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By Gordon O. Prickett

In two case studies we look at strategies of acceptance that the analyst can employ to gain entrance and to see his problem solution out to use. The first example comes from metal mines. The problem area was excessive usage and cost of wear parts in the concentrator and an atmosphere of crisis over frequent and unexpected breakdowns. The second case pertains to coal exploration. Better methods were being sought for representing coal quality in developing reserve tonnages. The first strategy is - Develop a detailed Human Impact Statement. The second strategy is - Write down in plain language with the keeper of the problem what he will consider as success in dealing with his problem.

Jan 1, 1978

By T Trott, G Lumley

"The mining industry suffers from a shortage of professional and other workers. Research and analysis has demonstrated a close correlation between high performance in productivity, maintenance and safety. There is also a significant correlation between engagement and performance. It is the hypothesis of the authors that mines can use a strategy of establishing themselves as a high-performance mine to attract and retain high caliber professional people: step 1 is to become best practice in equipment performance (productivity, maintenance and safety) step 2 is to brand the mine as æbest practiceÆ by sharing what has been confidential performance and outcome information with the general industry.Previous research has shown that many professional people are attracted by the prospect of a high achieving site because of the learnings and the support for continually doing better. In addition, a link has been established in previous research between productivity and safety. Operators and drivers are attracted to sites which have fewer dangerous people operating or driving. Good management delivers exceptional performance and a work site which high caliber managers and operational personnel people want to work at. The strategy requires commitment and proper execution but it can work. The strategy needs a specific approach and this paper will discuss this. A case study is provided from a mine which over a nine month period increased dragline performance by 15 per cent and reduced stress on the boom by 30 per cent. This mine paid the employees (professional and operational) $25 000/a less than the major mines but the operators and professional people would not leave; in fact, people were happy to be paid less to work there.CITATION:Lumley, G and Trott, T, 2012. Using best practice operations as a strategy for attracting and retaining professional people, in Proceedings International Mine Management 2012, pp 35-52 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 20, 2012

By Robert H. Peters

Are the safety rules in your work place effective? Do supervisors enforce them as they should? Do supervisors abide by these rules? Safety rules are an important aspect of many company safety programs, particularly if employees must work in an intrinsically hazardous environment such as a coal mine. However, for various reasons, supervisors sometimes fail to enforce safety rules (Arvey & Jones, 1985; Hartshorn, 1998). This paper presents some findings obtained from interviews with coal miners about why supervisors sometimes fail to enforce an important mine safety rule. It also contains a few suggestions addressing what could be done to help supervisors perform this job function more effectively.

By H. H. Hayden

The accident repeater-40 you have one at your mine? Unless your company is vastly different from most coal companies, you will find that a small percentage (11-12%) of your employees will have a large percentage (47-50%) of your accidents. When you find out that this is a fact, what do you do? First, you establish a set of guidelines that can be used in identifying the ?accident repeater?. Next, you determine the type of action necessary to improve work habits and safety performance of the accident repeater. With these two steps in mind, objectives are developed for an ?accident repeater? program.

Jan 1, 1984

By W Roy

When it comes to plan implementation and securing success in organisations in the 21st century, if there was such a thing as the secret to success it would be effective communication. Commoditisation brings financial, operational and cultural advantages to organisations that use effective communication. Effective communication tools turn æpeople problemsÆ into system control solutions, removing personality clashes that hide procedural malfunctions. By introducing communications frameworks available in the market place today, and case studies of their use, this paper provides insights into the successes available to organisations courageous enough to redefine their communications for the 21st century.

Jan 1, 2006

By R. R. Klimpel

This paper demonstrates, using the results of an unusually complete industrial test sequence, what the various interactions are between grind size, collector dosage, and frother type. While particle size is universally acknowledged to be important in optimizing industrial copper sulfide rougher flotation circuits, many of the various interactions that do occur at the industrial level with particle size are still being identified and/or quantified. This study also presents, in a consistent manner, the changes in flotation kinetics that occur as a function of particle size, in a typical industrial circuit along with some insights as to how flotation operators can optimize rougher circuit performance.

Jan 1, 1993

By Charles E. Dunne

One of the most frequently asked quesitons is: "Where is copper (price and usage) going?" I will not attempt to forecast either the future price of copper or the future growth of the copper industry; rather I would like to discuss the current trends experienced in the smelting and refining terms and conditions for sales and/or purchases of copper concentrates. A brief review of contract language and terms, together with a review of the common jargon, I believe, would be helpful. To accomplish this review, I will first list what I consider the four basic parts or sections of a basic ore contract and then illustrate basic terms with calculations.

Jan 1, 1984

"One of the corporate values mentioned by many companies deals with respect for people. This paper discusses one aspect of this value, namely, the need for clarity of accountabilities and authorities. The job of the manager in achieving this goal is analyzed and the benefits of enhancing the manager-employee conversation outlined. IntroductionCorporate values usually refer to the standards of behaviour that the leaders of the organization expect of all employees, including themselves, in carrying out their duties. Terms such as integrity, respect for the individual, continuous improvement, continuous learning, teamwork, speed, and innovation are quite common. The company-specific values are typically developed by the top executives of the company, and then tested with a broader group of employees. Where the process works, employees have a good understanding of what behaviour is expected of them in doing their work, in making difficult decisions, and in interacting with others.Having spent considerable time in his career investigating and studying the management systems at over 50 of the most successful companies in Canada, the United States, Europe and Japan, the author has had the opportunity to visit organizations such as Hewlett-Packard, 3M, Xerox, Intel, Toyota, NEC, Komatsu, British Airways, and Eastman Chemical. These experiences, together with the work of many other researchers, including the work of Dr. Elliott Jacques, have helped significantly to form the thoughts expressed below.Rather than reviewing the creation of corporate values and their deployment through the organization, these remarks focus on issues over which managers and employees have some control. The value in which managers can have significant impact deals with people and the respect shown them in the workplace. The component of respect to be emphasized is to be clear about expectations or accountabilities for oneself and the people who report to you, and to ensure that personal authority matches those expectations."

Jan 1, 1999

By Robert H. Peters

Groundfall accidents have been the leading cause of fatalities in the underground coal mining industry for many years. Statistics from the Mine Safety and Health Administration (MSHA) indicate that approximately half of the victims of these fatal accidents were in an area where no devices had been installed to support the mine's roof. This report was prepared by the U.S. Bureau of Mines to summarize the opinions of 268 coal miners, 29 rust-line supervisors, and 30 MSHA inspectors concerning why people go under unsupported roof, and how to prevent this behavior. Interviews were conducted at six minesites.

Jan 1, 1991

By Paul W. Jeran

This Bureau of Mines report has been prepared to provide a means whereby mineworkers without specific geologic training can recognize and record the existence of potentially hazardous geologic features encountered in coal mines. Each geologic feature described in this report has been implicated in roof failure. Through the recording of the observations of mineworkers, based on this report, a geologic map of mine workings and the associated ground control problems can be compiled. From such maps, the trends of changes and features can be determined and projected ahead of mining. The face crew can be alerted to a potential problem and what to look for as the face is advanced.

Jan 1, 1983

By B. A. Filas, H. N. Lammers

Responsible environmental, social, and governance (ESG) practices are not new to mining. It is the ESG acronym that has become the “flavor-of-the-day” with the stock markets, accounting firms, and investment strategists. This increased interest from the financial sector has heightened executive awareness and accountability to where corporate leadership and directors are proactively prioritizing ESG issues from the top down within their companies. This paper aims to convey what the authors believe one needs to know to be able to conduct and prepare effective ESG audits and reports. The emphasis is on how ESG fits within the mining sector, some of the ways that many mining companies have been practicing ESG responsibility for decades, the importance of effective communications with stakeholders, and the roles that regulatory and international lending institutions play in enhancing ESG practice on a global scale as a precursor to the discussion on ESG auditing and reporting. Without this background, the ESG audit may become a purely academic exercise.

Feb 1, 2023

By George H. Jones

NO STRANGER phenomenon exists in the American mining industry today than the so-called bootleg anthracite industry in Pennsylvania which now produces probably close to 15 per cent of the total hard coal out- put of the State. Instead of being what - was first thought to be a temporary condition, countenanced because of the desperate condition of some of the miners at the depth of the depression. it is thriving now as never before. Re- ports of it have penetrated all over the world, as exemplified by inquiries concerning it in Durban, South Africa mentioned by John C. Cosgrove in his article in the July MINING AND META LURGY.

Jan 1, 1939

By Edgar Urbaez

Production scheduling is one of the most important factors affecting mine planning. A program -Mine Scheduler -that aids mining engineers with the setup of an optimum open pit production scheduling algorithm has been developed. A mathematical model for open pit scheduling that optimizes the Net Present Value of the cash flows was formulated. A simulated data is formulated as a Mixed Integer Linear Programming (MILP) problem. What's Best by Lindo Systems is used as the MILP solver in Microsoft Excel. The implementation of the algorithm focuses on problem setup, allowing users to easily evaluate, simplify, and develop the model that best fits their production scheduling.

Jan 1, 1999

By Moraka N. V., van Rensburg M. Jansen

"SynopsisGoing beyond transformation claims contained in employment equity scorecards and industry compliance reports, this article provides qualitative insight into the initiatives employed and challenges experienced by mining companies in a quest to transform the mining industry. Perceptions expressed during in-depth interviews with 10 senior executives showed that the assumption that mining companies are reluctant to transform is erroneous. Results from this study suggest buy-in and commitment to transformation. This article describes specific initiatives undertaken by mining companies to transform. The most notable initiatives include staff recruitment efforts to appoint historically disadvantaged South Africans (HDSAs), staff development initiatives, as well as community development. The findings furthermore contextualize the challenges experienced by industry participants in their quest to transform. Despite accusations that industry participants are not taking responsibility for the implementation of the transformation agenda, government needs to recognize that they too have a role to play and need to appreciate and assist in the current challenges experienced by the industry.IntroductionWe need a mining sector that works. Mining employs over half a million people. It is the biggest earner of foreign exchange in our country. It also contributes about 20 billion rand directly to tax revenue. Mining also makes a far larger contribution as a buyer of goods and services, and a supplier of inputs to other sectors of our economy and other economies around the globe’ said President Jacob Zuma during the 2014 State of the Nation Address (Zuma, 2014). However, despite apparent commitment from government, enforced compliance with social and labour plans, regulations and Mining Charter targets, the South African mining industry is slow to gain local and international investor trust (Deloitte & Touche, 2013; Mashego, 2013).Industry players acknowledge that their context has changed – creating various challenges (Davis, 2014). In the past few years, such challenges included subdued commodity prices, increased working costs, constrained infrastructure, and high labour costs, coupled with poor levels of productivity, strained labour-management relations, an uncertain regulatory environment, and the inevitable maturation of the industry (Deloitte & Touche, 2013; Davenport, 2014). Mining affected communities also became more cognisant of their rights, and politicians more vocal in their expectations from their relationships with the mining giants (Davis, 2014). One of the main issues that contributed to the difficult operating conditions was claims from organized labour and Minister Shabangu that this industry is too slow to transform. Specific claims were made in terms of employment equity, fair salaries and wages for mineworkers, housing and living conditions, health and safety issues, and general working conditions (Limpitlaw et al., 2005; Miningmx, 2013; Shabangu, 2010). These claims were followed by what Gill Marcus, Reserve Bank Governor, explained as ‘unprotected strike action [that] has escalated into an uncontrolled, violent and unlawful landscape, led by a mob mentality in the absence of formal and recognised leaders’ (Mavuso,2013)."

Jan 1, 2015

Validation and Simulation of Optimised Compressive Crushing Ores and aggregates are used in countless applications all around in the society. The frequent and escalating usage of these natural resources requires efforts aimed at not only making do with what is available, but also undertaking actions to improve the production yield and the processes involved. This strive to improve the performance and efficiency of existing crushers and crushing processes has brought about research concerning optimisation of crushing plants as well as theoretical optimisation of crushing. Previous work shows that different applications and different materials require different compressive crushing in order to accomplish a theoretically optimal size distribution. These optimisation results, obtained by genetic evolutionary algorithms and evaluated with so called fitness functions, convey the theoretically optimal number of compressions and their corresponding compression ratios. Presented in this paper are thus some laboratory crushing tests, which are conducted in order to validate a set of previously optimised crushing sequences. More specifically, interparticle crushing sequences are carried out in a Piston-die testing equipment, where samples are sieved between each compression. The subsequent analysis of these results shows good correlation with model predictions, which combined with a comparative study between presented optimisation results and measured data from a real crusher indicate a significant potential for improvement. However, before redesigning crushers according to what is theoretically optimal, the resulting impact as well as the effects on the outcome of a crushing plant must be examined. Crushing plant simulations using the software PlantDesigner« are consequently performed. Models of existing crushers are altered, resulting in changed particle size distributions from some of the crushers in a crushing plant. Thence, it is concluded that significant gains can be made in terms of capacity, process yield and energy consumption.

Sep 13, 2010

By A. Johnson

When are SMART transmitters the smartest choice? To answer this question requires a closer look at SMART transmitter technology. It is necessary to understand this technology in order to recognize how it can best be utilized to give the greatest value for the application. And, once the decision to buy transmitters has been made, it becomes a question of whose SMART transmitter to buy. For, although the under-lying technology is similar, the differences that exist in how the technology has been implemented can make a dramatic difference in the end result. What prudent users of SMART technology do is to analyze their needs by application before making their buying decision.

Jan 1, 1988

By Carle R. Hayward

WHEN lead production began to recede from the peak productions of 1929 many plants took advantage of the curtailed operations to make necessary improvements and repairs about the plant. There followed a period of adjustment to synchronize production and demand, which merged in the present period of marking time. The lead smelting and refining industry has produced little that is new during the past year except in what might be called makeshifts, which have been introduced to make operation at fractional capacity profitable. This is more particularly true in refineries than in smelters. The Parkes process had become standardized during the period of normal production, with softening, desilverizing, and dezink-

Jan 1, 1935

By R. D. Brown

In view of the many changes which have taken place since 1950 in the rules of the Income Tax Act concerning the deduction of exploration and development expenses, many corporate taxpayers each year face the tedious task of determining which particular rules their unclaimed exploration and development expenses are subject to and in what sequence these expenses are to be claimed. Recent amendments to the Act have cleared up some of the mystery of the "ordering" of these deductions. This article examines the sequence in which various categories of exploration and development expenses are to be deducted in accordance with the terms of the Act as amended by Bill C-11.

Jan 1, 1978

By L. E. PORTNER

INCREASING military demands on the petroleum industry have brought into bold relief the crude-oil reserves now available to meet combined military and civilian demands, emphasizing the necessity for a greater efficiency in recovery from what has been discovered than ever before, particularly in light of the absence of new discoveries. This situation-and the fact that the industry, as well as members of the Government charged with governing oil production, desire to meet all crude-oil demands made of the industry with the least loss in tangible reserves through production practices-paves the way for increasing application of sound principles of production engineering and conservation.

Jan 1, 1944

By A. B. Hooker

Investigations at the Pittsburgh Experiment Station have shown that the satisfactory operation of aflame safety lamp depends not only upon proper design and assembly of the lamp but upon the kind of fuel used, and that much of the trouble experienced with permissible flame safety lamps at mines is due to the common use of motor gasolines, none of which is suitable in the present types of permissible flame safety laps. This report gives the results of a limited study to determine what satisfactory fuels are available, the specification limits of such fuels, and to suggest modifications of assembly and care of the lamps to improve performance with any satisfactory fuel.

Jan 1, 1938