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By A A. Roberts, R F. Dewhirst

"Extensive literature surveys, research in the project environment and personal experiences both within and consulting to project teams have revealed some consistent ‘people factors’ that contribute most to ultimate project success. Outside of purely technical and business case issues, there are a small number of leadership characteristics – probably only ten – that if correctly applied can positively leverage a team’s impact on project success.Of the top seven project success characteristics that were consistently highly rated in a recent study, five of them were around leadership. The authors have focused on this topic, noting that good leaders need to display the following traits:passionate commitment to deliveryconsistent modelling and reinforcement of correct values and behaviourfocus on managing relationships well and energising teams and individualscarefully clarifying project vision from front-end loading stages onwardseffective decision making.Not every project manager can and does practise these behaviours all of the time, but being aware of them and receiving training or facilitation in improving their application of these skills can equip project managers with the essential tools to markedly improve their own performance and that of their teams.This paper draws upon experiences in the field and provides lessons – both good and bad – to illustrate. As well as examining leadership traits, the way in which a leader can establish, organise, motivate his or her team and ultimately lead them to success is examined. The paper shares methodologies that have been successfully used to track status within a team and generate appropriate recovery plans where required.In particular, the paper will examine a case study based on an amalgamation of real project issues in some challenging situations using virtual teams (ie physically distant teams located in different centres) to illustrate the importance of strong and positive leadership in achieving success across geographies, time zones and languages.CITATION:Roberts, A A and Dewhirst, R F, 2016. Leadership in projects – a recipe for success, in Proceedings Project Evaluation 2016, pp 49–58 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

The AusIMM is concerned about the longer tem sustainability of the minerals sector in Australasia. Our contention is that the sustainability of the sector is at risk if we do not:   ò encourage more exploration in Australasia by removing impediments and         increasing incentives; ò fund our university and research centres appropriately to increase both our   prospectivity, and our processing efficiencies; and ò manage our human resources better.   This paper will focus on how we can better manage our human resources to assist in ensuring sustainability of the sector in Australasia .   From a production point of view:   Economic output = f (Land, Labour, Capital, Environment) where Land refers to all of the natural resources used in production. As well as land itself it includes water, forest, fisheries, oil, gas and mineral deposits. Labour refers to the skills and capabilities used by humans in the production process. Capital describes all of the manufactured aids used in the process of production1. The challenge for management is to ensure maximum efficiency and effectiveness of labour in the production process whilst maintaining sustainable development.   The 1992 Rio Summit defined sustainable development as maintaining and enhancing:   ò natural capital û defined as all natural resources, both environmental and   those of traditional economic value; ò manufactured capital û made by human kind, including produced goods,     infrastructure and built environment; ò human capital û defined as the health, well being, intellectual capabilities and   spiritual welfare of individuals; and ò social capital û defined as social relations and consultations within and   between societies, their norms and functionality2.   The minerals sector in Australasia has successfully focused on the technical aspects of each of these components of sustainable development with primary attention applied to natural capital and efficient utilisation of manufactured capital. The technical aspects of human capital and social have also been addressed through an emphasis on occupational health and safety and interaction with local communities however I suggest that, to date, insufficient emphasis has been placed on labour (human capital) to maximise economic output1.   It has become increasingly common practice to identify land as natural capital, labour as human capital and capital as physical capital. That is labour has been treated as a commodity rather than an opportunity to create a comparative advantage and this will be the greatest challenge for mine management to show leadership over the next decade of the 21st Century.   This paper will outline characteristics of the sector which are relevant to the management and utilisation of labour, outline the outcomes of recent AusIMM surveys, review the reasons for the current and future anticipated skills shortages, some innovative responses to the challenges and finally, suggestions on how mine management can show leadership.

Jan 1, 2006

By David M. Spatz

Anyone who scans the modern literature will realize that concepts of leadership have changed during the past few years. And like change in so many areas of our culture, change has been rapid in the perception of leadership. Many traditional leadership traits are still highly regarded and many of the longstanding personal qualities that improve leadership abilities continue to be effective. In the past, though, leaders could rely on dominance, intimidation and fear to accomplish their goals through the actions of others. In contrast, effective leaders today build relationships, provide vision and guidance, and strive for communication, cooperation, trust and employee satisfaction. Earnest leadership involves moral issues like honesty, integrity, fairness, empathy and respect. Modern leaders guide, facilitate and coach, rather than command and direct. But how well equipped are managers in the mining industry to meet the leadership challenges that lie ahead? More importantly, is he or she becoming a better leader? This article outlines steps to becoming a more effective leader. Management consultants stress that the changes that lie ahead will demand swift organizational adjustments and managers who are equipped to lead during times of change (Boyett and Conn, 1991; Hesselbein et al., 1996; White et al., 1996 and Kotter, 1997). Becoming a better leader begins with self-assessment and a commitment to unify all who depend on one's leadership abilities. Simply defined, leadership is leading others. Contrary to common practice, leadership is not about advancing one's own career but about bringing out the best in others. The beauty of modern leadership, however, is that the path of serving others creates synergies. They benefit everyone, including the leader, those the leader manages, upper management and company shareholders.

Jan 1, 1998

By B. Cavender

Mining managers trying to rapidly reduce production costs tend to implement a traditional set of top-down managerial practices: layoffs of employees, renegotiation of supplier contracts, cancellation of employee training, restrictions on travel, reductions in office supplies, and so forth. While these practices do reduce costs, the benefit is often limited in both magnitude and duration, and the workforce is usually left demoralized. Successful cost-cutters take a different approach. They make the continuous reduction of costs a priority for all members of the organization, whether managers or workers. The culture of these firms emphasizes the commitment, voluntarily given, of individuals and work groups to this goal. Cost cutting practices often reject all of the traditional methods mentioned above, but are far more numerous, innovative, and successful. This culture of cost reduction is the result of a set of leadership competencies that establish direction for the organization, align the organization’s various constituencies with this direction, and motivate and inspire the organization. Dramatic cost reduction then becomes a routine task rather than a heroic achievement.

Jan 1, 2000

By B. Cavender

Mining managers trying to rapidly reduce production costs tend to implement a traditional set of topdown managerial practices: reductions in production volume, employee layoffs, renegotiation of supplier contracts, cancellation of employee training, restrictions on travel, reductions in office supplies, and so forth. While these practices do reduce costs, the benefits are often limited in both magnitude and duration, and the workforce is usually left demoralized. Successful cost-cutters take a different approach. They make the continuous reduction of costs a priority for all members of the organization, whether managers or workers. The culture of these firms emphasizes the commitment, voluntarily given, of individuals and work groups to this goal. Cost-cutting practices often reject all of the traditional methods mentioned above, but are far more numerous, innovative and successful. This culture of cost reduction is the result of a set of leadership competencies that establish direction for the organization, align the organization's various constituencies with this direction, and motivate and inspire the organization. Cost reduction then becomes a routine task rather than a heroic achievement.

Jan 1, 2002

By C Sylvestre

Leaders have invested heavily in traditional safety management to improve safety performance over the years. This primarily involved: • fixing the environment (eliminating the hazard) • improving the system (more/less rules, procedures etc) • making safety more conscious (more/better interactions about the importance of safety). These approaches have helped improve safety performance significantly during the last 50 years and will continue to play a role in the future. Although these approaches may be part of an overall solution, they are not enough to prevent many incidents. Today, these three approaches are used more than before, and are used better than ever before. Yet, workplace fatalities in Australia have stagnated from 2013 to 2019, as have the number of incidents, even serious ones. In the USA, workplace fatalities have increased by 15 per cent in the same period.

May 5, 2022

By D Yates, C C(te, M Rodgerson

This paper describes how specific technical and regulatory issues related to water management have been dealt with at Anglo AmericanÆs Moranbah North mine. It compiles the collection of practices that have been implemented since 2010 in response to climatic and regulatory drivers. Operations must continually evolve as they face emerging challenges. For Moranbah North mine, one key challenge is the integration of its mine water system to that of its new neighbouring mine Grosvenor. The commitment to ongoing improvement has placed the mine in a good position to face this particular challenge.Water-related risks were identified then mitigated by technical practices, which have focused on improving underground water management, increasing storage capacity and installing a state-of-the-art control system for the management of water on-site and for releases of mine-affected water to the environment. These practices are supported by an extensive monitoring and audit system that provides confidence in the reporting of activities and outcomes. The strategy has helped the operation with its continual attempts to minimise reliance on high-quality third-party water and improving its interaction with the surrounding environment and community.CITATION:Rodgerson, M, Yates, D and C(te, C, 2013. Leading practice water management at Moranbah North Underground Mine, in Proceedings Water in Mining 2013 , pp 301-310 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 26, 2013

By A G. Guinea

Every person in an organisation has what could be called ‘a different take’ on what it means to be a safety leader. The directors will tell you they are ultimately responsible for everyone’s safety and that they can be imprisoned as a consequence of a workplace fatality. Managers, take more of a focused approach and would explain that they are totally responsible for the safety of their teams. And then there are front-line leaders. Those that not only have the responsibility (like directors and managers) but they also have the accountability, and the ability, to influence how safely their teams work. But it is not just physical safety that leaders should be concerned with.

May 5, 2022

By Dave Southworth

After Abe Lee discovered gold (in April 1860) near the site of present-day Leadville, Colorado, he and is group staked nearly all of California Gulch with "speculative claims." They did so in an effort to grab any property that might be potentially profitable. But the plan did not work. New prospectors demanded a miners' meeting, from which arose the official "Bylaws of California Mining District, California Gulch, Arkansas River." These bylaws, adopted on May 12, 1860, established provisions as to the number, size and type of claims that could be filed. Fair laws invited more newcomers. By mid-summer, 5,000 people with tents and wagons were scattered from one end of the gulch to the other.Among the earliest arrivals to the region that spring were Horace Austin Warner Tabor and his wife, Augusta. H.A.W. Tabor, who was to become a pillar in the development of Leadville, arrived at California Gulch during a food shortage. He sacrificed his oxen so that hungry miners could eat. By doing so, he immediately became the friend of many. Augusta established a little store where she sold her baked goods and provided meals. Like most of the men, Horace prospected the surrounding hills. He only did so, however, for a short time. California Gulch yielded more than $5 million in gold during the next five years. By 1866, however, the placer gold was gone and most of the miners had packed up and left. Charles J. Mullen and Cooper Smith, who were grubstaked by a Philadelphian named J. Marshall Paul, found a new, rich lode at the Printer Boy Mine in 1868. It was the first underground gold mine in the Leadville area and marked the transition from surface mining to underground hard rock mining. Its discovery created a new but modest flurry of activity. Heavy black sand covered the region and made gold mining difficult. In 1875 William Stevens and Alvinus Wood decided to have the sand assayed. They discovered that it contained 15 ounces per ton of silver and was rich in carbonate. Stevens and Wood kept their find a secret for nearly two years. When the word spread in late 1877, the silver boom was on. In 1878 prospectors, merchants and others trickled into town from all directions. Dr. David H. Dougan closed his office. in Alma, crossed Mosquito Pass and set up shop in Leadville. Nobody seemed to need a doctor, however, and Dougan sat in his office for 28 days without a customer. On the 29th day he received word that there had been a mining accident and he was needed immediately. -That was the begin¬ning of his illustrious career in Leadville. Dougan was a successful physician, became mayor in 1881 and was later president of the Carbonate National Bank. Leadville was a simple community of log structures in 1878. By June of the following year, however, it had blossomed considerably. According to Cass Carpenter, as of May 1,1879, Leadville had "...19 hotels, 41 lodging houses, 82 drinking saloons, 38 restaurants, 13 wholesale liquor houses, 10 lumber yards, 7 smelting and reduction works, 2 sampling works for testing ores, 12 blacksmith shops, 6 livery stables, 6 jewelry stores, 3 undertakers and 21 gambling houses where all sorts of games are played as openly as the Sunday School sermon is conducted." Additionally, there were 36 brothels. When George E. King and other architects arrived, Leadville took on an air of elegance and sophistication. In sharp contrast to some of the Victorian-style, gingerbread-laced homes in Leadville, its suburbs were comprised of many tenement shacks and plain cabins mixed with a few commercial buildings, many mines and smelters. Mines sprinkled the area east of Leadville like pepper from a pepper shaker. Wherever there was a cluster of mines, a camp usually sprang up. Most were very close together. South of Leadville the giant Arkansas Valley lead smelter sprawled out between Stringtown and Bucktown in an area known as Smelter Valley. Founded in 1879 as the Billing and Eilers Smelter, the Arkansas Valley plant was operated by the American Smelting and Refining Company. Several other smelters operated in the vicin¬ity. In April 1878, Horace Tabor grubstaked prospectors August Rische and George Hook. For $64 worth of supplies and tools, he was guaranteed a one-third interest in their findings. Rische and Hook discovered the Little Pittsburg (often spelled Pittsburgh) Mine and made Tabor an instant millionaire. Tabor once purchased a "salted" mine, the Chrysolite; but instead of considering it a bad deal, he further developed the property and struck rich silver ore. Later, Tabor purchased the Matchless Mine for $117,000, possibly the only investment he made without partners. During its peak years, the Matchless yielded $1 million worth

Jan 1, 1998

By M. C. Bekker, T. Govindasamy

The potential benefits of implementing the Last Planner System (LPS) on mining infrastructure projects were explored through two case studies in the South African mining industry. The first part of the study involved measurement of the impact of LPS through earned value techniques on secondary project data. The second part sought to establish the lean construction success factors leading to improvements in construction performance. This was done by means of a research questionnaire distributed to the project owner’s teams, contracted parties, and the LPS facilitators. The results revealed a positive correlation between LPS application and planned percentage complete. However, the performance achieved during the LPS pilot was not sustained. The success factors and benefits considered most evident in the case study pilot differed among the three stakeholder groups. The findings are expected to guide construction stakeholders to better define performance measures and focus on factors required to make LPS implementation more effective in the South African mining sector.

Feb 12, 2024

Lean Iron Ore Beneficiation in India

Sep 13, 2010

By Jon C. Yingling

Lean manufacturing, pioneered by Toyota, has been credited with the most significant improvements in production efficiency and product quality since the transformation from craft manufacturing to mass production in the early 20th century. It represents a comprehensive philosophy for structuring, operation, control, and management of production systems that is believed to have wide applicability. This paper outlines major lean manufacturing principles and discusses their potential for application in the mining industry.

Jan 1, 1999

By D. Rylander

The operation of Quarry and Aggregate sites are similar to factory production, since it contains sequential production processes, tasks and activities to produce the output product. Compared to the plant though, the quarry processes are generally not synchronized and controlled towards the overall throughput of the site in real time. Some quarries control parts of the production but do generally not utilize real-time technologies for the whole site and all its activities. This fact indicates a general improvement potential in increased productivity at quarry sites, but also unsolved challenges for the same reason. The main contribution of this paper is the presentation of a Lean based method for how to describe the processes to identify control improvement potential within a site. The aim of the identified improvements is to increase overall site productivity by optimizing site, fleet and machine utilization towards the overall throughput, and minimizing operational expenses and inventories. Further the paper exemplifies the method?s usability with field studies at operational quarry plants successfully identifying and quantifying potential wastes and improvements. In addition the identified productivity improvements based on increased control and automation indicate challenges and needs in wireless communication and sensing technologies.

Aug 1, 2013

By Deepu Philip, Pratik Agarwal, Ajay Kumar Shukla, Ishani Shukla, G Rajesh

Steel plants generally employ static BOF end point control models to arrive at a given temperature and chemistry at the end of blow. These end point models have now been supplemented with chaos control models to steer the blowing process in the right direction while the blow is in progress. Merely arriving at the correct end point temperature is however not adequate because in the subsequent stages as well the temperature variations can be large and unpredictable. The present paper deals with an integrated model to take into account the effect of all parameters affecting temperature and composition from tapping to the start of casting to minimize the use of LF or aluminum heating, and also minimize grade mixing. The application of lean operations strategy is explained in which the previous “Push System’ is changed to a “Pull System”, minimizing the use of ladle furnace or aluminum heating during steelmaking.

Jan 1, 2014

By R. M. de Carvalho

Empirical and phenomenological models of SAG and AG mills have dominated the scene for the last few decades, being used nearly every time a mill is scale-up or an attempt is made to improve its performance. However, in spite of their success, these models fail to describe the details of both the grinding environment and the breakage mechanisms. The result is a generally good track record, with a few ? but very important ? instances when these models fall short in their predictions, which can be very costly. Further, nearly all of these models require detailed calibration to industrial and pilot plant data, being costly in their application, although still with limited predictive capabilities. Recognizing these challenges, a new model framework has been proposed which overcomes the limitations of currently used models by coupling the microscale population balance model, the discrete element model and functions that describe internal classification at the mill grate. This model framework has already been applied to describe breakage in ball mills, with showing very promising results. However, in the case of SAG and AG mills a much greater level of complexity is involved in the model, given the interaction between the mechanical environment that is formed totally or, in part, by the ore itself, and the breakage response in the mill. The paper describes the model framework, demonstrating how it can address appropriately effects such as mill speed, mill filling and size distribution, on the response from the mill. Some of the advantages of the model are related to its intrinsic multi-component and dynamic nature, which allows simulating appropriately mixtures of ores of different competences in a transient manner.

Jan 1, 2012

By V Seedwell, P H. McGuckin

The Broken Hill Proprietary Company Limited (BHP), started as a silver-lead- zinc mining company in Broken Hill, New South Wales, Australia in the 1880s. Since then it has diversified into the resource industries of steel, iron ore, coal, petroleum and copper. BHP World Minerals, is a Business Group of BHP which is one of the worldÆs largest and most diverse mineral resource enterprises. BHP supplies raw materials for steelmaking, copper concentrate and other mineral commodities to customers in more than 45 countries. BHP World Minerals has operations throughout the world - in Australia, the United States, Brazil, Zimbabwe and Canada. Commodities produced by BHP World Minerals currently include silver, lead, zinc, titanium minerals, platinum group metals and coal. The challenges in the improving performances in safety arena are common to our industry and BHP operations. This paper outlines the vision and values that have been fundamental in assisting BHP Cannington search for and implement a safety system addressing behavioural matters.

Jan 1, 1998

By M Bouare, C Holland, K N’Diaye

Two adjacent open pits in Mali hosted by deeply weathered saprolitic materials were mined consecutively over the course of approximately 12 months. During excavation, both pits experienced significant displacement and tension cracking as the result of deeper than expected depth of weathering coupled with relatively steep slope angles and significant groundwater. In response, geotechnical and operations teams overcame numerous monitoring challenges with prisms and radar to develop a simple and effective monitoring system coupled to a Trigger Action Response Plan (TARP) which enabled continued safe operations while reducing ore loss. Observations of previous slope performance of these two pits allowed for greater confidence in empirical failure runout calculations that was used to specify the standoff widths for the exclusion zones in the pit. Back analysis of the slope as-built performance after the first indications of slope distress was also conducted. The back analysis was used to confirm rock mass parameters for modelling while being utilised as a reality check for the stability analysis. The stability analysis indicated that leaving a large step-out or buttress would not prevent the displacement, resulting in some ore being sacrificed to ensure the safety of personnel. Key learnings from this experience highlight the importance of: • up-to-date geological interpretation of the depth of weathering • ensuring slope design guidance is reviewed and updated as latest information (ie geology and monitoring) is received • having multiple complementary slope monitoring methods to ensure redundancy • ensuring visual observations and as-built performance are utilised as a reality check to provide greater confidence in stability analysis and design guidance.

Jun 22, 2022

By Barrie Robb

Outline 1. Mackenzie Aboriginal Corporation (MAC) 2. ACR background 3. ?Learning from Experience? project - What - Why - lessons 3. How Industry could contribute to sustainable Aboriginal communities 4. Concluding words What is the Mackenzie Aboriginal Corporation (MAC)? ? Aboriginal owned ? Established construction capabilities ? Commitment to development of northern resources ? Partners have extensive experience

May 1, 2008

With mining development on hold and other underground works in a slowdown, the develop- ment of nuclear waste repositories takes center stage on the American rock engineering scene. Three repositories for commercial spent fuel -- in salt, tuff, and basalt -- are in the phase of site characterization and conceptual design, and one pilot project for defense high-level waste in salt is under construction. A repository design for crystal line rock has recently been postponed. Because of strict quality assurance requirements throughout design and construc- tion, and because of the need to predict and ascertain in advance the satisfactory perfor- mance of the underground openings, much intellectual energy has been expended to analyze underground openings in the unusual circumstances of the repository environment. In the long term, these efforts will lead to an improved understanding of rock behavior and improved methods of underground analysis and design. For the shorter term, a formalized ground control plan was developed, the princi- ples of which may be applied to other types of projects. This paper summarizes the status of underground design and construction for nuclear waste repositories and presents some details of the ground control plan and its individual elements.

Jan 1, 1987

Various methods and software have been trialled for simulation of Au grades at Boddington Mine. This covers in-house and public software as well as sequential and turning bands methods. The diversity of options was further expanded with comparison of point and direct block simulation. Some difficulties were encountered in incorporating high-grade restrictions. Altering parameters or software can make very significant differences and give results varying from estimations. This paper details a new simulation run with validation and tests for local calibration (or progressive correction) of the simulations to the estimations, focusing on reproduction of statistics. This approach brings to the forefront the question æwhat is the purpose of the simulations?Æ Results and some ideas for future applications at Boddington are summarised.

Sep 26, 2011