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By P A. Tilyard

There have been enormous changes in mineral processing in the past four decades. For example grinding mill power has increased by an order of magnitude, regrinding is done to -10 microns and flotation machines are 100 times bigger. Operating staff have unprecedented opportunities for online monitoring and performance control of mineral processing plants. Sophisticated instruments can provide a plethora of data characterising the mineralogy and surfaces of particles. Digital computers allow complex calculations on huge amounts of data including modelling and simulation of machine and plant performance. However, all these changes have not necessarily lead to better metallurgical results. An analogy can be drawn with the thoroughbred racing industry in Australia. Significant advances in scientific knowledge in animal genetics, physiology, biomechanics and nutrition applied to the business have resulted in only a two per cent reduction in winning times for the Melbourne Cup and Caulfield Cup since the 1920s. A critical look at some mineral processing metrics suggests similar failures to improve performance despite putting in more resources. In fact certain parameters such as operating times and plant start-up performance are considered to have remained static or even deteriorated. There has been an emphasis on 'process' at the expense of 'outcomes'. The industry's strength has been in finding technical (or 'hardware') solutions while its weakness has been at the people end of the business in maximising and consolidating the gains from the technologies. Some trends in plant design over these years have exacerbated the apparent deskilling of operating and technical staff. Despite unparalleled options for communications, some staff are embarrassingly uninformed about technical developments in their fields. The 'boom and bust' cycles of the industry, together with trends in tertiary education and the effects of fly-in, fly-out (FIFO) operations, raise serious questions about the sustainability of human capital in the mineral processing sector. This paper by two experienced mineral processing engineers, with contributions from other senior practitioners, reviews these trends. While there may be an element of 'the older we are, the better we were', it is an attempt to identify the issues and propose solutions.

Jan 1, 2009

By M. S. Prithvi

Over the decades, mine and mineral processing plant operations for the most part, have been found to have had adverse impacts on the environment. At the same time, mineral processing and mining operations produce mineral products that are indispensable to modern society. Thus, the sector has desirable and undesirable attributes simultaneously. The situation presents itself as a contradiction (i.e.) the mineral processing and mining operations are wanted by society, and at the same time unwanted by society. The existing methods of addressing the issues raised above have evidently not been very successful in reducing the opposition to new projects and to the related activities such as land acquisition. This paper attempts to show the relevance and applicability of TRIZ for addressing the issue. TRIZ, or Teoriya Rezheniya Isobretatelski Zadach, is a Russian acronym meaning Theory of Inventive Problem Solving. TRIZ is a powerful tool that can be usefully applied to resolve such contradictions, using resources usually available within the system of interest. Accordingly, this paper introduces the issue background, followed by an introduction to some key concepts of TRIZ such as the 40 principles, separation principles and directed evolution. The paper goes on to apply the 40 principles to two case studies. The results show that TRIZ could be a useful tool to generate potentially innovative and sustainable approaches. Its most appropriate position would be as a supplement to current decision-making procedures, and as a validation tool to review existing solutions for possible improvements. Keywords: minerals, environment, TRIZ, contradiction, resources

Sep 1, 2012

Exploring long-term future possibilities for your business and methods for achieving them are critical functions of leadership. More than ever, strategic initiatives today have to be planned and delivered in an environment of disruptive change û driven by shifting business or regulatory imperatives, new technologies and global economic change, and diverse stakeholder interests. The notion of The Future as a single inevitable outcome is obsolete. There are many possible futures. This paper explains an innovative process û known as scenario planning û to help executives in the construction and testing of longer-term strategies to deal with uncertainty.

Jan 1, 2006

By L Lorenzen, H Muller

"Every year a large number of projects are evaluated by small listed and unlisted mining companies that are hoping to find the ideal project, which will catapult them from a mining junior status to that of a mid-tier mining company. Usually this includes finding the æidealÆ or ærightÆ orebody and then developing a process which will allow cost-effective recovery of the valuable metals and the production of a saleable product. These dreams are seldom realised and there are a number of good and obvious reasons for this. Issues that are generally high up on the agenda for the smaller companies are: cost of developing a project before the feasibility study stage finding a suitable, or optimum processing technology financing of the project dealing with risk.The most expensive part of the development process for the small miner is often the exploration side of the business and finding the æidealÆ orebody. However, finding the right orebody will not be discussed in this paper. The æidealÆ orebody does not necessarily solve the problems of the mining junior, as much of the uncertainty lies in the process required to recover and produce the final metal product. Once a mineralised deposit has been identified and the grade at least reasonably qualified, the development of a suitable process becomes the driver to convert the deposit into an orebody. This paper proposes that a small exploration company has a very limited opportunity to succeed if it does not do sufficient homework before it identifies the æidealÆ orebody. The risk profile for the small mining company, by its very nature, has to be different to that of a major company and as a result the opportunities often lie in managing different and often new process options, which may be the key to bring such projects on line successfully.CITATION:Muller, H and Lorenzen, L, 2012. Project selection and process development for mining juniors, in Proceedings Project Evaluation 2012, pp 149-158 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

May 24, 2012

By C R. Fountain, W R. Cannings

The zinc-lead-silver mineral resource at Lady Loretta ranks amongst the worldÆs richest when measured in terms of in situ metal grades. However, the project remains undeveloped 28 years after its discovery in 1969. The primary obstacle to development has been the fine and complex grain structure of its ores, which make flotation concentration inefficient even with fine grinding. The size and remote location of the deposit have also hindered exploitation. BUKA planned to directly fume the volatile target metals from the ore when it acquired the project. Intensive, post-acquisition modeling showed the innovative processing route to be uneconomic, notwithstanding high metals recovery and low waste content in fume product. Progressive modifications and supplements to the underlying fuming process enhanced economics and resulted in a new mine-to-metal processing route for zinc-lead-silver ores. The proprietary, three-stage BUKA Zinc Process offers technical, economic and environmental advantages. It is expected to find widespread application in the treatment of ores and residues. However, neither continued R&D nor application to Lady LorettaÆs currently delineated resource can be justified under prevailing market conditions. The objectives and results of each step in the process development sequence are outlined with reference to their impact on the commercial viability of the Lady Loretta project.

Jan 1, 1998

By V Srinivasan, P Knights, C T. Farrelly

By 2025, with the widespread industry adoption of remote operation centres and advanced analytics, mining companies will find themselves making better, more informed decisions across the value chain. Process automation will drive significant business integration and reorganisation. Better collaboration between functions will make cross value chain optimisation a reality. Wherever possible decisions will be automated, based on analytical models and embedded in an enterprise decision management (EDM) architecture. This will take care of many of the minor day-to-day or the minute-to-minute decisions that consume operators and managers today. More flexible information technologies and architectures derived from the extensions to Web 2.0 and service oriented architecture (SOA) will solve many of the integration issues of today. The ongoing business imperatives for doing more with less people will make true collaboration with partners such as mining contractors, equipment vendors, transport providers, suppliers and maintenance contractors commonplace throughout the industry. All these organisations will be linked in and share common goals and objectives in real-time while providing visibility of internal constraints and available capability, allowing optimised decisions to be made across the extended enterprise. Humans will increasingly move to a more supervisory role and will use advanced collaboration to quickly solve complex abnormal issues that span the value chain out to the extended enterprise. The open collaboration and communication models instilled in the workforce through the widespread use of social networking technologies will drive thought leadership far beyond current æbest practiceÆ thinking. This will encourage the mining industry to extract the business value from rapidly converging fields of study such as environmental sciences, neuroscience, psychology, engineering, information technology and business finance. The future of mining will see a more uniform distribution of data savvy workers between the ages of 20 - 40, forcing a change in current operations. This group will drive the adoption of ubiquitous computing, augmented reality, presence and digital labelling. The enterprise will shift from a relatively static disparate set of functions to a digitally aware, integrated and interactive environment with information available, in context and just in time, to those who need it. The networked virtual enterprise will therefore be a reality.

Jan 1, 2008

By I. Soto, E. Córdova, A. Anani

The new caving megaprojects that are planned to go into production in the next decade have scheduled horizontal developments at very high rates, which are difficult to achieve. Research has been conducted that seeks to model the construction times for underground developments to determine the feasibility of achieving the planned rates. However, these previous attempts do not consider all the operational aspects that make up the mine development cycle. Here, we present a discrete event simulation (DES) model that individualizes each unit operation of the development cycle to determine the construction rates that new projects will be able to attain. The developed model was applied to the New Mine Level (NML) of the El Teniente Division (DET). The results indicate that it would be impractical to achieve the advance rates scheduled in the original plans if the unit operations of the mine continue to be executed using the status quo. The metres developed after six years in the sections analysed can be significantly improved by changing the maintenance strategy for the equipment (457 metres increase), orepass availability (194 metres increase), and the initial planning sequence (1 598 metres increase). It is recommended that the mine implements a flexible maintenance strategy, defines a strategy to ensure and increase orepass availability to contractors, and makes use of current simulation tools for a more robust development sequence planning.

Oct 1, 2022

By Claudio Ballota

Los sistemas de gestión empresarial son importantes -en tanto las estrategias de negocios acompañadas del apoyo de sistemas de información, permiten planificar, ejecutar y controlar el desempeño empresarial. Por ello, la integración de la información en una empresa a través de reportes gerenciales y herramientas de análisis, son fundamentales para cualquier ejecutivo que quiera desempeñarse exitosamente en el mercado moderno. En ese sentido, el presente texto señala la eficiencia del outsourcing de sistemas integrados en la administración de las empresas como un proyecto tecnológico de negocios que está dirigido a todos los empleados de la empresa que interactúan con sistemas para realizar sus tareas operativas diarias y para los gerentes que buscan información para tomar mejores decisiones.

Jul 17, 2000

By D J. Brake

The importance of mine ventilation to health and safety in both coal and metalliferous mines has been long recognised. The primary and secondary ventilation systems in most metalliferous mines incur 50 per cent or more of the total mine electrical power consumption and frequently about 10 per cent of total underground mine operating costs. The requirements for ventilation-related horizontal and vertical development, fans and cooling have a significant impact on mine capital costs and also on mine schedules and start-up times and hence cash flows. There are increasing pressures on regulators and miners to reduce airborne contaminants such as diesel particulatematter, nitrogen dioxide and heat (wet bulb temperatures), and significant pressures to reducegreenhouse gases such as fugitive methane emissions from coalmines and the carbon dioxide footprint of both coal and metalliferous mines. Many previously Australian miners are now globaloperators and have extensive overseas mining operations where local ventilation standards and expertise may not be consistent with Australian practices. The role of the site ventilation officer is also changing with strict new requirements for the statutory position being introduced into Queensland metalliferous mines and the potential for this to become more widespread. Recent regulator and parliamentary review committees have identified systematic shortcomings in mine ventilation compliance, and statutory certificates in both Queensland and NSW now require continuing professional development to maintain currency. Public and investor support for mining are also increasingly contingent on safe, healthy and environmentally responsible practices and the standards for these are frequently tightening. Good ventilation design and operating practices that are consistently well executed therefore contribute significantly not only to a safe and healthy mine but also to a productive and cost-effective operation and the ongoing social licence to operate. There are a variety of ways of providing technical design and oversight into a mine’s ventilation systems; this paper explores some current trends in ventilation standards and statutory requirements, as well as ways to support and develop mine ventilation staff for both domestic and international operations and also the emerging senior technical roles of Group/Principal/Corporate mine ventilation engineer.

Oct 12, 2022

By C. J. H. Steenkamp

Theoretically, the main driver behind a mining operations? sourcing decision should differ from company to company, and within a company from project to project, but in reality it often relates to cost. Research confirms that there are a number of factors, including cost, to consider when choosing between in-house and outsourced mining. While the literature is rife with factors to consider, little information exists on how to apply these in practice and the relative importance of the different factors to be considered. A study was conducted to determine whether mining is truly a core competency for a mid-tier commodity specialist mining company. Furthermore, a decision-making framework for mining operations sourcing was developed, and the critical success factors that should be adhered to if outsourced mining is chosen were determined. The research showed that owner mining is not a core competency for the mining company investigated. A decision-making framework was developed using the order winner/order qualifier structure, which can be used to facilitate the mining sourcing decision. The most important tools at the disposal of a mine owner?s team to manage a contractor miner are the social and output control mechanisms, according to the critical success factors study.

Jan 1, 2014

By Andy Lemay

Vale (previously known as CVRD) is: ? The second-largest mining company by market capitalization (NYSE:RIO) ? Headquartered in Brazil ? Global workforce of over 100,000 employees including outsourced workers. Vale Inco Limited is a wholly?owned subsidiary of Vale Vale Inco Limited ? is based in Toronto, Ontario Canada: ? Operations and Projects in 20 countries ? Marketing Network extending to 40 countries ? Over 12,000 employees worldwide ? Last years sales of US $8 Billion

May 1, 2008

By David M. Beckwith

Increased globalization and outsource manufacturing complicate the procurement and enforcement of intellectual property rights on a worldwide basis. Recent legislative and case law developments in the United States highlight the importance of a multinational intellectual property strategy. IP lawyers David Beckwith and John Hankins will discuss planning and pitfalls in this rapidly changing trans-border environment. Topics to be discussed include harmonization with international patent laws, protecting your technology and market space with a comprehensive approach to IP, and patent enforcement issues relating to import/export of products and components in the United States.

Jan 1, 2006

By Agustín Chang Wong

"El presente trabajo señala la aplicación del Planeamiento Estratégico en la Sociedad Minera El Brocal como herramienta conductora empresarial que permite establecer correspondencia entre los problemas identificados y suscausas, los objetivos previstos para superarlos y los planes de acción que se organizan para alcanzar los resultados. El diagnóstico se realizó en el año 2000 y utilizó las siguientes estrategias: reestructuración organizacionalsistemas de gestión, outsourcing, alianza con proveedores y mejoramiento de procesos. De forma, que el mejoramiento sostenido de las operaciones se relaciona con el incremento de la productividad, rentabilidad de la empresa y reducción de costos. "

Jul 31, 2003

By T Harrington, M Cox

There have been many changes in the Australian mining industry during the last 30 years. One of the most dramatic changes, from a geological perspective, is the reduction of in-house geological staffing and an ever increasing reliance on contract and consulting services. As a result, there has been a change in the way geological information is generated, managed and retained within the industry. This paper describes the changes that have taken place in the industry, provides two case studies of how companies manage their geological Intellectual Property and reviews some of the issues associated with management of in-house and outsourced geology services.

Jan 1, 2009

Coal exports are forecast to grow strongly, so that coal is likely to remain very important to Australia for the foreseeable future. However there is no sign that prices or profitability will rise of their own accord. Therefore the intense squeeze on costs will continue for the foreseeable future. This will mean lower manning, more outsourcing and probably an increasing rate of company attrition. As well, the political pressure from the greenhouse debate is only going to intensify and the pressure on the Federal Government after Kyoto is likely to be irresistible.

Jan 1, 1998

By V. N. Kazakidis

With increased levels of automation, capitalization, and empowerment of citizens, the traditional axis of labour versus capital or national government versus capital, upon which the allocation of benefits from a mining project was traditionally based, has shifted primarily to a capital versus community axis. In light of this paradigm shift, it is critical for the sustainability of mining that economic indicators be considered at the pre-feasibility, feasibility, and permitting stages of a project. Such indicators should emphasize the ?ripple effect? of the economic impact of a capital-intensive mining investment on a region due to outsourcing, as well as the diversified spin-off opportunities and the technological advances that can be exploited by local communities.

Jan 1, 2003

Cost accounting information is used primarily for (1) planning, control, and performance evaluation; and (2) managerial decision-making. Incremental analysis is a tool for managerial decision-making. It is designed to estimate future financial performance, namely the benefits and costs associated with alternative courses of action. Decisions may be distinguished as pertaining to short-term or long-term activities. Long-term activities frequently focus on capacity decisions and the attendant capital budgeting processes used to quantify the financial effects of these decisions. Short-term decisions typically address short-range production quantity and pricing issues, outsourcing, selection of the optimal mix of products, inventory management, and the acceptance of special orders. This chapter addresses these short-term decisions.

Jan 1, 1999

By John M. Rogers

Risk management has rapidly developed to become an integrated, holistic approach that now encompasses the main risk elements such as product quality control, occupational health and safety, security, environmental liability, social issues and related management information systems. Given the obvious economic benefits, a seamless blend of risk management components has become essential to allowing organisations to sustain a competitive advantage, and is also looked upon as an important attribute in organisational growth. Juxtaposed with this management philosophy is the global trend towards outsourcing, which has seen the emergence of independent, and specialist risk management organisations. The New Millennium will undoubtedly see a shift away from "in-house" risk management practices, and consequently, the selection of a suitable risk management partner - a major vehicle for improving shareholder value - will become an important strategic management decision.

Jan 1, 1999

By Pavel Vasak

Microseismic monitoring is becoming standard practice in the Canadian mining industry, particularly as mines get deeper. Full-waveform microseismic systems allow the operator to distinguish the event source mechanism, e.g., blast, shear slip or stress-induced fracture. At mine sites that heave a microseismic system operator blasts are manually identified by comparing the event waveform traces to the morning blast logs. However, this procedure is not routinely done at sites where a system operator is not present and this can lead to misinterpretation of the data at a later stage, particularly where the interpretation is outsourced, often many years later. It is critical to improve the microseismic data quality and consistency for processing and interpretation with a reliable technique to filter out blasts and blast related seismicity. This paper presents the development and implementation of a simple blast identification and filtering routine. The routine was developed specifically for Vale?s Creighton Mine about a decade ago, but is made sufficiently general so that it can be used at any mine site with an ESG (Engineering Seismology Group Canada) based full-waveform microseismic systems. The routine is strictly a post-processing procedure developed for use with the Access database data structure used by ESG. The algorithm was tested at Creighton Mine and a success rate of 80 to 90% was achieved, when compared to manual blast picks.

Oct 1, 2010

By Simon Wright, Roland Heersink

In the past, the center of most companies' e-initiatives has been on reduction of indirect costs, such as selling and procurement. Recently, e-commerce has moved its attention from back-office functions into manufacturing, in order to significantly reduce direct operating costs. This paper describes many of the Web-Powered Manufacturing initiatives being employed across various industries, and relates them to similar opportunities being started within the mining and mineral-processing sector. The following opportunities are enabled by Web-Powered Manufacturing: • Collaboration with outside experts to extend their pool of resources • Management of remote and distributed operations • Tie-in of small operations to a larger operation • Monitoring a position in a JV operated by a partner • Managing a plant located in someone else's facility • Having a chemical supplier manage his inventory in a customer's tanks • Having an equipment supplier remotely troubleshoot his equipment installed in a customer's site • Having an additive supplier provide remote pro-active. guidance in optimization of a customer's operation • Having software suppliers take responsibility for the results of their applications • Outsourcing software and systems support by providing remote access Details of one of these opportunities are described in this article, and the benefits captured using this approach and the technologies necessary to make them a reality are emphasized.

Jan 1, 2002