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By A. Ouellette, E. Nilsson

"Preventative maintenance is a burden for equipment users but a demand from the machine suppliers to ensure performance. Machine availability depends on preventative maintenance being followed.Mining equipment is becoming more and more sophisticated and productive, yet less and less time is available for preventative maintenance. Manufacturers invest in reducing costs, simplifying operating requirements, and lowering maintenance requirements, but it is the users who must invest more heavily in the advanced maintenance systems to keep the units operating.IntroductionPreventative maintenance has been, and still is a key factor in avoiding disturbances in production due to equipment downtime. Manufacturers ask for it in extensive maintenance schedules, check lists, programs, etc. often with a ""threat"" that, if not performed, the machine guarantee will not be valid. Modern mining and construction machinery has become sophisticated, like all other machinery, with elaborate hydraulic, electric and electronic systems and computerized controllers. Maintenance organizations within the mining industry have grown to heavy cost centres just to keep up the availability of the equipment.It is difficult for machine manufacturers to have maintenance programs that suit every user. International suppliers have to deal with different cultures, education levels, environments, organizations, etc. Maintenance programs recommended by manufacturers often do not meet some user's needs while they are ""overkilling"" to others. Preventative maintenance schemes recommendations of what to do, in what frequency, etc.) usually fit mechanical components in the equipment, e.g. wear measurements, crack indications, lubrication, oil changes, etc. But how does one perform preventative maintenance on huge hydraulic systems, electrical and electronic systems and computers? Failures in these systems usually occur without any warning and are more or less impossible to predict. Another difficulty in creating effective preventative maintenance programs for these kinds of systems is the relatively low volume of mining and construction equipment that is produced per year. For example, although Atlas Copco is one of the largest manufacturers in the world of underground blast hole drilling machines, the company still does not produce more than a few hundred drilling jumbos per year. These are made in more than 10 different models, with different systems and components, and very often are custom adapted to the end user's requirements."

Jan 1, 1992

By Knud Sinding

Many industries have established their own systems for self-regulation. They often do so when companies operate in countries where financial, technical, environmental and social regulation is weak and when the industry is challenged by legitimacy issues related to behaviour in one of these areas. Mining is one industry that has progressed unevenly down the road of self-regulation in these areas. This paper examines how the development of self-regulation for mines and mining companies involves difficult questions of scope, rules, membership, assessment criteria and performance evaluation. Using a range of theoretical and empirical results from research on self-regulation, performance rating and corporate strategy, this paper analyses the strategic and operational issues related to the idea of self-regulation in the mining industry. The analysis indicates that while self-regulation may bring benefits to members, they are likely to take a long time coming; but when they do arrive they may be substantial. Using the fact that in relation to technical and financial issues the industry is quite experienced in self-regulation ? not least as it is more reluctant in areas such as environmental and social performance ? the case is made for a comprehensive and innovative approach, that draws on the areas where the industry is experienced and develops new institutional solutions in the areas where the industry is more reluctant.

Aug 1, 2013

By E Deucker, A White

Gold Fields Australia (Gold Fields) has identified that improving productivity through more detailed shift planning and operational control of mining activities is a key driver to the success of their business. The Hamlet mine was chosen as a pilot site to trial a system that would allow production engineers and shift bosses to align the execution of short-term activities with the longer-term goals of the organisation.Gold Fields partnered with Deswik to introduce an on-site, collaborative, web-based system to allow mine planners to quickly build-up a detailed, activity-based, shift schedule for the coming week from the 13-week plan. Multiple stakeholders could then review and alter the plan, and then track and manage the execution of the activities.The system is designed to be integrated with production data capture systems to allow tracking of progress towards completion for each activity, as well as to plan and monitor the equipment operating in the mine. Integration of systems allowed engineers to use the large quantities of production data being captured to make informed decisions in the operations environment.The system replaced a complex set of spreadsheets that required expert users in Gold Fields to maintain. By capturing the data in a central database, the planning process is transparent and historic data from the execution of activities is available for analysis to improve productivity in the future.The system has ensured that the highest priority and critical path activities for the business are completed at the right time, improving the efficiency of operations.CITATION:Deucker, E and White, A, 2017. Productivity improvement through collaborative shift planning and tracking, in Proceedings 13th AusIMM Underground Operators’ Conference 2017, pp 225–234 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 16, 2017

The current economic climate and demand for iron ore has resulted in mine operators being prepared to accept aggressive slope designs and associated failures provided that they can be quantified (ie volume of failure and clean up costs, etc) and incorporated into the mining costs, at a feasibility study level. This has numerous implications for pit slope design/geomechanics. Typically when geotechnical engineers conduct slope stability modelling a single value, usually the average or mean value for model input parameters (ie structural orientations, material properties and hydrological conditions) are chosen. The implications resulting from using a single value for model input parameters will vary depending on how the modeller has chosen the value, ie should the modeller choose a mean value from a log-normal distribution of material strengths an optimistic representation of the stability may eventuate, consequently if the designer decides to conservatively downgrade the values by a nominal factor, a pessimistic representation of slope angles may occur, which would result in excessive stripping and mine development costs. A more realistic and representative way to model the inherent variability of geological/geotechnical conditions would be to do so probabilistically. Whereby the modeller can assess the variability of the geological structure as observed/recorded during the core logging process and a similar approach for the material strength properties. The final model output would be a distribution of factors of safety in relation to overall slope angles, ie probabilities of failure for individual slope angles could be determined. This output (graph) could be modified by the mining engineer to incorporate mining costs as well as clean up costs for the respective slope angles and associated failure volumes, ie probabilities of failure. The author intends to provide a detailed overview of the processes involved in deriving a geotechnical design, ie; starting from the data collection phase (core logging/face mapping), through to the data interpretation and formulation of slope parameters; determining the variability and uncertainties associated with each of the process; ensuring that it is adequately captured in the model input parameters; and how the mining engineer could utilise this information to derive final feasibility study mining costs.

Jan 1, 2009

By J. Coxon, G. W. Walker

The paper describes the discovery, location and events concerning three types of heating which have occurred in recent years: a) in a district being salvaged, b) in the shaft pillar at an air-crossing, and c) in the gate side of a production district, all of which have occurred in the Beeston Seam at collieries in the deeper eastern part of the area. The paper describes the precautions, air sampling arrangements, training methods and codes of practice which have been adopted at collieries where spontaneous combustion is, or is likely to be, a hazard. The air samples taken from behind the stoppings following the sealing off of the salvaging district are examined and interpreted. The problem of effectively sealing off where more than two stoppings are required is made apparent. Other lessons have been learned as a result of these heatings and are described in the paper.

May 23, 1905

Jan 1, 1886

By T. L. McCall

AUTHENTIC records show that coal mining in Cape Breton dates from the year 1720, when the French military authorities obtained coal from what is now known as the Blockhouse seam, in the Morien district, for use at Louisburg, where the fortress, now of such historic interest, was being built. Thereafter, coal was mined more or less continuously, and although, for many years, in a very haphazard way, there was, on the whole, a steady growth towards a better regulation of the industry, culminating in the year 1825 with the arrival of the General Mining Association in Nova Scotia. This Company, more generally known as the G.M.A., had acquired extensive tracts in Brazil and Colombia and had also purchased the mining rights for the whole of Nova Scotia-excepting such areas as had been previously leased-the attraction being the rich veins of copper currently reported as occurring in the Province. These fabulous copper veins, upon examination, failed to materialize, but the engineer sent out to report on them returned with such good accounts of the coalfields he had seen that steps were taken immediately to investigate them. From that rime onward, the history of coal mining in Nova Scotia is one of progress and achievement. One of the first acts of the G.M.A. was to acquire the areas already leased to other concerns and develop these in a masterly fashion, employing the best machinery and talent available at that time. Such dominant control over the minerals of the Province, although it led to orderly development in the several coalfields, also, later on, resulted in restricting operations in the various coal centres to such an extent that a determined effort was put forward by the people of Nova Scotia to end such a state of affairs. Consequently, in 1857, the original lease of the G.M.A. was abrogated, the Company, however, being allowed to retain certain areas in the districts it had already developed. This opened the way for the formation of other coal-mining companies, and numbers of these immediately sprang into existence in the various coal-mining centres. In 1893, the Dominion Coal Company, Limited, was formed by the amalgamation of seven companies operating in the neighbourhood of Glace Bay, in Cape Breton. Later, in 1910, the Dominion Iron & Steel Company, Limited, obtained control of the Cumberland Railway & Coal Company, which had been formed in 1884 to acquire the rights of the two companies working in the Cumberland County coalfield.

Jan 1, 1936

By J Johansson, B Johansson

The mining industry needs to attract and recruit young talented people. An important task is, therefore, to create an attractive mining workplace that engages with, and motivates youngsters who are not particularly interested in working in the industry. This paper aims to illustrate a way forward for the mining industry to form healthy and safe workplaces honouring key components such as knowledge, skill, co-operation, continual development and acceptance of diversity. This is a way to create a vision of healthy and safe mining work. The mining industry must work towards zero vision; a future without accidents and hazardous environments. In this paper the authors discuss different aspects of an ‘attractive workplace’ and summarises lessons learnt in 26 statements dealing with safety, both physical and social work environments, and social responsibility. The authors hope these recommendations will provide some guidance for how attractive workplaces should be designed for future deep mining.The paper is based on lessons from two large European projects, a Swedish-Polish project: The Smart Mine of the Future; and a European Union project: Sustainable Intelligent Mining Systems (SIMS). One of the authors was the WP leader of health and safety in both projects.CITATION:Johansson, J and Johansson, B, 2017. Attractive workplaces in future underground mining, in Proceedings 13th AusIMM Underground Operators’ Conference 2017, pp 99–102 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 16, 2017

By Hadi Fanisalek

"Most industries attempted to conduct their energy consumptions in an optimized way for a few decades. This is because policymakers and top managements in industries have felt the critical situation of a possible energy shortage that could happen for them in the near future, even in countries with significant fossil fuel resources. Decisions related to energy consumption in any industry will have a long-term effect on different parts of the industry structure. In this way, energy decisions should be categorized as part of any industry's main strategic and long-term decisions, which should be made by top strategists. On the other hand, strategic management has many powerful tools to help the policymakers in industries to establish a long-term strategy for energy consumption and reducing or preferably eliminating the energy loss. This will be more important for industries in the Middle East, where they have just started to make an applicable strategy for their energy consumption and to design a long-term procedure for their energy management. Based on strategic management and by comparison we designed and offered a new model for establishing the main structure of energy management strategy in primary aluminum industry, which is a high consuming energy industry. This strategy, which we will call ESM (Energy Strategic Model) and has been applied for a typical primary aluminum industry in this paper, is similar to the practical models in the field of strategic management, which were developed for designing the overall company strategy.IntroductionThe elementary goal for introducing strategic management in any organization was to establish a successful plan helping the company to survive and to gain competitive advantage over its competitors in a rough business environment. Strategic management is an ongoing process that evaluates and controls the business and industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet changed circumstances, new technology, new competitors, and a new economic environment[!]."

Jan 1, 2013

By George B. Saunders

It is the purpose of this paper to point out conditions as they exist in the merchandizing of coal, to compare these conditions with methods in use by competitive producers of coal substitutes, and to present briefly some suggestions which may help the individual operator to market more coal in the immediate future, while we are waiting for the scientist and research worker, who are now busy on coal betterment , to produce in a practical way the results which they now write about in such glowing terms. While it may be unnecessary to call the attention of coal operators to the present deplorable condition of the industry, it might be well to impress upon our members in other branches of mining, as well as upon the public at large, the seriousness of the situation. Emerging from the war and the period of reconstruction that followed, the coal industry found itself with too many mines and too many men for normal conditions. To make matters worse, the interruptions in deliveries caused by strikes, the unfavourable publicity caused by socialistic propaganda, and the repeated governmental investigations, made the market a fertile field for coal substitutes which were not so handicapped. These substitutes were well advertised, and were marketed in an up-to-date manner, furnishing an example from which the coal operator could well profit. Now, whether or not there is agreement as to the cause or causes of this condition, there can be no doubt that we are today face to face with the fact that the sale of coal has not kept pace with the sale and use of other commodities. Had it done so, we would ere this have been able to take care of the surplus labour and work our mines at least approximately full time.

Jan 1, 1929

By E. H. Rose

IN these days of the spectacular in research and technological accomplishment, it is easy and natural to overlook some of the applications to everyday life of recent developments of a more pedestrian kind, or to fail to realize that sometimes two or three of the latter may be combined to serve a novel purpose in fields other than those in which they grew. The present remarks are to point out three such developments which might be combined to apply to an everyday function of the A.I.M.E. as an organization. By its Constitution, the A.I.M.E. is organized "to promote the arts and sciences connected with . . . minerals and metals, and the welfare of those employed in these industries . . .; to hold meetings for social intercourse and the reading and discussion of professional papers, and to circulate . . . among its members the information thus obtained . . .; and to . . . maintain . . . a library." By these words of Article I the profession of mining and metallurgy is recognized to involve many arts and sciences, of which the art and science of exchanging information is a leading one. As to methods of preparing or securing papers, the Constitution is silent.

Jan 1, 1944

By W. D. Ryan

The American public has at all times been prone to discuss important questions that call for consideration and adjustment. Debatable subjects upon which sides may be taken always receive unusual prominence, but other questions equally important may be neglected. The real "paramount issue," calling for remedial action, is the ever-increasing number of deaths caused by preventable accidents. This matter demands the attention of the entire American people; the importance of accident prevention can not be overemphasized, and in many phases of American life, especially among the mining and allied industries, far too little real attention has been given the importance of conserving life and limb by accident prevention. ACCIDENTS COMPARED TO WAR AS A CAUSE OF DEATH Harry T. Hoffman, Wyoming labor commissioner, writes the following: It is one of the peculiar complexes of this rapidly moving age that we all stand aghast at the horrors of war and view with appar- ent indifference the greater havoc of industrial peace. Did you ever stop to think that approximately twice as many people were killed by accidents in the United States in 1929, as there were American soldiers killed in the entire period of the World War? Every employer and every worker should be thoroughly aroused over the tremendous toll levied against industrial forces by accidents which are largely preventable and develop a faith in safety efforts that will fire them with a zeal as pronounced as that of their religion or their patriotism. Let us remember safety-first to the end that the workman shall live to enjoy the fruits of his labor; that his mother shall have the comfort of his arm in her age; that his wife shall not be untimely a widow; that his children shall have a father; that crip- ples and helpless wrecks who were strong men shall no longer be a by-product of industry.

Apr 1, 1931

By T. J. Woodside

A. E. LEE*—One question of the flue leading to the tube coolers. What gas velocity is maintained to prevent settling of the finely divided fume ? T. J. WOODSIDE (author's reply)— 30 fps. Of course some fume settles out, but is immediately carried away by the screw conveyors. H. R. BIANCO —How effective are the soot blowers ? Do you have to use any hand lancing? T. J. WOODSIDE Only one point, which is right at the top of the economizer and which the soot blowers do not reach, we occasionally hand lance. But everywhere else the soot blowers have been very effective and no hand lancing has been done. L. V. DAVIDSON*—Do you have considerable variation in the lead content of the fume collected if the lead is higher, and is there greater tendency for the fume to stick on the boiler tubes ? T. J. WOODSIDE—There is very little variation in the lead content. From 5 to 7 pct is the widest range variation we have had and we have noticed no difference in the behavior of the fume. C. R. KUZELL—Mr. Woodside has been quite generous with data pertaining to metal and fuel economics. I think he stated that the coal consumption of the furnace was 21/10 21/10 for a pound of zinc recovered. I take it that that is the gross coal input to the furnace. I wonder what the net fuel consumption in terms of coal might be after crediting the fuel equivalent of the waste heat steam recovered? T. J. WOODSIDE—The fuel value of the waste heat steam is approximately 42 pct of the heat input to the furnace. A very large part of the heat, of course, goes out in jacket water—44 pct. A. D. TERRELL*—I would like to know how much lead is in the deleaded material. T. J. WOODSIDE—It is a little less than 2 pct now.

Jan 1, 1950

By Gerald Verbeek

There are certain concepts that seem to invite responses from some, including some in the foundation industry and even some within DFI, that are at best surprising. Business owners and their employees share the desire that their company does well and continues to operate. Maybe company growth is not always realistic but maintaining the current level of activity is in the least what they hope for. In other words, they hope that their company is sustainable, and they are fully behind that notion. But when the concept of sustainability is raised, there is, at least with some, suddenly doubt that that is a good thing. And yet, that concept only aims to achieve at a grander scale what the owners and employees desire for their company. There are many definitions of the term sustainability, but probably the most commonly used description is that framed by the United Nations in 1987. It states that sustainability is the concept of meeting the needs of the present without compromising the ability of future generations to meet their own needs. Arguably that definition is too abstract and does not provide the type of specific goals and targets we are used to. To help with that, to some extent, in 2015 the United Nations formulated 17 Sustainable Development Goals (SDGs), to provide "a shared blueprint for peace and prosperity for people and the planet, now and into the future." And undoubtedly those SDGs are fodder for those that question the concept of sustainability in the foundation industry. How can our industry, they wonder, ensure that there is no poverty or hunger (SDG 1 and 2), and the climate action goal (SDG 13) immediately leads to the hot button topic of global warming. And maybe this is where advocates lose (some of) the sceptics of the sustainability concept, but hopefully they will continue to read this article that lays out why sustainability simply makes sense, also for the foundation industry and especially for DFI.

Nov 1, 2022

By John F. Blandy

Although the question of the "waste of anthracite coal mining " has been so frequently discussed, and a committee was appointed at the first meeting of this Society to consider and report upon the subject, still but little progress seems to have been made in arriving at a conclusion as to how it ran be reduced. That committee made a preliminary report at the August meeting, 1871, in which it divided the question into three parts, namely: Waste in mining, in preparing for market, and in transportation. I shall not here refer to the first item, as so much depends upon the peculiar features of each separate mine, and the skill of those in charge; but in reference to the second, that of preparing the coal for market in breaker and screens, I wish to make some remarks. There is no use considering the question, whether the coal should be broken up to suit the fancy of consumers; all miners are satisfied that it should not be, but the consumers decide that they want it that way, and the miner must submit, and simply utter his maledictions upon the head of the man who first suggested a breaker or screen, if that is any consolation to him. What is called waste in this process of preparation, is the dust and fine coal, which results from the breaking and screening, and, as we all know, this is a very important percentage of what passes from the slope to the top of the breaker. Now, if this dust and fine coal can be utilized—the slate which is picked out is not to be taken into consideration as waste—then we get rid of this item entirely. There is no question in my mind that this article can and will be used as a steam generator at least, and I think, therefore, that in depositing

I HAVE previously shown you in the Fifth Book the process of making guns and gun carriages, together with other preparations and methods of moving them. If I now failed to show you more about them, it would be as if I had pointed out only the useless shadow of a thing, for I did not show the kinds and arrangement of their supplies or how the effects for which they are made are achieved. For these reasons I now wish to tell you, in addition to what I have already said, how saltpeter is made and the methods of refining it well; what it is and how without it guns and many effects of violent and artificial fires would have been discovered in vain. After this, I also wish to tell you the methods of compounding the powders for large and small guns, and finally how these are loaded and discharged. I also wish to tell you how mines are made, and fire tubes, [149v] fire pots, squibs, fireballs, rockets, shells, grapeshot, and other similar devices for shooting fire in order to bum ships, supplies, bridges, and ramparts, or, in offense, for firing on batteries. I also wish to teach you to make certain bronze balls for shooting, which carry fire and break in many pieces when they hit. For surely, besides being terrifying to the sight, they would be harmful to armies lined up in battle when they are fighting. Likewise, I wish, to enlighten you as to how artificial fires are made that last long and are difficult to extinguish. Since these are fine and useful things in wars, every captain and soldier should give them consideration and know how to use them when necessary. You will be pleased to have this information if for no other reason than that you can teach it to those who take delight in celebrating holidays with festivities and with fires.

Jan 1, 1942

By R. G. Koelmans

In 2001 Platinum overtook gold in foreign revenue earnings for South Africa. The export sales from platinum group metals amounted to R29.3 billion as opposed to gold export sales of R28.6billion1. Organizations must undertake new ventures to replace old, worn-out and obsolete assets with new ones. These assets could be a building, a new product or process, a new mine, or anything that can help the organization to achieve its objective. These ventures are projects by their nature. When a project is pronounced a success, the judgement is usually based on some factual evidence, although not every one uses the same data. From the literature, it is obvious that there is a lack of consensus and objectivity as to what constitutes a successful project. The purpose of this paper is to address the following questions: ?What constitutes a successful project? ? How does one measure project success? ?How can one work toward project success? This paper addresses the requirements for project success of three of the primary stakeholders of a project, namely the business or client, the employees as far as the project team is concerned, and the local community. Indicators are developed into a work breakdown structure (WBS)-like chart to demonstrate success indicators. These indices take cognisance of all the constituents required for project success. The indicators are further developed to take cognisance of the requirements of the local communities. These indices are then weighted to arrive at a total score for the respective stakeholders. Using these WBS models, the success and performance of a project can be evaluated. This score is considered an objective measure of project success. Projects are evaluated more consistently across different projects and the project manager is provided with a management tool that can assist him/her in ensuring greater project success. The shortcoming of this approach is that the weights of the different indices have been estimated at this stage. Research will have to be conducted to more accurately reflect the weights assigned to the indices.

Jan 1, 2004

By J Bryant

In recent years the mining industry has suffered from skill shortages in a range of disciplines including mine geology. As a consequence, many businesses operate with incompletely filled organisation charts and technical professionals are frequently thrust into roles earlier than previous generations of geologists, engineers and metallurgists. Exacerbating the difficulties managers face with recruiting suitably experienced professionals is the churn of people through roles. Churn may be caused by internal pressures related to the rapid increase in projects and opportunities within a company or by external factors including the high workforce mobility resulting from the advent of fly-in, fly-out (FIFO). Historically, new entrants into the mine geology profession often received on-the-job training from their more experienced colleagues. This training, supplemented with targeted skills and knowledge enhancement through dedicated short courses, ensured the wide range of skills, knowledge and abilities required in the complex role of mine geology were continually renewed. Faced with an influx of new graduates and a dearth of mine geology professionals in the critical ten to 15 year experience range, the industry needs to develop new paradigms to ensure that the full business benefit of the mine geology function is delivered. This is increasingly important as the complexity of business planning built on geologically-based variables grows. Mine geologists are now faced with the potential incorporation of geometallurgy and waste characterisation along with energy efficiency, carbon-economy and other environmental issues into their roles. Providing baseline data, models, operational control and reconciliation for a wider range of variables further stretches the already limited geological resources available to the industry and exposes personnel with relatively low levels of experience to potentially business transforming decision processes. This paper outlines a successful approach to mentoring at the individual and team level. It discusses what went well and what could have been done differently from both the mentor and menteeÆs perspective with examples from case studies and offers insights into a new approach to dealing with gaps in organisation charts and high turnover of personnel.

Jan 1, 2009

By John F. Blandy

ALTHOUGH the question of the "waste of anthracite coal mining" has been so frequently discussed, and a committee was appointed at the first meeting of this Society to consider and report upon the subject, still but little progress seems to have been made in arriving at a conclusion as to how it can be reduced. That committee made a preliminary report at the August meeting, 1871, in which it divided the question into three parts, namely Waste in mining, in preparing for market, and in transportation. I shall not here refer to the first item, as so much depends upon the peculiar features of each separate mine, and the skill of those in charge; but in reference to the second, that of preparing the coal for market in breaker and screens, I wish to make some remarks. There is no use considering the question, whether the coal should be broken up to suit the fancy of consumers; all miners are satisfied that it should not be, but the consumers decide that they want it that way, and the miner must submit, and simply utter his maledictions upon the head of the man who first suggested a breaker or screen, if that is any consolation to him. What is called waste in this process of preparation, is the dust and fine coal, which results from the breaking and screening, and, as we all know, this is a very important percentage of what passes from the slope to the top of the breaker. Now, if this dust and fine coal can be utilized-the slate which is' picked out is not to be taken into consideration as waste-then we get rid of this item entirely. There is no question in my mind that this article can and will be used as a steam generator at least, and I think, therefore, that in depositing

Jan 1, 1877

By R J. Everett

The mining industry is beginning to adopt quality systems based on the requirements of International Standards for quality assurance, such as the ISO 9000 series. Indications from similar industries are that considerable benefits are to be had from their adoption. This paper describes the use of the International Standard ISO 9001 for quality assurance within BUKA Minerals Limited. This provided guidance for the development of a clear statement providing agreement on the processes to be followed and the outputs required when dealing with outside service providers. Discussion focuses on the interaction with BUKAÆs consultants and contractors during the specification stage, resulting from the application of quality assurance techniques. Risk analysis was used to identify and manage the risks associated with the companyÆs contract for geotechnical and mine design services and the tender for a mine development program of work during the feasibility stage of the project. Setting acceptance controls for the deliverables from such contracts is traditionally fraught with difficulty. BUKA used Failure Mode and Effect Analysis for exposing underlying risks that were not effectively being countered. The briefs were reviewed and additional controls were developed to manage the risk. These controls have provided clearer instructions to the consultants and contractors, indicated audit points for the company and defined the deliverables. There exists within the company, and among its outside service providers, a clearer understanding of what is to be achieved and how it will be measured. The process has imparted considerable confidence to both parties on how the work will proceed and what outputs are to be provided. Some discussion is provided on how quality principles are being applied throughout industry and commerce, generally, and how they may apply to the mining industry. The paper argues that, far from being an appendix to the tendering process, Risk Management should be a mandatory step integrated into the definitions of the work.

Jan 1, 1998