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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 The notion of The Future as a single inevitable outcome is obsolete.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 S M. Stewart

Industry, especially extractive industry, must now give serious attention to the impact its operations have on the natural environment and on the economic, social, and cultural context within which it operates.   While this obligation is statutorily managed, there has been a recent shift towards a culture of self responsibility. Industry is now talking about earning its ôsocial licence to operateö and the importance of maintaining the ôtriple bottom lineö, thus adding environmental and social performance to the usual financial criteria used to measure organisational performance. The social context within which companies operate has also become more sensitive with industry responding to a growing public expectation that it conduct itself in a way that strives for sustainability by operating and developing in a way that meets the needs of the present without compromising the ability of future generations to meet their own needs.   There are glowing accounts of industries engaging and collaborating with the communities within which they are based. In amongst these are also some disasters which result from cultural assumptions, industry created dependencies and the failure to attain community buy-in despite significant investment by the industry involved.   There are also remarkable stories of communities, and action groups within communities, being a significant catalyst for positive change of their natural, cultural and social environment. In amongst these stories there are also accounts of long and drawn out battles; adversarial situations where no one wins; a litany of mistrust, tricks and tactics, with the better resourced party ultimately achieving its primary objectives at the cost of the other (and at the cost of any potential fruitful, mutual relationships).   So what makes the difference in achieving the positive rather than negative outcomes? The answer lies in the way the outcomes are achieved. Building relationships based on good communication, respect for divergent views, mutual understanding, and the development of trust and empathy, makes it possible to identify shared goals and objectives that best meet the needs of all parties.   Research indicates the mining industry is making good progress in developing policy and commitment to community development and engagement but that, ætranslating commitments into improved practices at the site level remains one of the industryÆs toughest challengesÆ. (Australian Government - Community Engagement and Development Handbook October 2006 @ page 49.)   This paper considers the merits of a process of community collaboration and what it has to offer in terms of meeting that challenge.

Jan 1, 2007

By Geo. E. Cole

A GREAT deal of time and energy is now being devoted to the study of post-war reconstruction and rehabilitation, in spite of the fact that as yet we have not won the war in which we are presently engaged. If you feel that the study of post-war problems takes our thought away from the problem immediately before us, you may well query, "Well! What has all that to do with winning the war, our most urgent problem today?" The answer has been given by Principal James of McGill University, Chairman of the Cabinet Committee on Reconstruction: "Reconstruction is something which must be thought of in advance, partly for the purpose of recognizing exactly the influence of war-time activities, controls, and regulations on the post-war Canadian scene. Many people are acutely interested in this great problem. It is not that they are not interested in the war itself, or epochal events that are taking place from day to day. They have a vision of that future which they hope will be Canada's, and this vision inspires them to even greater efforts at the present time". The trend of events would indicate that changes, economic and industrial, after this war will be greatly out of line with those that followed previous wars in history, for the present struggle has involved every nation in the world. In the peace that will come, every engineer will have a task in bringing the most desirable order out of the most distressing chaos. We certainly are living in a changing world; we are witnessing geo-graphical and economic readjustments that no other generation in world's history has ever witnessed. And there is an opinion gaining strength in our Dominion, as in other lands, that after this war we shall live in a world in which our process of thinking and our very way of life will have to undergo drastic changes to cope with the new order of things. Sadly our world of today has had to revise the sublime vision that nation shall not lift up sword against nation, while salvage operations continue to beat ploughshares into tanks and the peaceful pruning-hook into a weapon for the deviltry of the commando.

Jan 1, 1943

By Scott G. Britton

Mine exploitation is a broad subject whose focus is the technical skills or efforts needed for the extraction of mineral from a known ore body. Mine exploitation can be considered the very core of the mining engineering discipline. It begins at the conclusion of the exploration and development stages of mining and ends when the ore body is exhausted and the mine (or mines)closes and is reclaimed. Section 8 on mine exploitation is comprised of seven chapters: (1) classification of mining methods, (2) mine surveying and mapping, 3) systems engineering, (4) computer methods, (5) labor relations and training, (6) management and administration, and (7) mine closure, sealing, and abandonment. Each chapter focuses its efforts towards providing detailed and useful information for the engineer on basic mine exploitation principles. The information can be applied to a broad range of mining problems without regard to mineral type or mining method.

Jan 1, 2008

Prof. A. Ledebur, Freiberg, Saxony :* Mr. Sauveur has presented and enriched with original observations a valuable summary of the theories advanced hitherto concerning the hardening of steel; but in one particular, it seems to me, his statements call for correction. He says:

Jan 1, 1898

By A. E. Seaton

In this paper it will be my endeavor to trace the development of the marine engine and its appurtenances, and the general progress that has taken place in marine engineering generally during the past fifteen years, rather with the object of attributing much of it to the successful efforts of the makers of iron and steel, thereby rendering my thanks to them for the valuable service they have contributed to my profession, than to recount what has been achieved by the skill, ability and perseverance of my colleagues in shipbuilding and engineering. The engineer has been at all times dependent on the ironmaster, and on more than one occasion his progress has been barred by the inability of the latter to overcome some obstacle to success in his manufacture. But on the other hand, it is equally true that the ironmaster has often been ahead of the engineer, and has been prepared, long beforehand, to supply that which would make a success for the marine engineer if he would avail himself of it.

Jan 1, 1891

By R. A. Winters

At the operations level, productivity is a principle key to profitability. If you are competing with other mines that are paying roughly the same wage rate and the same prices for capital, materials, and energy, the only way your profit can be greater is by producing more output per unit of input. Mines with higher productivity have higher profit margins. Higher profit margins lead to greater operating cash flow, and cash flow is what distinguishes a dog from a cash cow. The turnaround in U.S. metals during the 1980s was in large part due to incredible improvements in productivity. According to statistics compiled by Kaufmann, 1991, labor productivity, measured as tonnes of primary production/manhour, increased 64% in steel, 94% in copper, 75% in lead, 143% in zinc, 132% in molybdenum, and 75% in gold. These improvements were hard won. However, with most modernization programs now complete, measuring and monitoring productivity becomes even more important as producers strive to maintain the gains they have achieved.

Jan 1, 1993

The creation of an accurate and precise enough database requires the collection of many representative samples, subsampling and assaying them without destroying their integrity. The selection and implementation of sampling protocols often lead to severe difficulties, making the unaware practitioner vulnerable to massive exploration, feasibility and operating failures. Therefore, there is no substitute for a good understanding of the Theory of Sampling (TOS). Either because of ignorance, or because of short-term economic reasons, failure to comply with many stringent conditions can be devastating for the validity of a feasibility study, leading to false evaluations, to the abandonment of a viable property, or to the exploitation of one that is not profitable. All these failures have something in common: insufficient duplicate sampling, subsampling and assaying were performed; very important, preliminary heterogeneity tests were never performed; for short-term economic reasons, poor sampling and subsampling protocols were selected, second-class sampling systems and weightometers were installed and poor preventive maintenance and cleaning were implemented;and sampling experts were called only when the project was obviously in trouble. The conclusion is clear: in due time, iterative auditing of sampling practices is an insurance policy against massive financial losses for the company involved. A complete, comprehensive 100 point checklist of sampling Quality Assurance and Quality Control is provided, so critically important details to ensure success are not forgotten.

Mar 1, 2010

With commodities suffering dramatically low real prices, mining business margins are under intense scrutiny. Unfortunately, management systems developed early this century for manufacturing are driving counterproductive behaviours that choke productivity. The paper and presentation will explain this and present a proven methodology for increasing productivity. This will be supported by operational examples from Australian and American mining management to demonstrate the importance of modern business performance measurement and analysis systems. It will explain the importance of management systems in driving organisational change to sustain superior productivity and margins. The paper will explain why many executives and managers confuse production (a measure of volume) with productivity (which measures efficiency and effectiveness). It will explain how this and other counterproductive managerial and operator behaviours and attitudes are driven by traditional business management systems exacerbated by managerial and consulting fads. The paper will begin with the simple principle that to improve results one needs to first improve the process producing the result û and will show how this is often violated. Improving productivity then boils down to:accurately identifying opportunities using sound, modern measurement, analysis and reporting systems; methodically improving operating and commercial processes, and changing peopleÆs behaviours and attitudes to sustain changes in practices. The paper will include fundamentals of applying sound measurement and analysis to:processes directly, eg cycle time charts and their impact in cyclical (non-continuous) operations commonly used in rock breakage; drivers of productivity; and process results themselves since correct analysis identifies opportunities accurately. The paper will cover the importance of practical leadership and the need to follow a simple, solid plan for changing systems that drive behaviour. Overall, it will highlight use of modern performance Measurement, Analysis and Reporting systems to drive behaviours and improve margins - without capital investment û and make executive and managerial work easier and more effective.

Jan 1, 1999

By Charles G. Howard

Accidents involving underground rail transport were analyzed to quantify the magnitude and the operational requirements for individual mine car braking systems. The results showed that the brake preventable accidents represent only 2% of the total underground fatal accidents and less than 1% of the total underground nonfatal accidents. In addition, the brake preventable accidents are expected to decline over the next decade. The costs of accidents involving deaths and Injuries were determined using various well accepted methods. The costs of a brake retrofit program for all operating underground coal cars were developed separately for small and large coal mines. Costs of retrofit brakes, new car brakes, maintenance, inspection and repair facilities were included in the esimates. The analysis showed that a retrofit program would not significantly increase safety, and that the program cost would greatly exceed the corresponding expected benefits.

Jan 1, 1979

By M Gill, A Mathias

The mining industry has always been cost-focussed but in recent times mining companies have moved towards obtaining a competitive advantage through the implementation and sustainability of best practice in the areas of improved safety, operating costs, quality and productivity. This is the concept of Value In Use û that mining companies see value generated all the way to the bottom line through improved change, and those changes become an established mine practice. Many mining companies do not have the resources or the knowledge to sustainably achieve such an outcome. This has led to companies looking to their suppliers to deliver measured value to their business through partnership arrangements. Suppliers have been able to leverage their knowledge of products, product applications and services to offer alternative supply agreements that bring greater returns to their businesses while improving supplier/client relationships. Orica has developed such a partnership with Coal & Allied in the form of a Continuous Improvement Program. Coal & Allied is based in the Hunter Valley region of NSW and is the largest coal producer in that region. Both parties are contractually bound to jointly deliver Value In Use projects to Coal & AlliedÆs Hunter Valley Operations and Bengalla mine sites. It is the request of the Orica and Coal & Allied Steering Committees that this paper does not include the details of actual projects or the costs or key performance indicators associated with the program. This is to maintain the competitive advantage to both Orica and Coal & Allied through the implementation of such a program. It is in the writersÆ opinion that this paper does not lose any significance through this restriction as the most important component of the Continuous Improvement Program is not the projects themselves but the methodology behind them. With this in mind the paper will discuss the development of Value In Use offerings, the key aspects of the Coal & Allied and Orica joint program, what is a Value In Use project, how to measure its value, finally why and even more importantly what makes this program is a success.

Jan 1, 2004

By C. M. Campbell

IN 1934 Newfoundland, after extravagant operation based on exaggerated ideas of what she had to work with, became bankrupt, ceased to be a self-governing Dominion, and passed into the hands of a Commission. Since the days of Dawson, Canadians have been taught that no country in the world is as rich as their own. This idea has become a religion; contrary views are heresy, and are suppressed even by technical organizations and government departments. Following the alleged habit of the ostrich, we have buried our heads in the sand and have refused to face the facts. This policy of "to have today and to hell with tomorrow" is now bearing fruit. After forty years of operation on the basis of unlimited natural wealth, with resulting over-expansion, wholesale depletion of capital assets, and huge borrowings, we are, now that our wealth has been shown to be very limited, face to face with the status of Newfoundland. Already, in this Province, commission government of bankrupt municipalities is not uncommon. The ostrich is referred to as the most foolish bird in the world. That is not the case-no ostrich ever hid his head in the sand. In the clear air of his home on the South African veldt, an area characterized by low bushes, he is a conspicuous object. When danger approaches, he lowers his head; matches his background, the bushes; and danger passes him by. This leaves the Canadian, with his head still in the sand, to fill the r61e cast for the ostrich. Fortunately, a few Canadians never did get their heads covered; others are getting them out far enough to see what is going on. Their comments are very much to the point. "Nowhere in the world," says Mr. Meighen, "has more harm been done to any country by an exaggeration of its resources and potentialities than has been done in Canada'.

Jan 1, 1941

By Fred C. Turin

The U.S. Bureau of Mines conducted a human factors analysis of hazards associated with roofholting activities in underground coal mines. Emphasis was placed on hazards related to the movement of the drill-head boom or mast of a roof bolting machine. The objective was to identify hazards and recommend solutions. The data-collection effort consisted of analysis of U.S. Mine Safety and Health Ad-ministration accident data; visits to underground mines and interviews with experienced roof bolting machine operators; discussions with roof bolting machine manufacturers; interviews with workers injured while performing roof bolting tasks; and reviews of research on roof bolting safety. A set of recommendations to increase the safety of roof bolting operations was developed. In particular, the following list of recommendations was presented in ranking order: (1) use an interlock device to cut off power to controls when an operator is out of position, (2) place fixed barriers at pinch points, (3) provide appropriate control guarding, (4) reduce fast-feed speed, (5) use automatic cutoff switches at pinch points, (6) redesign control bank to conform to accepted ergonomic principles, and (7) use resin insertion tools and resin cartridge retainers.

Jan 1, 2010

By Robert H. Peters

This U.S. Bureau of Mines report identifies the types of serious accidents that occur most frequently at small underground coal mines and describes the strategies that could help prevent these accidents. A wide variety of methods for improving safety are suggested, including improvements in the design of equipment, work procedures, work schedules, safety programs, and emergency response plans, as well as techniques for diagnosing the potential hazards associated with new technologies and work procedures. Some of the papers in this volume focus on preventing specific types of mining accidents-ones associated with materials handling (primarily back injuries), equipment maintenance, improper machine guarding, and ground failure during retreat mining. Although the recommendations in this volume are heavily influenced by research performed at underground coal mines in the Appalachian coalfields, most of the papers contain advice that is equally pertinent to almost any type of mine.

Jan 1, 1994

By T. A. Rickard

The writing that is effective is woven with a fine texture into an agreeable pattern; it is free from knots, loose threads, and stray fluff. The instrument that weaves this literary fabric, whether it produce a homely sock or a lordly tapestry, a simple story or a learned 'Itreatise, is a disciplined intelligence, as sure as a steel needle, as precise as a swift loom. The simile breaks down at this point, for the product of the pen is instinct with the human spirit and therefore transcends in beauty anything made by a mere machine. If words are to be woven into eloquent meaning, they must be well knit. Upon the relation of words to each other and of groups of words to other groups, known as phrases, clauses, and sentences, depends the success of writing as a means of trans¬mitting thought from man' to man. To be understood beyond question, you should know not only what your words denote but how to build your sentences; you must not only choose your words aright but construct your sentences properly. A sentence is a combination of words that makes complete sense; it says something about something. ' A clause is a subordinate sentence or a sentence within a sentence. A phrase is a group of words without a predicate; it makes sense, but not complete sense. For example: I shall wait for a few minutes before I go home: The whole statement is a sentence; "I shall wait" and "before I go home" are clauses; "for a few minutes" is an adverbial phrase. The orderly arranging of words and of combinations of words is called `syntax'; and from the original Greek form, ouvaeis (suntaxis), is derived the Greek name for an editor,

Jan 1, 1931

By Don W. Lake

Of all the blast monitor& instrumentation systems and techniques av&able today, highspeed photography and videography remain as the most valuable, stand alone, diagnostic techniques to evaluate full scale blasts in the mining and explosives industries. Highspeed image data, coupled with information from other instrumentation systems, such as continuous VOD records, seismographs, laser surveying systems, refraction seismographs, etc. can eIiminate many assumptions about what actually took place in a blast. Thus, diagnostic confidence in evaluating both good and bad blasts is increased, and optimum blast designs are achieved considerably faster when compared to the trial and error approach or relying on just the experience factor.

Jan 1, 1992

By Karl J. C. Harries

"3.1. INTRODUCTIONThis chapter discusses briefly the common law concepts of fiduciary relationship, constructive trust, and breach of confidence. Following a discussion of confidentiality agreements, the last section of the chapter compares and comments on two common law cases, the LAC Case and the Metalore Case. Civil law readers should not ignore this chapter or § 3.5. the comparison as, to a large extent, the concepts and comments are universal, even though the procedures for applying them may vary.1It should be appreciated that, regardless of the legal system, if the Court sees that a wrong has been done, it will attempt to right that wrong, either by awarding monetary damages against the wrong-doer to compensate the injured party or by attempting to make the injured party whole again by such means as negating an agreement (as in the Metalore Case) or returning property to a wronged party (as in the LAC Case). The methodology for accomplishing either of these results will vary with the jurisdiction, and the two are not mutually exclusive.These two Ontario cases have been chosen, not because they are the only ones available – they certainly are not – but because both are relatively well known within the minerals industry and they deal with problems that may face any explorationist (although it is to be hoped that the facts of the Metalore Case do not represent “normal” behaviour). Each judgment offers useful guidelines, as well as insight into a judge’s approach to problems, the type of information he expects to receive, how his mind works, and, particularly in the Court of Appeal judgment in the Metalore Case, how he might reason through and “justify” his decisions.3.2. SOME LEGAL CONCEPTS In order to appreciate some of the matters discussed in this chapter, it is necessary to have some idea of the common law considerations of fiduciary relationships, constructive trust, and breach of confidence."

Jan 1, 2003

By B E. Hall, D B. Kahler

"'Optimisation' has become a catchcry among many mining companies looking to tell the market how mining businesses will be improved and shareholder value increased. Consequently, the term 'optimisation' has been adopted by many service providers as they look to assist mining companies in achieving their objectives. But the explosion of services and products being offered with the label 'optimisation' has created some confusion. Mining companies ask for help in 'optimising' and service providers offer their assistance because they have a product that has the word 'optimisation' in its title. This is of course an over-simplification, but not by much! The authors' discussions in recent years with both mining companies and service providers have uncovered a number of very different definitions of optimisation.This paper provides a framework for identifying the scope and approach of different mining optimisation products and services, particularly the distinction between optimisation of components of the operation and the business as a whole. The different types of business optimisation are discussed, highlighting the failings of the mining industry's typical approach of strategy selection (as opposed to strategy optimisation). Mining business optimisation is discussed as a wicked problem, with the implication of this on how strategy optimisation models should be used and what the objectives of a business optimisation study should be.Case studies are also included to illustrate how fully flexible strategy optimisation models have been applied to assist decision-makers understand the impacts of changes in one part of the operation on the whole mining and treatment process, from geological models to the sale of product to customers.CITATION:Kahler, D B and Hall, B E, 2016. Strategic decision-making in mining – business optimisation using flexible evaluation models, in Proceedings Project Evaluation 2016, pp 215–225 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By C Fong

Compliance Planning is an active approach to ensure mining operations align more closely to their longer-term plans. Through Compliance Planning, operations can not only measure their performance on intervals as short as intra-shift, but they can then apply corrective measures to ensure they remain as close as possible to the plans. Compliance Planning targets short-term and execution level teams, as these are the shortest duration planning divisions commonly found in mining operations. Compliance Planning combines live information with intelligent planning capabilities to provide a framework that enables mining operations to realise a significant improvement in reconciliation of plan to actual movements.

Jun 22, 2022

Knowledge of true block grades is obtained from a mathematical model of an orebody, simulated with sample grades normally distributed and spatially correlated according io a spherical semi-variogram model.The superiority of kriging to the polygonal method of estimation is demonstrated on this modelled deposit by comparing the true values with the kriged and polygonal estimates obtained from sampling the deposit. Finally, selection of blocks of the deposit on the basis of the estimated values, shows that if kriging is used, what is predicted is largely mined, whilst if the polygonal method is used large biases can occur depending on the position of the cut-off grade.

Jan 1, 1978