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By D Kilkenny, D Nardini, P Kline

This paper is a case study highlighting learnings and success in two areas challenging underground miners: change management and collaboration. It examines the implementation process of a new automated loading system in the bulk stoping area of Telfer Mine in Western Australia, controlling multiple load haul dump machines. Here, the new technology has brought together different functions and different companies to deliver a well performing automation system in a changing and challenging mining environment. The introduction of a new and different technology on site has driven collaboration between all stakeholders to break down the traditional barriers to achieve the sustained performance required. Historically, different teams have operated within silos and not always aligned to deliver a ‘best for project’ solution. Technical teams focus on the mine design, maintenance teams focus on reliability and operations execute the plan. Mining contractors focus on productivity and cost. Manufacturers focus on supply of goods and service. Optimising each silo individually is not guaranteed to provide an optimal mining solution. Involving elements from each team as seen at Telfer, has resulted in an optimal mining solution for the automated loading system. A change of focus from the technical teams to include automation parameters in the mine design; operability and maintainability built into the system design allowing for collective ownership and responsibility resulting in a more resilient solution. The implementation of the new technology was not only a technical change but more importantly, successful management of change. Elements of successful change management such as communication, vision, leadership and planning, are essential to harness a trusting site culture which is responsive to new technology. Learnings and challenges from this change process will also be discussed with the intent to improve the success rate and timelines of technology implementations in the future.

Mar 15, 2021

By S McEachern, J Lowe

An important issue currently facing the mining industry in Australia is the management and cost to the industry and other stakeholders of entry into and exit from towns and their communities. These costs can be environmental, social, economic, political or reputational. The ability of companies to engage the trust of stakeholders, including: communities, governments and investors, is critical, and corporate reputation plays a significant role in this. For the industry to secure a long-term and sustainable future, it must have the technical, business and reputation assets to proceed in a cost-effective, environmentally acceptable and socially supportive way. This research assesses reputation as a critical competitive issue for mining companies, as technology and information make mining more predictable; the physical and human assets of mining companies are less likely to be the critical resource in a Resource Based View model of competitive advantage. The proposition is that in mining today, reputation as it facilitates day-to-day operations, regulatory zeal and access to new mine sites will become the rare, inimitable and valuable resource for mining companies. This paper reports on an ongoing research program to evaluate the impact a mining companyÆs reputation(s), with its various stakeholder groups, has on a companyÆs ability to sustain competitive advantage. Integral to this study is to develop an understanding of the relationships between mining companies and their stakeholders, and the importance of corporate citizenship polices to reputation and hence to corporate sustainability. Through the identification of the drivers of reputation for the various stakeholder groups, a model of reputation formation will be developed and also reputation measures for the mining industry in Australia. The preliminary findings of this research, the results of an industry focus group conducted with representatives from regional mining operations, are reported. The industry focus group was designed to enable a better understanding of who are the main stakeholder groups and how they regard mining companies and to inform the second stage of the research project a Delphi Study of the drivers of reputation by stakeholder groups. The aim of this research is to further the understanding of the relationship between corporate citizenship, reputation and performance in the mining industry, thus assisting companies to strategically manage their corporate citizenship investments.

Jan 1, 2006

By M Sebbag, T Taimre

Barrick Gold Corporation is proceeding with development of the Buzwagi Mine in the Lake Victoria Greenstone Belt District of Tanzania. The Buzwagi orebody occurs in the Nzega Shear zone within the Greenstone Belt and is hosted in a K-Feldspar rich granite in contact with mafic volcanic. The orebody presents 2.6 M ounces in 41 Mt of reserves, at 2.0 g/t. Over the ten year mine life, total material movement will be 261 Mt. The feasibility study was completed in 2006 and presented several technical challenges. Two principle challenges are grade control and the impact of dilution on the economic viability of the project. The principle challenges for grade control will be quality control and quality assurance in the sampling of the massive coarse grained granite, which comprises 70 per cent of the deposit. The principle challenge with dilution will be with the selective mining of the narrower mineralised zones contained within the mafic volcanics. This paper will focus on the mine planning methodology which has been applied including selective mine unit (SMU) and dilution estimation, net smelter revenue (NSR) calculation and the effects of cut-off grades to the project economics and mine schedule.

Jan 1, 2007

By E J. B van Etten

This paper reports on the results of several years of monitoring rehabilitation at a silica sand mine on the Swan Coastal Plain, south of Perth. Mining here occurs below the regional watertable and leaves a post-mine landscape of dredge pond voids (pit lakes) with surrounding battered slopes. The restoration we recommended was to develop the pit lakes as wetlands of regional analogue and value. Several different restoration techniques have been applied to re-vegetate pit lake slopes over many years which have enabled an evaluation of reasons for success/failure of different restoration approaches. Learning acquired clearly showed the benefits of using fresh topsoil for restoration over topsoil that has been stockpiled for several years. Most topsoil used in restoration was from seasonal wetlands and consequently restoration was most successful in the riparian zone from the edge of pit lakes to about 2 m vertically above the water table. Topsoil restored areas above this level remained poor in plant species and cover. Conversely, remedial seeding/planting proved largely unsuccessful. Permanently and seasonally flooded pit lake margins recolonised relatively quickly and successfully with native sedges and rushes. Development of rehabilitated upper slope plant communities over time was evident with loss of typical wetland species and greater growth and survivorship of upland and dampland plant species on mid to upper rehabilitated slopes. Plant communities of lower slopes showed a converse pattern of development, with a shift towards a more typical wetland composition. We believe matching topsoil to site and development of topographic profiles similar to natural wetlands of the region are the keys to optimising restoration success of sand mines with shallow water tables.

Oct 5, 2011

By K Smith

This paper presents an assessment of the Robertson (2010a) method within the CPTu inversion parameter framework of Been et al. (1987), using CPTu calibration chamber data presented by Jefferies and Been (2015) and in other literature to assess the validity of the method, with particular focus on applicability of the method to TSFs (i.e. its applicability to loose silts and silty sands). The assessment demonstrates that although the method estimates values of k consistent with calibration chamber data, the method estimates values of m that are generally 1.5 to 2 times greater than calibration chamber data. As a result of this, the method generally overestimates Ψ for values of Ψ less than 0, and underestimates Ψ for values of Ψ greater than 0. This may result in both overly conservative assessment of materials as potentially liquefiable and unconservative predictions of material behaviour for loose materials.

Jul 1, 2021

By R G. Moreby

The purpose of this paper is to provide the rationale for decision making when considering the use of three heading gate roads in Australian underground coal mines.There are currently 30 underground longwall mines in Australia with all but two employing two heading gate road longwall layouts. The volumetric capacity of these two heading ventilation circuits is evidently viable in typical block lengths and in low to moderate gas regimes. However, in gassier regimes, potential longwall production rates of 10 Mt/a, and or where block lengths are being extended to well beyond historical norms, a conventional two heading U circuit may not be adequate. Other than seam gas emission, block length and production dependent heat loads together sealed area management requirements also have to be considered.The two mines currently employing three heading gate roads have the opportunity to revert to two headings at any time but, based on operational experience to date, have not done so due to the consequential reduction in gas management capacity and lower production rates associated with gas delays and limitations on tailgate access.Although there are a number of alternative two heading longwall circuits available and employed worldwide, the custom and practice of promoting inert goaf atmospheres in most Australian coal mines to mitigate the risk of catastrophic gas explosions and spontaneous combustion often prevents the use of gas loaded bleeder systems. In this respect, Australian underground coal mines may be considered the safest in the world.The current situation is that three heading gate roads have been proven successful in Australian conditions, albeit at additional cost, where two heading ventilation circuits cannot manage net seam gas emission to the ventilation system at the production rates required. In this respect, a further important driver for decision making is the short to medium term value of CO2-e emission taxation in Australia.CITATION:Moreby, R G, 2013. The rationale for use of three heading gate roads in Australian underground coal mines, in Proceedings The Australian Mine Ventilation Conference , pp 13-26 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 1, 2013

By J Fraser, M Scoble

Within the past decade, incidents of mining–community conflicts have grown dramatically and represent one aspect of a phenomenon known as social risk. Research published in 2014 indicates that a lack of social acceptance is now a leading and costly cause of delays for mining projects.The rise of social risk, complemented by the need to earn the trust of an increasing number of stakeholders so that mining projects can be developed effectively, is problematic for the industry. Conflicts are occurring in situations where companies are fully compliant with regulatory and legal requirements, despite initiatives by mining companies to earn social acceptance and despite the proliferation of tools to support corporate social responsibility. Intensifying the impact of social risk is the fact that it has increased during a time in the global mining sector when companies have had to grapple with declining commodity prices, increasing capital costs and debt levels and the challenges of mining lower-grade deposits.This paper will explore a hypothesis that in today’s interconnected society, social risk in the mining sector constitutes a legitimate business risk that must be managed strategically. The reality facing mining companies is that information, once considered confidential, now travels quickly on social networks and via a growing number of groups and individuals that have earned a legitimate right to be classified as stakeholders in projects that affect their communities. To be successful, it is suggested that companies will benefit from increasing internal collaboration and providing training to equip teams to mitigate social risk to mining projects and protect reputation capital. The paper is based upon PhD research being undertaken to assess the points of intersection between social risk and social responsibility during the construction stage of greenfield mining projects.CITATION:Fraser, J and Scoble, M, 2015. Mining–community conflicts – can the future mining sector transform social responsibility?, in Proceedings Third International Future Mining Conference, pp 159–168 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

By B C. Povey, K Lagutin, M Mryasov, V Noll

The current Stoilensky magnetite concentrator comprises a three-stage crushing circuit followed by three stages of ball milling, grinding and concentration to produce a magnetite concentrate with 66.5% iron (Fe). The plant is built in four lines, three lines having four mills and one line with five mills, to treat 32 Mt/y of ore and produce 13.9 Mt/y of concentrate.NLMK, the owner, is Russia’s third largest steel maker and while the ore from the Stoilensky Mining and Beneficiation Plant (SGOK) provides the bulk of their supply, they still must buy ore from external sources at world prices. A decision was taken to expand the SGOK operation to supply all the NLMK concentrate, including the production of pellets.To commence the expansion, high pressure grinding rolls (HPGRs) were introduced as a fourth stage of crushing ahead of the first ball mill. This was a relatively low capital cost expansion and increased production by 12 to 15%, the cost being much less than an additional grinding line. The importance of this development was that earlier introductions of HPGRs in Russia had presented several problems so there was some reluctance to the initial concept. The even greater significance was that nearly every magnetite plant in Russia had a three-stage crushing circuit so the successful introduction of HPGRs was of interest to many operators.The design was developed by a team, consisting of Worley Parson, Mineralconsult and PiterGORproject (PGP), for the first four units to fit inside existing building structures. The first two units were commissioned in March 2016 and the next two units in May 2016, and production improved by over 12%. The design of the installation of the final four units is in progress and the installation is expected in late 2017.CITATION:Povey, B C, Noll, V, Lagutin, K and Mryasov, M, 2017. Introducing HPGR quaternary crushers in a Russian magnetite operation – challenges and solutions, in Proceedings MetPlant 2017, pp 84–100 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 11, 2017

By B Nielsen, H Lehto, B Musuku

"The demand for fine and ultra-fine grinding associated with the processing of more challenging, finer grained orebodies and the global driver of minimising energy consumption has been an increased focus in our industry. Outotec’s stirred milling technology, the high intensity grinding mill (HIGmill™), was launched in 2012 in response to this industry need. First Quantum Minerals Ltd selected HIGmill™ technology for its Kevitsa mine in Northern Finland. The 700 kW mill is grinding copper rougher concentrate to improve copper/nickel separation and copper recovery. Selection of the HIGmill™ followed mineralogy analysis and laboratory and pilot testing for HIG milling in parallel with flotation tests to determine optimum grind size and energy input.The paper discusses the challenges and successes of the test work, manufacture, installation, commissioning and subsequent operation of the mill. Grinding performance is presented and a comparison between predicted and operating energy efficiency is made. In addition, the various steps to optimise wear rate and minimise maintenance and downtime are made, with particular reference to internal geometry of the mill.Citation:Nielsen, B, Lehto, H and Musuku, B, 2016. Design, Installation, Commissioning and Operation of Fine Grinding Technology at the Kevitsa Mine, in Proceedings 13th AusIMM Mill Operators’ Conference 2016, pp 59–66 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 10, 2016

By R Morrison, R Dunn

In many mineral processing operations, the reported production figures for an accounting period may not make the best use of available data. While most of the mathematical approaches, such as check-in/check-out, mass balancing, used in effective metallurgical accounting strategies are well understood, the sources and magnitude of measurement errors generally are not. As part of the æAMIRA P754-Metal Accounting and ReconciliationÆ project, a study was undertaken at the Northparkes copper/gold concentrator near Parkes, New South Wales to examine the data used in their concentrator metallurgical accounting system. This paper summarises the results of a detailed examination of the mass measurement systems around the concentrator as well as the primary sampling system used for grade estimation. The goal of this work was to develop practical techniques to quantify the error (ie both accuracy and precision) of the measured metal accounting information. With this information, statistical confidence levels for this data can then be calculated. If the errors are small, the effect of error in each piece of measured data can then be propagated to other calculated production figures such as recovery and feed grade using a statistical technique called æthe propagation of errorÆ.

Jan 1, 2007

By P McCarthy

"This paper is based on 30 years of involvement in feasibility studies as a participant, study manager and the leader of a firm that provides study components and overall study management. The following topics are discussed:the purpose of feasibility studiesaligning the goals of the study team with those of the ownerthe difference between optimisation and designhow the types and levels of studies affect the organisation of the studythe relative merits of various management structures and contractual arrangementssetting scopes of work and tendering the work outthe selection of a study manager and the study management teamcommunications within the study team and externallythe project management trianglemanaging scope changes and maintaining flexibility to respond to study findingsprogress paymentsmanaging a study crisisinnovation, risk aversion and bankabilityreporting the resultsthe dangers and benefits of value engineering.CITATION:McCarthy, P, 2016. Making studies work – organisation, communication and management, in Proceedings Project Evaluation 2016, pp 20–30 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By S G. Hagemann, M E. Barley

The Mt Tom Price deposit is a world-class high-grade hematite deposit in the Hamersley Province of Western Australia with an original resource of 900 Mt of almost pure hematite, averaging 63.9 wt per cent Fe. Petrological and geochemical studies at both the Southern Ridge and the North deposit at Mt Tom Price have identified three hypogene alteration zones between unmineralised BIF and high-grade iron ore: distal magnetite-siderite-stilpnomelane; intermediate hematite-magnetite-ankerite-talc-chlorite; and proximal martite-microplaty hematite-magnetite-apatite alteration zones.Fluid inclusions trapped in siderite within the distal magnetite-siderite- stilpnomelane alteration zone at the North deposit revealed primary high salinity (25.5 eq wt per cent NaCl-CaCl2) inclusions that homogenised between 107¦ and 142¦C into liquid. Fluid inclusions trapped in ankerite within ankerite-microplaty hematite veins in the intermediate hematite-ankerite-magnetite-talc-chlorite alteration zone at the North deposit revealed mostly H2O-CaCl2 pseudosecondary and secondary inclusions with salinities of 22.4 - 25.4 eq wt per cent and 22.9 - 25.9 eq wt per cent CaCl2, respectively. Pseudosecondary inclusions homogenised between 153¦ and 449¦C and secondary inclusions homogenised between 103¦ and 157¦C. Fluid inclusions trapped in apatite within talc-microplaty hematite veins in the intermediate hematite-magnetite-talc-chlorite-apatite alteration zone at Southern Ridge revealed that primary, medium salinity (7.0 - 9.0 eq wt per cent NaCl) inclusions homogenised between 181¦ and 257¦C and primary high salinity (22.8 - 25.9 eq wt per cent CaCl2) fluid inclusions homogenised between 118¦ and 257¦C into liquid. Microthermometric analysis of quartz from quartz-hematite veins from the Southern Batter Fault, Southern Ridge show a complex fluid inclusion history. Primary fluid inclusions consist of: low- and high-salinity H2O-NaCI inclusions trapped at temperatures of approximately 140¦ to 230¦C; vapour-rich inclusions of unknown compositions; and æcomplexÆ salt-rich (Ca, Mg, K and Na inclusions).Secondary inclusions consist of medium-salinity fluid inclusions trapped at temperatures of about 140¦ to 280¦C.A two-stage hydrothermal model is proposed for the formation of both the Southern Ridge and North deposits. Early 1a hypogene alteration involved the release of hydrothermal NaCl-CaCl2-rich (25.5 eq wt per cent) basinal brines (110¦ - 150¦C) from the underlying Wittenoom Formation and directed upward along normal faults and focused within the silica-rich rocks of the Dales Gorge Member, by the shales of the underlying Mt McRae Shale Member and overlying Whaleback Formation. Within the Dales Gorge Member hydrothermal basinal brines migrated laterally within large-scale folds with permeability controlled by shale bands and the NW trending dolerite dyke sets. Fluid rock reactions transformed unmineralised BIF to magnetite-siderite-iron silicate BIF, with subsequent desilification of the chert bands. Stage 1b hypogene involved an increase in temperature of the hydrothermal, CaCl2-rich saline (24 eq wt per cent) basinal brines (250¦ - 300¦C) resulting in formation of hematite-ankerite-magnetite-talc-chlorite alteration and the crystallisation of microplaty hematite. Late stage 1c hypogene alteration involved the interaction of low-temperature (~120¦C) basinal brines with the hematite-ankerite-magnetite mineral assemblage. At the Southern Ridge deposit this process was very intense (ie high fluid flux), therefore resulting in the almost total removal of ankerite and resulting in the increased porosity of the ore. Stage 2 supergene enrichment in the Tertiary resulted in the removal of residual ankerite and apatite and the weathering of the shale bands to clay.

Jan 1, 2005

By A Halim

"There is still debate about who should ultimately be responsible for the ventilation system in anunderground mine. The Queensland Coal Mining Safety and Health Regulation 2001, states that adedicated ventilation offi cer is the person, while Western Australian Mines Safety and InspectionRegulation 1995 states that it is the mine manager who is responsible; the ventilation offi cer actsas the managerÆs principal ventilation advisor. This paper outlines a comparison between bothapproaches."

Jun 1, 2012

By A Simmons, J Chan, A Li, Q Gu, D M. Brett

The paper presents an example of field density achievements using thin layer deposition and solar drying and compares this with compaction data from laboratory testing and field trials of mechanical densification processes.

Jul 1, 2021

By J Cook

In this paper we present a case study of the challenges and opportunities associated with the development of cultural heritage management strategies at the Lihir gold mine in Papua New Guinea. We discuss the contextual drivers and constraints, and outline the ways in which Lihir Gold Limited is aiming to set new industry bench marks for the region through the development of values-based best practice cultural heritage management programs. This approach is largely based upon a compliance partnership with a local stakeholder group. We argue that such partnerships are a prudent means of mitigating company risk, while constituting a far more necessary tool for local people in the reconceptualisation and negotiation of the experiences of significant social change and modernisation experienced in the context of recent resource development.

Jan 1, 2009

By J K. Claflin, S R. La Brooy, A M. Claflin

Rotary kilns have been in service in the gold industry to regenerate carbon for 65 years. At the time oxide ores with gold head grades of 8 to 10 g/t were being treated. Carbon could be regenerated adequately at 650°C and solution losses were less than 1%. Forty years ago, research indicated that heavily fouled carbon from flotation circuits had to be held at 750 to 850°C for ten to twenty minutes for full reactivation (Avraamides and La Brooy, 1987), gold head grades were typically 5 g/t and solution losses typically 0.02 ppm – still less than 1%. In 2017 it was determined (Claflin et al., 2017) that a residence time of less than 1 minute at 750°C can be adequate to reactivate carbon fouled with organics sufficiently to achieve 0.005 ppm solution losses in a flotation tailings leach plant.With the potential for discovery head grades to drop below 0.6 g/t, solution losses of 0.02 ppm represent over 3% loss. Tight operation of the whole carbon circuit is required to keep gold solution losses below 1% going forward.There are alternatives to a rotary carbon kiln, e.g. vertical kilns of which the Minfurn, Rintoul and Combustion Air kilns are examples. The alternative kilns can be heated using electrical heating elements, induction, and microwave. These kilns can operate successfully under the right conditions, however, they are almost exclusively for small carbon throughputs and are not suitable for the large carbon advance rates that are required to process low head grade ore deposits. Large throughput carbon kilns are are almost exclusively fossil fuel fired rotary kilns and the subject of this paper. In the view of the principal author, a fossil fuel fired vertical carbon kiln is preferred to a rotary kiln, however, it is not currently used in the industry.Thermal regeneration of activated carbon has a major impact on gold recovery in the carbon circuit. The carbon kiln and associated equipment constitute 3 to 5% of the capital cost for an oxide processing plant and up to 10% of the capital cost if flotation tails are leached. Despite the capital cost and impact on recovery, the carbon kiln is often poorly selected, operated and maintained.Six years ago Ausenco embarked on the Carbon Kiln Initiative to reduce solution gold losses. This body of knowledge has been published in a series of papers culminating in this paper on how to:1. Select a kiln appropriate for the flowsheet;2. Maintain the kiln to achieve design operation; and3. Operate the kiln to minimise costs and maximise reactivation.CITATION:Claflin, J K, La Brooy, S R and Claflin, A M, 2018. Carbon kiln selection, operation and maintenance, in Proceedings 14th AusIMM Mill Operators' Conference 2018, pp 251–274 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 29, 2018

By U Singh

This paper presents the evolution of the studies and strategic plans to extend the life of operations at the Savage River iron ore project in north-western Tasmania. The current Life-of-Mine (LOM) plan for the Savage River operations is based on a series of open pits. Drilling has confirmed high-grade extensions of the magnetite resource at depths that exceed practical limits for open pit mining. Grange Resources Limited, the owner of the operation, is investigating underground options – not only to extend the LOM plan but also to maintain peak production at a reduced operating cost while reducing greenhouse gas emissions into the future. What makes this project unique is that it requires introducing a productive and cost-effective mining method to exploit a challenging geotechnical and geometrical orebody in an area of high rainfall. To support the study efforts, the development of an exploration decline, underground drilling programs, and an exploratory drive excavated into the orebody for geotechnical investigation was key to providing the necessary data for a pre-feasibility study (PFS). This paper describes the pragmatic approach and processes to developing the underground mining options study through data collection and then integrating these options into the open pit plans to optimise an overall strategic plan for the Savage River operations. The learnings for operators from this experience are how the technical and pragmatic approaches were aligned to develop the strategic plans, and the importance of timely investment in gathering the necessary data.

Mar 29, 2023

By G P. Bates

The rationale for the design of the Emergency Egress (escape andentrapment) strategy for one underground metal mine has beenpreviously described (Brake, 1999). Two of the key conclusionsfor this mine, which is equipped with 30 minute oxygen-generating self-contained self-rescuers (SCSR), were the need to ensure no person is ever more than 750 m from an emergency refuge station (ERS) and that it could take up to eight hours to rescue workers from undergroundå. These conclusions were based on a number of considerations including the non-availability of a credible, æpersonalÆ entrapment procedure at the workplace, the duration of self-contained self-rescuers when used for travel, the need for rapid æclearingÆ of mine personnel to effectively and safely target mine search and rescue resources and the maximum time to either put a fire out, or to rescue affected personnel. As there is no Australian standard for refuge stationsç (or for self-rescuers), this paper follows with guidelines for the location and specification of both fixed (permanent) and relocatable Emergency Refuge Stations (ERSs) that may be applicable to other underground Australian metal mines.

Jan 1, 1999

Optimal drill and blast design is a process often neglected by many underground hard rock mines. This is even more important to the new mine where ring designs need to be implemented and refined in a short period of time. In today's environment where more and more mining is being carried out by contract specialists it is the co-operation between a principal and contractor, who are working towards a common goal, that achieves the highest quality end result. The development of drill and blast designs that cause minimal damage to the mine infrastructure is particularly important to Northparke's E26 Block Cave Mine, as it consists of a single extraction level which must survive intact for the life of the mine. The advanced undercut mining method implemented at Northparkes is fired in a sequence which protects the mine development from potentially damaging abutment stress. This paper details how blast designs will be optimised and sequenced to satisfy the conflicting objectives of maximum rock breakage inside the drill pattern and minimum rock damage outside the pattern.

Jan 1, 1995

By E Deucker, A White

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

Oct 16, 2017