan was moving towards a lower grade ore and funding was not available for plant improvements to compensate for the change in ore or improving quality. Small changes to optimize various processing equipment resulted in significant improvements in both quality and productivity; for example, productivity on one mill line increased by 10% while producing lower silica concentrate. This paper will provide the methodology that allowed EVTAC to improve quality and productivity through process optimization with little capital investment.INTRODUCTION EVTAC, an iron ore mine in Minnesota, had trouble meeting the customer pellet silica requirements. In addition, the short-term mine plan was changing to a lower ore grade. Because of limited funds, EVTAC did not have the capital for investing in the plant to compensate for the ore change or to make improvements to lower product silica levels. Small changes to optimize process equipment resulted in significant improvements in quality and productivity; for example, one mill line feed rates increased by 10% while also producing a higher quality concentrate. These changes were sufficient enough to allow the mine to lower the target ore grade beyond their initial goal. At one time, a $3M flotation facility was considered as a way to meet quality with the new ore grade. However, the process changes were able to accomplish the same silica reduction with roughly a $50,000 investment in VFDs for sump controls. This paper will discuss some of the modifications that allowed EVTAC to meet the quality and production objectives with little capital investment. It also discusses the methodology used to make these process improvements."

Jan 1, 2014

By Bjorn Olsson

"Heavy impact. High frequency hammering. Extreme abrasion. Building on the experience of owning and operating its own mines, Ovako has developed a deep knowledge of how vital the right steel properties are in withstanding the extreme loads encountered in every part of the drill string. That is why Ovako’s product development process is focused on understanding the specific load cases and manufacturing operations associated with rock tools.The punishing conditions of percussive drilling can push the limits of most materials. And heavy mechanical loads are only the beginning. Highimpact energies at high frequency are a major source of fatigue. High temperatures result from impact energy losses. And abrasive, erosive and adhesive wear are constant risks. Handling any of these varying demands at a single point along the drill string is difficult enough — which makes optimizing for the entire drilling system an extremely complex challenge. Engineering for specific loadsOvako has specialized over many decades in analyzing the dominant loads for each of the parts and components used in rock tools, and testing for individual applications in its laboratories. The most critical fatigue properties are controlled through the steel metallurgy, and supported by performance measurements through extensive rotating bending fatigue (RBF) testing, along with special methods that combine impact load with various wear loads. The result is a fit-for-purpose steel with tightly controlled performance properties, making it possible for customers to precalculate the expected life time of their components for highly automated and repetitive processes Tailoring steels for the processing route.The same levels of control and predictability must be carried through to the customer’s own manufacturing processes. By ensuring minimal variations in chemical composition, everything from heat treatment and welding to automated machining can be carried out with high consistency. With precisely controlled material properties based on an existing processing route and exact load case, customers are able to minimize their total tool production costs while ensuring optimal performance for their end products. Development of Hybrid SteelBuilding on this experience in the mining industry, Ovako has developed a new steel family, known as Hybrid Steel, designed to meet the demands of high-stress, elevatedtemperature applications where mechanical and fatigue strength are critical. Traditionally, steels for these applications are produced by expensive small-batch processes. Hybrid Steel, however, enables high volume production at a competitive cost.The world of steel has traditionally been divided into clearly separated categories of tool steel, stainless steel and lower alloy engineering steel. Hybrid Steel is now challenging that division, offering attractive properties from all three categories."

Jan 12, 2017

By Edward J. McNamara

Sulphur as an element has been used for centuries. The technique of storing, handling and transporting it in its various forms has changed through the years. Freeport Sulphur Company, a division of Freeport Minerals Company, has produced sulphur since 1912. The first storing and transporting of this product as a liquid began in 1947. Significant environmental problems occurred in the handling of solid sulphur in the late fifties and early sixties. Since the sulphur WAS produced in the liquid form and the major customers used it in the liquid form, it became obvious that a liquid transportation system was the solution. The liquid sulphur delivery eliminated the dusty and hazardous handling problems and the contamination of the sulphur by dirt, acid, moisture and other materials. The remelting by the customer to use the sulphur is thusly eliminated with a savings in energy. In addition, this change in the mode of handling permitted a broad development of new sulphur mines in the marshy coastal area of Louisiana and offshore in the Gulf of Mexico.

Jan 1, 1978

By C. R. Montgomery

Coal companies in order to supply their customers En the metallurgical market, both home and abroad, must be able to control their production in order to meet carbonization specifications over and above those of the proximate analyses which has been the prime consideration of purchases in the past. It is the purpose of this paper to review in brief some of the tests used and give data to show the application of such as it applies to the customers needs. It is now recognized that coal is not homogeneous in any of its properties and an amazing fact is that it has been used for so long a time as the principal raw material for the manufacturing of coke without more emphasis having been placed on the variation between coals; yes, even from coals in the same seam at different geographical locations, Recently Kuchta and Clendenin pointed this fact out In a study of the(1) carbonizing behavior as related to chemical and plastic properties of Alabama medium volatile coal.

Jan 1, 1962

By Joseph B. Novak

In the last decade or so, the importance of effective preventive maintenance controls and practices has taken on a new and accelerated emphasis. Advances in technology and changes in equipment and product designs impose more precise and demanding standards of quality, productivity and customer service at a very rapid pace. Daily, it is becoming more apparent that in order to fulfill current requirements, existing manufacturing practices and associated control programs must also be upgraded and expanded. This is particularly true in the field of maintenance services. As production and quality standards become more demanding, effective equipment maintenance takes on more importance and becomes more difficult to sustain. In modern plants, the failure of a single equipment component can shutdown a complete production line causing interruptions to operating and shipping schedules that result in costly downtime, dissatisfied customers, and reduced profits. These costly experiences can be minimized with an effective maintenance program that provides maximum equipment reliability and minimum downtime and readily adapts to revision and change. A significant feature of an effective program is the provision of controls over activities generally identified as

Jan 1, 1971

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

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

Jan 1, 1995

By A. H. Tousley

The cement industry is on the horns of an economic dilemma. Within the last ten years, its over- capacity in the United States has varied from 139- 127% of demand (Fig. 1). The most direct effect of this is seen in cement prices, which reached a peak in 1960, retreated steadily through 1966 and only recently climbed back to the 1960 level again. With prices in a slump and production costs estimated to be up almost 30%, there has been a steady drain on cement profits. Since 1960, labor costs have increased 86% while fuel costs have risen 18%. Meanwhile, customer service costs have also soared owing to the competition for cement customers and the wider variety of available cement products. This search for sales advantage has in turn led to a higher Blaine number, which means more grinding and hence bigger mills, more power, and, once again, higher costs. New plants as well as expansions and revisions to existing plants are also costing more owing to higher

Jan 1, 1971

The products required by customers today have become far more complex and consequently more demanding to handle. And thereÆs the dilemma. Nowadays, people tend to stick to a trade for just a few years instead of for a lifetime, and this means that the customerÆs employees cannot be expected to get more than general knowledge of how to handle modern mining and construction equipment. To meet this challenge, major steps are being taken by suppliers to make their æmusclesÆ more user-friendly. Also the supplier is assuming a larger share of responsibility for the product including operators training, supply maintenance services and, in many cases, performance guarantees. In other words, the supplier is today supplying a function or an activity rather than just muscles. Some of the new generation drill rigs have been on the market for a few years and reliable experience has been collected and is addressed in this paper. Some of the information is well supported by figures while others are just statements from users of the rigs.

Jan 1, 2005

By Daniel Gendron, Luc Morin

"Concentrate sampling is a growing concern in the world's mining and smelting industry. The main modes of transportation for concentrate to the smelter are by truck or rail car in a bulk form, thereby limiting access to sample extraction equipment. In many cases, concentrate is shipped to a smelter by several suppliers therefore requiring individual manipulation of different customer samples in a safe and reliable manner. The Heath & Sherwood Bulk Product Sampler offers this feature as well as an economical and effortless way of obtaining samples in rail cars or truck boxes.In 1994, Noranda Metallurgie in Rouyn-Noranda, Québec purchased a self contained Bulk Product Sampler to extract samples directly from inside rail cars before unloading the concentrate. After testing and comparing the results with the conventional sampling method, the bulk product sampler proved to be a practical and advantageous solution for concentrate sampling both for the customer and smelter. Since its installation at the Horne smelter in Rouyn-Noranda, the Bulk Product Sampler has been steadily used on rail cars which contain concentrates from around the world."

Jan 1, 1996

By Donald E. Ranta

Many portions of the mining industry are under intense pressure to reduce costs while commodity prices languish. In response, global Internet-based marketplaces to deliver business-to-business (B2B) e-commerce solutions are being established to reduce costs and improve efficiencies across the mining industry supply chain as well as with customers. Over time these marketplaces will likely evolve to create an integrated supply chain solution, layer in value-added services, and develop mining community portals with industry content. Significant opportunities to help reduce costs and create value are available in mining e-procurement as well as in on-line product sales. The supply chain for the industry is highly fragmented and many mining companies have numerous inefficiencies in procurement. An e-procurement marketplace (or "exchange") can immediately address these inefficiencies and offer numerous benefits to buyers and suppliers. These benefits include improved sourcing options, inventory cost reduction, transaction cost reduction, access to value-added services, lower customer and supplier acquisition costs, improved reach, and improved information flows.

Jan 1, 2001

By M. D. Cooper

LUCIEN EATON, Ishpeming, Mich.-It is not the custom in the Lake Superior region, as far as I know, to employ shot-firers. Each man, or pair of men (most of the contracts are given to two men) do their own firing; each contractor keeps his powder separately. The general custom is to distribute powder (dynamite only is used) to the mines 2 days a week. The boxes, marked with the contract number and the level, are taken underground and the men take them to their working places. They are kept in boxes, which must not be nearer together than 50 ft. and are usually away from the timber roads or traveling roads. When holes have been drilled, one man usually takes down the machine, and the other man makes up the charge. He cuts the fuse, puts in the caps, etc., at a distance from the powder box. He then carries the powder charges to the working place where both men charge the hole. They do their own firing and warn others coming from any direction that the holes are being fired.

Jan 4, 1917

By Tim O’Neil

ISO 9000 is a system of quality standards that originated in Europe in the 1980s and has since been widely adopted by manufacturing companies throughout the world. The ISO 9000 standards have received less attention in the minerals industry. But, in part as a result of customer pressure, a trend is beginning to emerge for minerals producers to seek ISO certification. This is especially true among producers of industrial minerals. In early October 1994, SME's Industrial Minerals Division held a conference "ISO 9000 - uniting industrial mineral producers and consumers into quality partnerships," in Nashville, TN to bring people from the industry together to talk about their experiences with ISO 9000. William J. Miles, of Bentonite Corp. Inc., and A. Frank Alsobrook, of Alsobrook and Co., were cochairmen of the meeting. In his introductory remarks, Miles noted, "ISO 9000 is more than a quality program. It is a quality philosophy. Appropriately imple-mented, it is a contract between the supplier and the customer. It leads to continuous quality improvement and reduced manufacturing costs."

Jan 1, 1995

By Felix Degold, Mark Ganster

Achieving a customer optimized fragmentation by using robust data from new technologies e.g. GPS positions of boreholes, fragmentation analysis to calibrate the geology and fragmentation prediction models. The inclusion of the collected data into the blast’s design makes it possible to accomplish a desired particle size distribution.

Feb 1, 2020