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By K. Musgrave

"The ISO 9000 Quality Management System Standards have become internationally accepted as the way to manage quality assurance. The author has developed a Maintenance Management System Standard using ISO 9001as a model and is working with a major basemetal mining company to implement this. This paper describes the structure of the standard and the steps required for its implementation.Using a management standard ensures that a system is maintained, reviewed by internal audit, and when instances of failing to follow the procedures (nonconformances) occur, that corrective action is taken. It also ensures that regular reviews are made and that the sys-tem is continuously improved.The Standard is designed so that if an organization decides to register to an ISO 9000standard, the Maintenance Management System will be in a format that is compatible and can be incorporated with little effort into the Quality System.IntroductionIn reviewing maintenance operations at many mining companies, and often seeing those same organizations some years later, two recurring issues have been noticed..The first issue is how dependent effective maintenance is upon individual supervisors and crews. In one situation, a mine that had an excellent maintenance system in the 1980s. Now, with new supervisors and crews, it is starting to develop a system that will bring it back to where it once was. No written procedures remain from the earlier excellent system.The second issue is that most operations feel that maintenance is the sole responsibility of the maintenance supervisors and crews. Nothing could be further from the truth. Maintenance, like safety, is everyone’s responsibility. If the operator does not report problems and perform daily checks, and if the production supervisor runs equipment until it fails, then nothing the maintenance crew does will prevent emergency breakdowns and lost production. More importantly, equipment will be operated in unsafe conditions, putting employees at risk and, with today’s regulations, leaving supervisors open to prosecution.The Maintenance Management System outlined in this paper is designed to establish the present best practices as standard procedures, to provide a continual review so that these practices are improved in the future, and to identify instances where the system fails so that corrective action is taken. The mine referred to above is using this approach to make sure that, this time, the system it implements will survive."

Jan 1, 1997

By Y G. Anoman

This paper discusses the operating model within Endeavour Mining Corporation regarding the options of owner mining against contract mining. It’s based on the concept of ‘are we carrying out the most efficient mining’ regarding cost and performance. This question can only be answered through an extensive contract mining tender process and conducting a comprehensive comparison to evaluate the transition viability. Karma mine, located in Burkina Faso, is the subject of this paper. The Tender model included sales of equipment, parts and tooling associated with the traditional Load and Haul Schedule of Rates (SOR). The methodology focused on the structure of the tender process, which consists in the development of a SOR based on haulage profiles and mining schedule. This is a new Endeavour framework that allowed the bidders to compete on an even level. This was performed using a systemic analysis which encompassed all the elements involved in a transition such as the Human Resources (HR), taxes and customs implications, directs and non-direct costs (Finance and interest on assets, depreciation, insurance), contractor risk profiling. It was assessed against the normalised internal pricing tender-based. This paper gives an insight into how a West African mining operation addressed the sensitivities of the HR functions against the commercial aspects. This was one of the most successful transitions in West Africa and was carried out during the COVID crisis. The outcome of this project has created value by detailing a lesson learned model for both commercial and HR aspects. This discusses the commercial comparisons along with the internal model with the underlying HR functions as a risk factor that could have jeopardised the continuation of the operation. This resulted in a smooth transition with the additional cash flow generated by the sale of the parts and equipment turned Karma into a viable operation.

Jun 22, 2022

By David Bendersky

This report covers the activities of a feasibility study of fiber optics technology fur use in mines. The objective of the study was to evaluate, both technically and cost-wise, the possible use of fiber optic technology for underground mine communication and monitoring systems. The first phase of the study was devoted to the collection of information on the present underground mine communication systems and monitoring techniques, and the status of applicable fiber optic technology. In the second ph se of the study, a communication and monitoring system for a hypothetical underground coal mine was designed and the costs estimated. The significant findings and conclusions are presented.

Jan 1, 1982

By William R. Hardwick

Present information indicates that a copper deposit can be safely fractured with a nuclear explosive and the copper successfully recovered by the in-situ leaching method. The process is not yet at the stage where it can be presented t ) the mining industry as a technique proven in all its aspects, but it is a method with high success potential. Unknown factors must be evaluated by a full-scale test before the economics or the extent of the use of the method by the mining industry can be predicted. Preliminary calculations indicate that the cost of fracturing a copper deposit nuclear explosives may range from l.8 to 55.2 cents per ton or in some case: less than a cent per pound of recoverable copper. Copper may be recovered at less cost than by conventional methods. Deposits with 4 pounds of recoverable copper may be economic and production from a deposit may begin in less than half the time required for conventional methods.

Jan 1, 1967

By Joan Weinberg

Seasonally adjusted new factory orders for primary metals declined in January, February, and March, especially in the steel industry. The decline was part of an apparent slowdown for the entire manufacturing sector. Orders for all durable goods, including not only primary metals, but also clay, glass, and stone products, fabricated metal products, machinery, and transportation equipment, fell in January and February. In March, orders rose a slight 0.8%. According to the U.S. Department of Commerce, the downturns in durable goods orders in January and February were the first back-to-back declines in 3 years. They were largely attributed to a drop in orders for transportation equipment, mainly auto-mobiles and aircraft, while the small gain in March was due to a surge in aircraft orders. Higher interest rates may be partly responsible for the slowdown in durable goods orders over the past 3 months. The higher rates have also hit the construction industry--another major end-user of minerals. Construction of new homes and apartments fell by a seasonally adjusted annual rate of 5.4% in March, following a 12% decline in February.

Jan 1, 1989

By J. W. Thomson, H. J. Lloyd, R. J. Taylor

"THE HOLLINGER MINE has been producing gold and by-product silver almost continuously for forty-eight years. The value of current production is $10,000,000 annually from one million tons of ore. Its management •has, particularly over the past decade, increasingly . concerned itself with the problem of profitable operation in a time of steadily rising costs and a fixed price of gold. At one period in the life of the mine, before World War II, production resulted in yearly profit margins that were stable and relatively thick. In winning gold from a series of inconsistent vertical ore lenses, operating management was much better protected than it is today against a general rise in cost or dip in grade of ore. The tissue-like thinness of present-day margins demand more careful handling. A sharp rise in costs, if protracted, could easily rip the tissue to shreds and close down the business. The counter-measure of raising grade and gutting the mine would bring on the end perhaps more rapidly, without having contributed much to the recovery of our national re-sources, nor to community welfare. The alternative is to keep costs under control."

Jan 1, 1960

By Clyde E. Williams

THIS review of the progress made in iron and steel metallurgy during the past year is confined to developments in this country. It attempts to give examples to illustrate progress made rather than to appraise results. As a result of the gradually diminishing supply of rich iron ores and of predictions made as to the probable life of the iron-ore reserves of the Lake Superior District, attention of iron and steel executives was directed to the question of beneficiation of iron ores. Laboratory and plant-scale experimental work was conducted on the wash ores .of Minnesota and an investigation, was, begun on the Old Range low-grade ores.

Jan 1, 1931

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 M. E. Ryan, C. L. Hoebbel, E. J. Haas

DISCLAIMER The findings and conclusions in this paper are those of the authors and do not necessarily represent the official position of the National Institute for Occupational Safety and Health, Centers for Disease Control and Prevention. Mention of any company or product does not imply endorsement does not constitute endorsement by NIOSH. ABSTRACT It has been suggested that effective disaster prevention and response in mining requires that elements of emergency management be incorporated into everyday operations, planning, and decision-making, much in the same way that the industry approaches routine risk management. Since Congress passed the MINER Act in 2006, the newly mandated structural and technological advancements in mine emergency response preparation have been made and are apparent, but measureable improvement in mineworker emergency preparedness is difficult to ascertain. To begin exploring whether measurable indicators of mine workforce preparedness can or should be addressed within a risk management framework, NIOSH researchers examined the datasets from two separate research efforts—one which measured the organizational safety climate and self-reported safety performance, and the other which measured individuals’ perceptions of their own self-escape competency. INTRODUCTION In response to the mine disasters in 2006, the United States Congress passed the Mine Improvement and New Emergency Response Act (MINER Act), which strengthened existing regulations [30 CFR, Part 48] and introduced new provisions to improve mine emergency response. Since that time, new technological and structural features, such as mandated redundant communication systems, personnel tracking systems, and lifelines in primary and secondary escapeways, have been installed in underground coal mines across the country. Additionally, mine operators are required to develop emergency response plans, provide adequate supplies of breathable air throughout the mine, provide more frequent and realistic expectations training, and are required to immediately notify the Mine Safety and Health Administration (MSHA) in the event of an accident. While the structural and technological advancements in emergency preparedness are readily observable and easily measured, levels of individual mineworker preparedness remain difficult to assess. There is a general consensus that deficiencies in competence in the non-routine tasks required for individual miners to effectively respond to a mine emergency likely remain (e.g., National Research Council [NRC], 2013), and NIOSH research continues address this concern (Haas, et al., 2015; Hoebbel et al., 2018). To maximize an operation’s capacity to effectively prevent disasters and/or respond to emergency events, it has been suggested that individual and emergency management efforts be incorporated into everyday operations, planning, and decision-making in much the same way organizations manage routine risks to health and safety (Haddow et al., 2017). To the authors’ knowledge, the mindful intersection of routine risk management policies and practices and emergency prevention and response readiness have yet to be empirically studied within the mining industry.

Jan 1, 2019

By James W. Martin

This user?s manual analyzes the application, selection and performance of hopper/crusher/conveyor systems used with front-end loaders in surface mining operations. It is designed to be used in conjunction with its companion manual: "Guideline Manual for Front-End Loader Load-and-Carry Applications" Aspects of the application are covered as well as design considerations of the hopper/crusher/conveyor units. Lists of equipment manufacturers, crusher specifications, together with a series of checklists, are included for preliminary analysis.

Jan 1, 1982

By Randy McMeekin, Chris Twigge-Molecey, J. Peter Blake

The project implementation phase, FEL4, is generally a complex undertaking. The project has been approved for construction and the capital has been allocated. At this point the project team comes under significant pressure to meet the safety, schedule, cost, and start-up committments. For the design team the principal tasks are to finalize detailed design, complete procurement, and issue construction contracts. Design activities must be closely coordinated with equipment and material procurement. A clear engineering plan should be based on well-defined work packages to meet construction, commissioning, and startup requirements. A range of review processes by discipline, area, and third parties assure quality. Constructability, safety, and hazard reviews are performed throughout the design process. Three-dimensional models that incorporate extensive databases help to maximize efficiency and minimize errors. Well-managed projects have a clearly accountable design team, rigorous change control processes, and well-defined workflows. Key individuals from the design team participate in commissioning, operator training, and startup.

Jan 1, 2015

Getting it right is a very profitable outcome. Shareholders would ideally like to see their directors get it right all the time on the major economic decisions. But it is very difficult for mining directors to get it right all the time in such an uncertain environment. Primary decision-makers of companies with significant stakes in the mining industry should get it right much more frequently. The legal measures of evidence (beyond reasonable doubt and on the balance of probabilities) can be used to determine whether grade estimates (a key revenue variable) are realistic. The application of this approach can be far reaching. More frequently correct decision-making would result in more effective allocation of limited resources (capital and labour). In turn, this would result in higher financial returns and a more extensive mining industry.

Jan 1, 1994

By T G. Neville, G Terrey, J Burns

This paper explores recent industry training programs and lessons for supervisors. The Belbin Team Role model was used to increase participants’ awareness of behaviour and its application. The application of the Belbin model to underground, open cut mine and quarry supervisors is discussed.The key to team success may rest with the expertise and experience of its members, but increasingly effectiveness depends on how team members understand, acknowledge and support each other’s behavioural strengths. Discovering strengths is a challenge, both for their measurement and for the encouragement of team members to use the knowledge of themselves and others in the team. Using behavioural models provides a constructive approach and a language for supervisors as they build personal motivation and engagement.Prima facie, the mineral industry’s work may be too vigorous for teams and their managers could be more prone to use ‘solo’ or traditional management styles. Managers and supervisors must know when work allocated to a team is appropriate or where individual effort should be applauded and rewarded. For practical people with well-developed technical skills, improving the soft skills necessary for a supervisor requires some reflection and effort. The Belbin behavioural model can be an effective tool for recognising characteristics that can assist teams to be more productive.Experiencing the Belbin Team Role model as part of an industry qualification is important for supervisors studying to refine their team leadership skills. Data are available for participants to assess the nature of their teams and to confront the appropriateness of the behavioural mix for the work of the team and its individual members.So what are the next steps? All team development must have a place in the strategic thinking and plans of the enterprise. This needs a visible presence of senior managers and supervisors in managing a team culture with practical links to workplace priorities and professional development with continuous improvement.CITATION:Burns, J, Terrey, G and Neville, T G, 2016. Supervisors and teams at work, in Proceedings International Mine Management Conference, pp 125-138 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By H. W. Gillett, A. E. RHOADS

In its study of methods for reducing metal losses in the non- ferrous metal industry, the Bureau of Mines has conducted a long series of experiments on electric brass melting and collected much data on the experiments of others. Reports bearing on this work that have already been published by the Bureau of Mines are Bulletin 73, "Brass-furnace practice in the United States," and Bulletin 77, "The electric furnace in metallurgical work." A comprehensive report describing the design and operation of all types of electric brass furnaces and showing their performance in experimental tests on a commercial scale is in course of preparation. However, commercial tests of several new and promising types of furnaces are still under way, the results of which should be included in any general discussion of the subject. For this reason it has seemed desirable to issue a preliminary bulletin giving the data on a type of furnace developed in one stage of the bureau's work.

Jan 1, 1918

By R. A. Hemstock

AREAS in which the surface de-posits consist of organic material -known in some parts of Canada as muskeg and in Europe, more generally, as peat lands -have long been some of the least rewarding of lands of the north temperature zone. Even in such countries as Great Britain, Holland, and Denmark where a good deal of incentive exists to develop all available land, the use of peat land has been negligible except as a source of fuel. Only recently have efforts shown promise in re-claiming these lands for farming or for forestry. Russia has large areas of peat and use is made of it for power generation. The Russian people have also ?developed a variety of machines for handling peat, which would indicate that they are well ahead of the Wes tern World in their technical and physical ability to solve some of the problems. Certainly in Canada, where there are over 500,000 square miles of muskeg, the economic aspects of this problem are important. This is especially true in considering the shifting emphasis to northern development. Not only is muskeg in possession of great stretches of terrain, thereby rendering it useless for agricultural purposes, but it is apparently moving into forested areas and reducing their productivity. In addition, it lies as a great barrier to movement in the search for and development of such natural resources as petroleum, natural gas and minerals generally. This situation has long been recognized in Canada but only recently have organized efforts been made to study the problems and search out ways of overcoming them.

Jan 1, 1958

By K. C. Grogan

"GeneralGIANT ORE is complex, with the gold values for the most part occurring in extremely close association with arsenopyrite, stibnite, jamesonite, and a wide group of antimonial minerals locally termed 'the grey minerals'. Pyrite is the most abundant of the sulphide minerals• and minor quantities of chalcopyrite, galena, and sphalerite also occur. Pyrrhotite has been found in some sections of the mine, but to date none of it has been nickeliferous. Native gold occurs in varying amounts throughout the ore bodies.In 1944, ore dressing investigations were commenced on diamond-drill core rejects and samples of surface outcrop ore. Results soon indicated that treatment to produce satisfactory recovery of the gold values would involve fine grinding to 80-85 per cent minus 200 mesh, recovery of free gold by jigs, followed by flotation, roasting of the flotation concentrate, and subsequent cyanidation of the calcine. Proceeding from this information, the flow-sheet was prepared, plant design worked out, equipment purchased, and construction of the treatment plant commenced in May, 1947.The crushing, grinding, and flotation units of the plant were rushed to completion and commenced operation on May 12th, l.948, at 225 tons of ore per day. This rate was maintained until January 27th, 1949, when the Allis-Chalmers roaster and cyanide plants were completed and commenced operation. During the period May 12th, 1948, to January 27th, 1949, gold recovered by amalgamation was the sole source of revenue. Flotation concentrate was stockpiled pending the completion of the Allis~Chalmers roaster and cyanide plants."

Jan 1, 1953

By WILLETT G. MILLERS

GENERAL RECEPTION COMMITTEE.-Willett G. Miller, Chairman; F. G. B. Alan, Hon. Frank Cochrane, Eugene Coste, Thomas W. Gibson, Cyril W. Knight, J. C. Murray, 0. N. Scott, Alan Sullivan, J. B. Tyrrell, J. W. Wells, A. B. Willis. COBALT RECEPTION COMMITTEE.-Arthur A. Cole, Chairman; Will. Ask with, R. W. Brigstocke, Robt. Bryce, Fred Coombs, M. I. Culbert, I. R. Drummond, J. W. Evans, A. Ferland, F. N. Flynn, E. L. Fraleck, S. R. Heakes, Joseph Houston, D. L. Jemmett, I. R. Jones, Major Leckie, Capt. Jack Leckie, R. W. Leonard, W. H. Linney, Alexander Longwell, Frank Loring, Murdock McLeod, John Martin, D. B. Rochester, W. E. Running. COBALT RECEPTION COMMITTEE (Ladies).-Mrs. A. A. Cole, Mrs. A. Edwards, Mrs. R. Jennings, Mrs. S. H. Logan, Mrs. A. Longwell, Mrs. H. F. Marsh, Mrs. J. Smith. SUDBURY LOCAL COMMITTEE.-Mayor L. O'Connor, Chairman; S. Fournier, Secretary; A. H. Beath, W. J. Bell, F. B. Bennett, D. M. Brodie, J. S. Buchanan, F. C. Busby, Wm. Chalmers, R. Dorsett, W. A. Evans, John Frawley, J. S. Gill, A. B. Gordon, J. G. Henry, T. N. Kilpatrick, Major Leckie, Chas. McCrea, John McLeod, Wm. McVittie, R. Martin, R. S. Mitchell, J. H. Morin, J. A. Orr, James Purvis (President Board of Trade), C. R. Reid, Major Smith, W. W. Stull, J. F. Templeton, S. E. Wright. The first session, held in the Banquet Hall of the King Edward Hotel, was called to order Tuesday, July 23, 1907, at 2.30 p.m., President John Hays Hammond presiding. Prof. Willett G. Miller, chairman of the General Committee, introduced Alderman J. J. Graham, who, in behalf of the City of Toronto, extended a hearty welcome to the members and guests of the Institute. To this welcome, President Hammond replied in a few well-chosen and hearty remarks. In the hall in which the session was held there was exhibited a fine, full-length, life-size portrait of Dr. Rossiter W. Raymond, in 1871 Vice-President and acting President, in 1872, 1873 and 1874 the elected President, in 1876 and 1877 Vice-President, in 1883, by appointment of the Council, and for the last 24 years by annual election, Secretary, of the Institute. Dr. James Douglas, of New York, N. Y., on behalf of numer-

Sep 1, 1907

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 Joseph A. Holmes

The investigations carried on at the fuel-testing plant of the United States Geological Survey at St. Louis in 1904-1907 included tests of the steaming and gas-producing qualities of many coals and of the possibilif3 of their improvement by briquetting, together with washing and coking tests and tests of some of the resulting coke in the cupola. These tests were part of a general inquiry into the manner of utilizing most efficiently each of the coals under investigation. The equipment used in the cupola tests of coke, the manner of conducting the tests, and the essential results have been described in publications of the Geological Survey," and only the more important conclusions to be drawn from the tests are mentioned in the following pages. The tests were made to show the fitness of the cokes for foundry purposes, but an incidentlll result was to show foundry men and the coke producers the advisability of studying the conditions of foundry practice. The present bulletin, published by the Bureau of Mines because the analyzing and testing of fuels have been transferred from the Gilological Survey to the Bureau of Mines, briefly reviews the status of the coke industry, some features of practice in the use of coke in the foundry, the probable happenings of a cupola heat, and the reasons for modifying charging practice so that a particular coke can be used to best advantage.

Jan 1, 1910

By Chad Byron Donovan

There is a strong need in North America and other major steel producing markets where major capital investment in new equipment has been minimal over the past several years to make improvements to existing casting machines. In many cases, very cost effective improvements can be made to existing equipment in order to maximize the efficiency and production of an older designed continuous caster, a classic caster. SMS Group and its predecessor companies have been maintaining continuous casting molds for over forty years. This experience has allowed SMS Group to intimately understand the advantages and disadvantages of each design. The most vital component of the continuous caster is the mold copper design, as it has the most influence over the ability to cast a quality product. Updating to a modern copper design is less complicated than most steel producers think and the benefits are significant. Premium mold coatings such as UniGuard® and NanoGuard® allow casters to guard against exposed copper and wear while producing quality products for record campaign lengths.

Aug 16, 2017