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By L. A. Arrington-Webb

The International Standards Organization (ISO) 9000 series of quality standards was published in 1987. First initiated by the British in the mid-1970's to assure the quality of British goods and services. ISO 9000 certification demonstrated the capability of a supplier to meet the requirements of the customer. Thiele Kaolin Company has invested considerable time and money achieving and maintaining ISO 9002 certification. Through a regimen of process control and documentation, routine audits, and a commitment to quality management, this kaolin producer continues to be a competitive pigment supplier in a world-wide market.

Jan 1, 1997

The role of the mine geologist in a business perspective is self-evident to some, but to others it may be a new concept. All mine geologists need to know exactly how they add value to the business if they are to be successful. Alternatively, if they do not add value, then they will become redundant. This paper seeks to understand some of the contributing problems that hinder the mine geologist from operating in a business perspective. In doing so, a new context (for some) is proposed to aid the mine geologist and the operation gain greater value from geology. The proposal suggests how to ensure that the activities of our geologists are intrinsically linked to the business process that we are involved in. The mine geologist can and must play a pivotal role in the success of an operation. To do this, they must understand some principles of business such as:process, customer/supplier relationships, and organisational structure. Our geologists must know the business objectives, understand the product that the customer needs and use their geological skills to deliver the product safely, on time and to specification. As geologists, we can be instrumental in ensuring that the operational environment is structured in such a way that maximum value is realised, not only from the mine geologists but the entire site team. In doing so, mine geologists will realise their full potential in delivering the outcomes the business demand, and therefore be recognised as strong contributors to business success.

Jan 1, 2000

By V Rodríguez, M Hormaza, R J. Romañach, C Pinzón-de la Rosa

The authors have presented their ideas for developing a powder sampling device in the I-Corps™ program sponsored by the National Science Foundation (NSF). This is an intensive customer discovery program developed to increase the economic impact of the research sponsored by NSF.The I-Corps™ program requires performing at least 100 interviews with potential customers in various industries. These interviews are essential to establish the need for a particular product or solution, and identify potential commercialisation partners and competition. The interviews have revealed the absence of Theory of Sampling (TOS) principles in many companies. The interviews are designed to identify the difficulties associated with current sampling practices that do not meet TOS principles.The I-Corps™ program is a significant challenge for scientists who often avoid discussing a concept in fear of losing their research idea. The program teaches how to obtain information without releasing the important intellectual property related to a product development idea. The I-Corps™ methods have been used to discover the prevailing ideas on sampling in various industries.I-Corps™ also teaches how to present ideas to investors; another significant challenge for a scientist. We are currently learning to present sampling and TOS to investors and business development experts, and will share some of these experiences.CITATION:Pinzón-de la Rosa, C, Rodríguez, V, Hormaza, M and Romañach, R J, 2017. Theory of Sampling meets the National Science Foundation I-Corps™ program, in Proceedings Eighth World Conference on Sampling and Blending , pp 351–354 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2017

By I Sherrell, R Jain

Worldwide iron ore feed grades are trending downwards and will continue to do so with the increasing difficulties of upgrading ores. This has led to operations looking for ways to capture current tailings that still contain valuable material. In the past, these were acceptable to dispose of, but this practice is no longer economically feasible. With the increasing trend of re-mining previous tailings deposits that could be decades old, new equipment designs have been introduced to upgrade current or historic beneficiation plants. These designs can effectively upgrade these tailings to saleable products.Outotec conducted test programs for upgrading iron ore tailings from flotation rejects, thickener underflow or tailings dumps on samples provided by customers around the globe. The studies utilised Outotec’s SLon vertically pulsating high-gradient magnetic separator in combination with preprocessing equipment such as low-intensity magnetic separation, screen or scrubber and flotation for downstream processing of the magnetic concentrate. A review of the equipment required to economically process these tailings is provided, along with testing data and industrial implementation examples. The effect of different operational and design parameters on Fe grade and recovery from processing each tailings sample has been highlighted.CITATION:Jain, R and Sherrell, I, 2015. Iron ore tailings reprocessing to maximise ore production, in Proceedings Iron Ore 2015, pp 149–158 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 13, 2015

By Willemijn Husslage

Tata Steel Group At a glance ? Part of the Tata Group ?Tata Steel Group: ?Fortune 500 company ?Top 10 global steel producer ?Annual crude steel capacity of 28 million tonnes ?More than 80,000 employees ?Manufacturing operations in 26 countries across 5 continents ?Serving customers all across the globe ?Turnover 2009-10: $22.8 billion

May 1, 2011

By S. Gaulocher

Gearless mill drives (GMDs) are the workhorse in the mineral processing industries, more specifically when it comes to grinding crushed ore and cement (in various production stages) in semiautogenous (SAG) mills and large ball mills. They are renowned for their excellent reliability and robustness, long lifespan, and little need for maintenance, and thus yield a low total cost of ownership (TCO). A GMD represents a major investment for a mineral processing plant, and its availability is pivotal for the grinding process. As a basic rule, shut-down periods are to be minimized, but even much more important is that unscheduled shut-downs be avoided. In this contribution, we will present a portfolio of innovative remote diagnostic that consist of the following three key components: 1. Trouble shooting is a form of corrective maintenance and is based on state-of-the art remote access technology, thus enabling highly skilled engineers to access the current sensor readings anytime and from anywhere in order to resolve urgent problems together with the GMD user. 2. Periodic maintenance reports are a form of preventive and predictive maintenance and aim at continuous improvement based on long-term historical records and analyses of multiple measured signals. These detailed reports highlight the health and operational status of the GMD and are periodically (e.g. 3 months) submitted to the customer. 3. Remote condition monitoring spans across preventive and predictive maintenance and is based on continuous recording and automatic analyses of relevant signals using advanced algorithms. The main issue is how to handle the enormous flood of data in an intelligent manner. The results of these analyses are made available to both the GMD user and supplier in real time in order to increase the availability and reliability of the GMD. In this paper, we consider various parts of the GMD, e.g. the cycloconverter, the ring motor, the auxiliary devices (e.g. cooling and lubrication systems), and also phenomena related to the mill itself (e.g. state and quantity of charge). The signal analysis techniques range from simple threshold-based analyses to complex time and frequency domain analyses. We will illustrate the benefits of the proposed approaches with some selected examples.

Jan 1, 2012

By Paris V. Brough

This paper, which describes the practice of milling custom ore, in addition to that produced under company and lease operations in the Tom Reed mines, is one of a series 'being prepared by the Bureau of Mines. ACKNOWLEDGMENT Acknowledgment is made to W. B. Phelps, managing director, and Jack Zwinge, superintendent, far permission to publish, a-ad to G. E. Jarpe, the present mill superintendent, for his assistance in preparing the paper. LOCATION The mill is in Oatman, adjacent to the Benjamin Harrison shaft of the Tom Reed Gold Mines Co., in the foothills on the western slope of the Black Mountains, western Mohave County. The railroad shipping point is Kingman, Ariz., 25 miles northeast of Oatman. Paved highway U. S. 66 passes by the mill. The altitude is approximately 2,700 feet.

Jan 1, 1937

By John C. Brulia

Blasting is both an art and a science with the primary objectives being safety and performance. Safety, the paramount objective, is a process that has limitless opportunities for improvement. Quality, a concept espoused by world-class corporations to competitively meet the needs of customers for goods and services, can be adapted to the explosives industry to improve blasting safety.

Jan 1, 1993

By B R. Spencer

Using bulk repumpable water gel explosives in underwater shooting results in even more benefits to the user than a "dryland" customer. It is nearly impossible to reshoot underwater, so a bad shot causes tremendous problems. The huge expense of operating drill boats, dredging buckets and clamshells makes shot loading, hookup and digging cycle times critically important.

Jan 1, 1990

Partnership with MiHR ? AHRC and MIHR jointly developed Mastering Aboriginal Inclusion for Mining ? Customization specific to mining Mining is unique? ? History of Aboriginal peoples and the land ? Unique community needs ? Effects of Impact Benefit Agreements ? Remoteness of mines ? 1200 Aboriginal communities located w/in 200km of active mines or exploration ? Long term effects of the land

May 1, 2009

By Carl Lubbe, Ron Frye, Wayne Curtis, Julie Pecori, Dan Leach

Blasting conducted in the USA using the new Electronic Initiation System developed by Altech has shown that an accurate delay system will benefit the customer. Results from test work clearly showed that improved fragmentation was effected and blast vibration was at least similar to that currently found at the test venue with improvements possible.

Jan 1, 1997

By J. G. Pippenger

Rio Tinto Coal Australia (RTCA) developed the Meandu Mine in Queensland, Australia in 1983 to supply thermal coal to the adjacent and newly constructed Tarong Power Station (TPS). In designing the mine, RTCA selected Meandu?s best economic reserves for a 27-year life based on station owner Tarong Energy Corp.?s (TECs) estimated life for TPS. That 27-year plan changed dramatically in the early 2000s when TEC approved life extensions to TPS?s four existing units plus construction of a fifth unit. After reviewing Meandu?s remaining reserves, RTCA decided the nearby Kunioon reserve offered the more economic option for maintaining deliveries beyond 2010. Those plans changed again in 2007 when TEC chose to purchase the Meandu Mine and nearby reserves. TEC then selected Thiess Pty Ltd. (Thiess) to continue operating Meandu until the new mine at Kunioon could be developed. After assuming operation of the mine in 2008, Thiess began a review of Meandu?s remaining reserves and found considerable coal available with economic potential. Working jointly with TEC, Thiess performed several analyses on Meandu and subsequently the Kunioon coal reserves. The results changed TEC?s decision from expediting Kunioon?s construction to instead continuing Meandu?s operation for up to 15 additional years.

Jan 1, 2011

By Julie N. Walker

This U.S. Bureau of Mines report reviews the first 2 years of the agency's progress in implementing total quality management (TQM), which the agency refers to as Quality Improvement (QI). All employees have been trained in basic TQM concepts, a cadre of facilitators has been selected and trained, and 13 Bureauwide teams are addressing specific issues that were identified by Bureau employees nationwide as problem areas. Also in place are a Quality Council composed of the Bureau's top executives, a Quality Management Board, and eight QI Working Groups to provide a national 01 infrastructure. There are also Quality Steering Groups at each Bureau location nationwide to address local concerns. In addition to the narrative text, the texts of salient memoranda and other documents are included as appendixes.

Jan 1, 1992

By Frank B. Fulkerson

This is the second of two interrelated studies of waterborne transportation. The first study discussed transportation of mineral commodities on the inland waterways of the South-Central States.2 Together, the two surveys describe and analyze the flow of foreign and inland waterborne commerce of the gulf coast. All the principal mineral-industry imports and exports of the gulf coast are mentioned in the report, including metals, nonmetals, and mineral fuel products, The gulf coast foreign trade in mineral industry products was determined to be composed of a small number of commodities.

Jan 1, 1971

A combination of the needs of business, employee desires and safety and health considerations is stimulating increasing attention to the time spent by people at work and the timing of that work. Particularly we are seeing: - innovative work schedules for 24-hour mining businesses; and - response from industry to accommodate the needs, even the desires, of employees in return for systems which are more productive and more capital efficient. There appears to be an evolutionary trend for business management to become more sophisticated and responsive to the need for achieving close to best cost work schedules to sustain continuous improvement. The underlying motivating forces driving this trend for improved techniques in organising attendance at, and time spent at work, is the seemingly inseparable combination of technological advance and ever-increasing accumulation of capital. The mining industry has not remained untouched by this thrust for ever-increasing need for best use of labour, to adopt advances in technology and to provide attractive opportunities for putting accumulated capital to work. An essential component of this on-going thrust is a substantial effort by the mining industry to improve the performance of labour by providing most-productive work schedules.

Jan 1, 1996

By D. G. MacBeth

Most belt scales on the market are factory calibrated to minimum accuracy figures of 0.1% - 0.2% at several load points. However, if the same belt scale is not properly installed and maintained on the customers conveyor then the scale will not measure up to the claims of the manufacturer or to the requirements of the operator.

Jan 1, 1975

By Ifeanyichukwu Nweke

"Aluminium rolling processing from ingots to cold rolled coils comes with a lot of challenges especially in controlling defective products in casting, hot mill and cold mill operations. Hence this study focused on reducing defects at mills and cast-house using six sigma approaches. The use of six sigma approach will help the production experts to determine the gap between its operation and world class process. Practical data from First Aluminium Rolling mills were presented and analysed and mini improvement projects were proposed based on organisation need to achieve excellence. This study encourages aluminium alloy industries to pursue process improvement projects on the basis of analysis on data obtained from their shop floor, hence ensuring that through this, recovery is improved and cost of poor quality is reduced.INTRODUCTION Engineer Bill Smith while working at Motorola in 1986 introduced a new concept in which a set of techniques and tools are used for process improvement by controlling variations (defects). These tools and techniques are explained by an acronym DMAIC. D DEFINE the problem M MEASURE the variables in the problem A ANALYSE the variables of the problem I IMPLEMENT and verify the solution to the problem C CONTROL the solution to sustain it Most times in six-sigma approach, variations in the process that results in defects and customers’ dissatisfaction are targeted at 3.4 defects per million opportunities. There are numerous methods six sigma application use to achieve quality results and innovative strategies. Improving the quality of process through these methods helps identify and reduce variations which paves way for organisational excellence. In this study, it is encouraged to use six sigma techniques to improve aluminium rolling operations and other aluminium processing activities, the benefits of such improvement concept include: • Satisfy the voice of the customer (VOC) • Minimise costs • Maximise Profits • Build Good Team • Implement Profitable Project"

Jan 1, 2018

By R. L. Godfrey

The Custom Coals advanced coal cleaning plant will be designed with a unique blending of existing and new processes to produce two types of compliance coals: Carefree Coal? and Self-Scrubbing Coal?. Carefree Coal will be produced by cleaning the coal in a proprietary dense media cyclone circuit utilizing fine magnetite to remove up to 90 percent of the pyritic sulfur and correspondingly greatly reduce the ash. While may utilities can achieve full S02 reduction compliance with Carefree Coal, others face higher sulfur reduction requirements due to the higher sulfur content of their existing fuel supplies. For these circumstances, a patented Self-Scrubbing Coal will be produced by taking Carefree Coal and pelletizing limestone-based additives with the finest fraction of the clean coal. These technologies will enable over 150 billion tons of non-compliance U.S. coal reserves to meet compliance requirements.

Jan 1, 1995

By J Pearce, R Ramanathan

hortly after the World Health Organization declared COVID-19 a pandemic, the words ‘social distancing’ entered the global lexicon. The effects on the public of social distancing, lockdowns and travel bans are well documented. They also present unique challenges to the mining industry. For Hexagon’s Mining division, this posed a significant challenge. We have built our business – our reputation – on regional, customer-focused service and support. True to Hexagon’s values of being professional, engaged and customer-focused, we innovated to overcome the distance dilemma. Making automation a reality for our customers by implementing and supporting technology projects from a distance has helped deepen partnerships by making it easier to tap into our global experts’ knowledge. For example: • Body cameras were at the heart of a successful safety installation at a mine in Ghana. Despite the pandemic lockdown preventing travel by our South Africa staff into Ghana, the project was completed with minimal delays. • Traditionally, implementation and training for our Blast Movement Technology solution is done physically at the mine site. With COVID-19 travel restrictions in place, we have developed and successfully employed a remote deployment methodology. • Using RealWearTM headsets in the field and utilising the knowledge management platform from HINDSITE, Hexagon workshop technicians have been able to support hardware repairs in local offices, which once would have been undertaken in our overseas offices. • The same headset is being utilised to provide clients with remote mentoring sessions by our skilled team members who are based in our regional locations and unable to travel to their site without extensive quarantine commitments. • In instances where our team members have had to travel to site, we have provided consumer technology such as VR headsets to help them cope with long periods of quarantine to and from site. Post-pandemic, Hexagon will continue to refine and improve this method of working. INTRODUCTION Shortly after the World Health Organization (WHO) declared COVID-19 (COVID) a pandemic, the words ‘social distancing’ entered the global lexicon. As governments, healthcare organisations and the public scrambled to respond to the crisis, one thing became abundantly clear: isolation was and, for most of us, still is the key to maintaining our health. Hexagon, a leader in sensor, software and autonomous solutions, was well positioned to pivot and assist in the global response to the crisis. From simulations of the effects of social distancing to mapping the spread of COVID in real time, to drone technology delivering COVID tests, to providing communities with transparent geospatial information, Hexagon solutions continue to help ensure that innovation is readily available to those who need it most during uncertain times. The effects on the public of social distancing, lockdowns and travel bans are well documented. They also present unique challenges to the mining industry.

Jun 22, 2022

By A. Varma

Successful technology commercialization occurs when a company is focused on creating shareholder value by providing a reliable product at a price point attractive to the market, while at the same time maintaining strict control of its internal cash burn rates. Developing a technology platform and a market platform are equally important in the commercialization of new technologies such as fuel cells. This paper will discuss some of the key barriers that may prevent successful market entry for emerging and disruptive technologies, such as: R&D priorities, supply chain / manufacturing issues, materials, cost reduction strategies, customer needs, developing a market pull strategy, institutional barriers such as existing regulatory/approvals processes and/or current design/purchasing practices, product reliability and resilience, and finding the right path to market. SDTC is an arms length foundation that aims to financially support the successful market entry of emerging and disruptive technologies that can provide significant environmental benefits to Canada. The fuel cell industry, which represents one such technology, is at a critical point in its evolution where market receptivity and the technology platform are converging to potentially create significant customer advantages for fuel cell products being developed today. Since its inception in 2001, SDTC has received over 850 business cases from which it has identified successful strategies to overcome the noted barriers to commercialization. While maintaining commercial confidentiality, the SDTC database will be mined to: Identify specific success stories that have overcome various barriers and discuss their strategy; Identify specific fuel cell related industry experiences that hinder successful market uptake. The general attributes and trends of successful technology developments identified in this paper will hopefully provide guidance to technology developers and prepare them to successfully tackle the next set of hurdles on the path to commercializing their technology, once they have proven their technology works in the laboratory.

Jan 1, 2005