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By Stuart Elliot

Brownfield project portfolios are notoriously hard to manage. Day to day there is a constant stream of changes and challenges within projects and across the whole program. When the budget year is over, we?re often left wondering: did the facilities get what they really needed? Did we get value for the capital that was spent? Did we get all the project control and process improvement that we paid for? Great work has been done over the years by the Project Management Institute, Construction Industry Institute and Independent Project Analysis to identify what leads to project success, develop project delivery systems and equip project leaders to perform better. But is attention to individual projects all we need when the job is to deliver a portfolio of many projects? Let?s work with an analogy for a moment, and say a project is like a car, and a project manager the driver. Why can?t all the projects in the portfolio get home in time for dinner? The answer, of course, is that the commute home is about traffic, not just about cars. The road, the signals and the actions of other drivers affect us in our individual cars. Optimizing traffic flow is not about managing individual cars, it is about creating the conditions that allow all traffic to move as smoothly as possible. When we?re stuck in traffic, it doesn?t really matter that we are skilled drivers who know our exact location and our engine?s vital signs. Success with a brownfield portfolio requires more than the equivalent of driver training and a good GPS in every vehicle. Managing the annual budget requires more than tight management of each project. This is not a suggestion to abandon project management in the brownfield multi-projects world; the idea is to find and apply the right tools for delivering a portfolio. Remember, we want confidence in 3 areas: 1. that the facility is getting what it really needs, when it needs it 2. that we are getting value for money invested in facility modifications and improvements, and 3. that our controls are adding value by guiding our improvement What are those portfolio tools? The job they have to do is distinct from project-level thinking: ? Create a clear and balanced business pull for project ideas ? Maintain a respectable plan for fiscal, resource and business control ? Organize the work into a steady flow ? Manage the nature and timing of value-driven project substitutions and priority changes ? Focus on overall business value added and best use of resources ? Repurpose the projects organization into being the way the facility gets improved

Nov 1, 2011

By J. W. Rinard

This paper is intended to introduce "non engineers" to one of the more misunderstood pump performance parameters, NPSH (Net Positive Suction Head). This basic presentation and resultant review should provide a practical understanding of NPSH and what its importance is to pump operation and reliability.

Jan 1, 1996

By Ron Ketterling

Donna Summer wrote and recorded a song in 1983 with Michael Omartian called, “She Works Hard for the Money.” The song was inspired by her encounter with an exhausted rest room attendant, Onetta Johnson, who is mentioned in the song by name, and featured on the album’s back cover. ISEE President James Daley, in the May/June 2019 in The Journal of Explosives Engineering discussed the Six Pillars related to the ISEE. We will use the Internal Processes pillar to frame this discussion. The Internal Process Pillar includes five separate sub-committees – we will see how this concept applies to both ATF Explosives record-keeping compliance and business process compliance in general. We will discuss electronic and paper record keeping, what works and what doesn’t. We’ll review record keeping in light of those five sub-committees: Audit, Awards, Constitution, Ethics and Planning. You’ll come away with concrete steps you can use to improve your record keeping processes. This paper will show you how to make the hard work of inventory management and ATF record keeping work hard for you.

By John K. Hammes

This paper has been written as one of a group of papers dealing with the subject "Cost Elements in Mining". What are cost elements in mining? The mine operator thinks of direct mining costs in terms of labor, materials, supplies and power, and we might define cost more generally as the price paid to acquire or produce something. Economic theory also has its concepts of cost. From one point of view, that of the consumer, the cost of mineral commodities might be viewed as the total price industry pays for mine output. Similarly, the mining company engaged in the on-going business of finding, developing and operating new mines is concerned very much today with the distribution of all the revenue paid for mine output and not just with its direct or controllable cash costs. In other words, what will the labor force, the supplier of energy, explosives, and reagents, and the supplier of government services, management, capital and the ore reserves receive for their contribution to production.

Jan 1, 1974

By H. B. FERNALD

THE first year to which the Revenue Act of 1936 has applied is now passed. It is appropriate to try to give some calm thought to the plan of Federal income taxation as now imposed and what it will mean to the business and industry of the country if this plan of taxation is continued unchanged. Whether or not we like to pay these taxes is beside the point. Taxes are high and may be expected to be high for many years. The important question is whether the taxes to be imposed will destroy or injure business enterprise and development, and, in so doing, lower the standards of employment, living, comfort, and welfare of our people. The power to tax is the power to destroy. That destruction may come suddenly as a cyclone, or slowly as dry rot. What, if any, features are there in the present plan of Federal income taxation that have these destructive tendencies? A few of the points follow that seem to call for consideration.

Jan 1, 1937

Safety and health at work is about people. It is about people who plan for work, organise work and perform work. It is about those who come in contact with the workplace and those who are responsible for the workplace. There are wider ranging safety and health obligations that are imposed on the industry stakeholders that span all phases of the production process. In all cases, those responsible for discharging the obligations must ask the questions: Is what we propose safe?, can it be done safer? and are we sure? What we learn from recent legal cases before the courts is that it is essential that all stakeholders work together in a collaborative way when discharging these obligations. Safety and health at work cannot become an issue that is viewed only through the eyes of a single stakeholder group. The reason for this is quite simple. The interrelatedness of the responsibilities that are imposed on each of the stakeholder groups, means that the performance based legislation simply wont work, where an active model of communication and consultation is not in place.

Jan 1, 2005

By A. B. Stickney

UPWARDS of 200,000 engineers in this country are sufficiently interested in engineering as a profession to have joined a society, but not over 10% of them belong to any one society. There is a widely-felt need of an over-all organization of all the societies to act as spokesman for all engineers on matters of common concern. On a local basis, over 100,000 engineers in 35 metropolitan areas have organized themselves into local councils, and are doing an effective job of intersocietal co-operation within their sphere of activity. In the last few years much has been said and written about a similar organization on a national scale. Everybody wants iteverybody is talking about it-it's in the air-it's coming-it's inevitable. Although it is no longer necessary to talk about why or whether there should be such an organization, there is no such unanimity about what it should be like. This paper outlines a proposed organization by answering four questions-who, how, what, and who will pay for it.

Jan 1, 1946

By Charles Will Wright

This paper will be of interest to those who are actually developing a mineral prospect or planning to do so, as well as to investors who are considering the problem of financing the development of the prospect, so that they may know what the risks are and what capital expenditures are necessary before a prospect may become a mine. The term "prospect" used broadly, as it is in this paper, is defined as any property that has a mineral showing of sufficient interest to warrant development, irrespective of prior work, Such previous exploration, however, may be extensive and consist of several tunnels or adits connected by raises, or of shafts with several levels. There may also be a small mining and milling plant on the prospect which, because of the lack of capital for development or the lack of markets for the products, is now idle. Such prospects may warrant further capital investment for development work or for a mine plant to raise to the stage of profitable production.

Jan 1, 1935

By G. S. Scott

Mine fires have occurred since the mining of coal was begun, and they are still occurring. The resulting economic waste may become considerable (219),3 especially if a fire is allowed to assume major proportions or to get beyond control temporarily. It is important, therefore, to act promptly whenever a fire is suspected and to have every action count. To do this effectively, it is necessary to know at the earliest possible moment and thereafter what is happening in a remote or inaccessible area. It is equally important to know before¬hand what may be expected as a result of any proposed combative measure. The logical method of combatting a fire demands the cooperation of both mining engineer and chemist. They should decide the course of action to be taken, drawing upon the mining engineer's intimate knowledge of the physical structure of the fire area, the cost and time required for proposed operations, and the probable efficiency with which they could be carried out, and upon the chemist's knowledge of the results to be expected therefrom.

Jan 1, 1944

By JAMES H. McGRAW

P UBLZCLTY and engineers do not mix. In the very words of my subject, there is an apparent contradiction. In the past, publicity has been abhorrent to the engineer. It seems to be true that the engineer, because of his training or his background, has developed a state of mind which omits publicity. At any rate he has done a poor publicity job for himself. The average engineer is self-conscious; he ought to be class-conscious. If T should ask the men in this hall to get up one by one and tell who they are and what they have done, there would be an instinctive reaction in the mind of each man-a feeling that this was out of place. If I should ask each man to get up and tell something about his neighbor, I should find that each neighbor, once he got acquainted with the man next to him and understood what he was doing, would be as human and as generous-hearted in telling about his brother engineer as is any professional man.

Jan 1, 1920

By Douglas F. Stevenson

Your committee doesn't assign any easy topics to us speakers. How do you define "successful" in what is essentially a losing game? I am reminded of the fellow who returned from a one-week vacation in Las Vegas, and proudly stated, "I only lost $150." To him, that was "success." I am afraid that workers' compensation is a losing game for employers, too, and success has to be defined in terms of how much or how little is lost. We have no chance of producing a profit for our employer. We will narrow down to some suggestions about conducting a workers' compensation program at the plant level, but first I want to discuss the general legal, social and legislative climate in which your plant program operates. Workers' compensation is a statutory program with its general parameters established by the legislature. These parameters are then amplified by the boards and commissions established to administer workers' compensation. What influences the legislature and the boards and commissions as they establish the framework in which we must function?

Jan 1, 1986

By John W. Padan

What is known about manganese nodules and their potential commercial recovery is outlined in terms of economics, legal rights, environmental impacts, and mineral genesis. As a result of 20 years of accomplishments it is clear that nodules comprise a real resource, and that they can be collected in water depths up to 5000 m, for brief periods, and raised to a surface vessel at rates of production appropriate for scale model systems. Based upon information in the public domain at present there is more confidence in the nature and magnitude of the resource than in the ability to recover nodules commercially. A review of the literature suggests that the metallurgical processing of manganese nodules is technically feasible and that the associated costs are well predictable. What is less clear is the market outlook for the products. All "overlapping claim" conflicts have been resolved. Therefore, parties with a historic interest in nodule mining appear now to have the right to mine in the future, assuming they properly complete whatever exploration license obligations they may have.

Jan 1, 1989

By Adam H. Zimmerman

Introduction Noranda, like similar businesses, is suffering the pain of previously unheard of currency relationships, a cost structure built in better days, and conditions of gross oversupply possible in almost any commodity. Indeed, it does seem like the worst of all possible worlds is out there before us. To understand a Canadian natural resource company, you must know how the country is organized. So far as natural resources are concerned, Canada is not Canada. Canada is 10 provinces and each own the resources situated therein. Thus, the conditions of extraction, exploitation, and operation are all set by the province, while the conditions of trade and currency are set by the Federal government. This means that what may be the rule in Newfoundland may not be the rule in Manitoba or British Columbia. The second thing is that the Canadian currency has been a satellite of the US dollar for a long time. This means that we hold the unenviable and unjustified position of being the country with the second strongest currency in the world. What this has meant to us is what it has meant to an American operator. Since 1980, a pound of copper fetches 214% more for a Chilean than it does for us and a pound of zinc 115% more for a Belgian. From an American point of view, Canada is favored because its dollar is valued at 25% to 30% less than the U.S. However, because of industrial indiscretions in years past, Canada has a locked in labor cost disadvantage that is very hard to cope with. Canada has a unique situation with its labor unions. Many of the unions are, or have been, internationals and therefore gained undue strength in early days. Canada has a third political party of socialist persuasion. It is entirely funded by dues from laor union members. Thus, we have a politicized workforce. And finally, we have a public service that has the right to strike. This had made the public service unions by far the strongest now in Canada. What this means to the mining industry is that there is somebody out there blazing the trail. The unrelenting power of these public service unions probably creates a climate more conducive to excessive wage settlements in industry than would otherwise be the case. Study, Work, and Pray So what do we do when times get tough? In simple terms, we study a lot, we work harder, and we pray a great deal. We study a lot in terms of learning hitherto unknown strengths and weaknesses of our products, processes, and operations. We work hard in the sense that we do everything possible to improve our productivity. And we pray a lot because, so far, anything else we have done has not been enough. Some years ago, Noranda recognized that its principal base and precious metal operations were diminishing. To provide for the future, we should branch out into other resource type operations. These might be countercyclical and also perhaps a little more permanent. For this reason, Noranda entered the potash, aluminum, and forest products businesses. This, of course, was a 'brilliant' strategy that was much applauded in its early days. We built an excellent potash mine, the smallest inte-

Jan 6, 1985

By W. M. Peirce

COAL'S importance in the metallurgy of zinc may be gauged by the fact that approximately a million and a half tons is so employed annually in the United States. This brief paper will show in what way the various steps in the treatment of zinc ores utilize this fuel, either in its primary form or as coke or gas, and to what extent. The first step in zinc metallurgy that requires the use of fuel is roasting the sulphide ore, which is the type of ore in which zinc commonly occurs. Since the roasting is nearly or completely autogenous, however, this use of fuel is too minor to warrant further attention. Concentration of zinc ores is usually carried out by conventional milling methods, but a pyrometallurgical method, the Waelz process, is used to concentrate certain low-grade ores, and to recover the zinc content of certain residues in concentrate form. The Waelz process uses a continuous rotary kiln in which a mixture of coal and zinc-bearing material is heated to a

Jan 1, 1948

1. Scientific prospecting has had a profound and some-what unexpected effect on the world's supply of raw materials over the past twenty years. Where shortages were recently anticipated, abundance now prevails. It seems probable that, for the foreseeable future, adequate metallic resources will be found at costs well within the world's economic means. 2. The amount of research devoted to scientific prospecting has been extremely small in relation to the possible importance of the problem and to what could be done. It has been dominated by the thought of a dozen brilliant men, and true research expenditures have not amounted to more than a few million dollars. 3. An undue proportion of the expenditures have been for so-called geological research -mostly of a petrologial character. The results have essentially been of historic interest only. However, there has been some in-crease in genetic understanding, and this is of great importance for future resources. 4. Basic advances in mineral exploration have been made in detection techniques, generally called geophysics and geochemistry.

Jan 1, 1964

By C. K. Leith

The question as to what grades of ore it pays to conserve for the future, and the valuation of low-grade reserves, are becoming immediate and definite as applied to the individual ore deposits, and seems to call for some sort of quantitative answer.

Jan 1, 1915

PRESIDENT LITTLEJOHN: Gentlemen, you have heard Mr. Dyer's paper. The meeting is now open for discussion. MR. NORMAN: I would like to ask the gentleman what is the distance between your crosscuts for the ventilation of rooms and entries in the state of Utah?

Jan 1, 1925

"ALTHOUGH Canadian metallurgists have long been active in research, the scope of the work was somewhat limited until the be-ginning -of World War II. The rapid industrial development of Canada during the past ten years has been accompanied by .a similar upsurge in research. However, the wide geographical distribution of the research centres has made it difficult for the individual research workers to meet together and to exchange ideas or even to learn what projects .are being investigated or the nature and extent of the facilities available for work of this kind.The purpose of the present symposium is to assemble data relating to projects under investigation and the facilities employed at the various metallurgical research laboratories in Canada, thus providing some measure of correlation so that workers in different locations may learn what kind of work •is being .done at other points throughout the country.In reporting the symposium it has not been possible to reproduce the papers in full, but excerpts have been selected that give the essentia1 data."

Jan 1, 1952

This summary of State laws on explosives was compiled primarily to ascertain what subjects relating to their control have been acted upon by each State legislature and, in general, how they have been treated. It does not include any legislation passed after 1942, or any proclamations, regulations, or administrative orders. It does not purport or attempt to be authoritative. If any problem arises involving interpretation of the statutes of any particular State, the original source must be consulted for the exact words used by the legislature. This summary, however, will be useful in determining whether relevant statutes exist and in locating them quickly, with a minimum of effort. It will be of value also in comparing statutes in one State with similar statutes in other States to determine what construction has been placed upon them by the courts of those jurisdictions or to contrast the varying provisions of many States upon a single subject. To make these comparisons easier, the statutory provisions for each State have been grouped under several major topics in outline form. Although

Jan 1, 1943

By Georgette Hlepas

How often phrases like these have been made by project managers and project teams trying to explain why there has been cost growth, project delays and differing site conditions claims. But does it really take x-ray vision? Do we really approach geotechnical construction projects unprepared for the subsurface that may be encountered because we can't get the answer? Too often our industry seems to think the answer is, "yes." However, this is not because we can't understand the subsurface. All too frequently it is because a choice is made to save money or time by foregoing or shortchanging upfront subsurface investigations. This is accepting a risk at the beginning of the process and realizing it during construction. Case histories have proven time and time again that upfront investment in site exploration and constructing a ground model mitigates risk in design and construction. But how much do we prepare? What level of investigation (or investment) is appropriate? The answer of course, is it depends; how much risk are you willing to take for your project and what are the potential consequences?

May 1, 2022