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Successful evaluation and exploitation of resources and reserves relies on the collection of high quality sample data. The quality of the sample data must be maintained through the application of a robust quality assurance and quality control (QAQC) program, including documentation of sampling procedures, training of sampling personnel and the regular monitoring of control samples. However, the application of QAQC programs in the minerals industry is often poor and the purpose misunderstood. It is all too common to have good quality control data collected, but no analysis work carried out until after drilling is completed. In a lengthy drill program, this can lead to problems not being discovered and corrected as they happen. Moreover, rectifying problems afterwards will be costly in terms of time and money, if not impossible. The consequences of poor quality sample data are many and include such effects as over- or underestimation of block grades, misclassification of ore and waste, and lower confidence in the resource/reserve models. The purpose of this paper is to highlight, using case studies, the importance of good QAQC practices to monitor the quality of sampling and laboratory sample preparation and analysis.

Mar 1, 2010

By John Carr

The tremendous growth in grinding mill size and horsepower during the '70s demanded advancements in gear cutting technology and equipment for the '80s. Computers are used as an aid in the design and selection of the mill drive system; sophisticated computer graphics are used to create manufacturing drawings; and a new generation of gear cutting machines are used to manufacture the gears. These new gear cutters can generate-cut gears over 40' (12.2 m) in diameter at an AGMA quality level exceeding the currenty acceptable standards. The precision of the resulting gear assures maximum tooth contact, which will result in longer gear set life.

Jan 1, 1981

By A. P. Williams

"This paper presents an overview of plant electrical systems in general, a discussion of the problems that may occur due to plant growth, the maintenance required to maintain the reliability and safety of the electrical system, and the selectivity of the relay protection system. It is divided into two main areas: short circuit levels within the plant electrical system; and relay protection systems.This information is directed at maintenance supervisors, mine managers and electrical superintendents who have been away from detailed short circuit and relay coordination calculations for some time. It points out the potential problem areas within an operating plant electrical system. Short Circuit LevelsTheoryThe electrical equipment in a plant such as breakers, switches and starters has two short circuit ratings, the momentary rating and the interrupting rating. These ratings may be given in MVA or current (amperes) depending on the equipment and manufacturer's preference. Since for a three-phase system MVA and amperes are related by the formula"

Jan 1, 1987

By Peter C. Jones

The paper gives a broad view of the maintenance procedures at the Cassiar Asbestos Corporation property. Comparisons are drawn to indicate the changes in facilities and approach that have evolved over the last 25 years while coping with the northern British Columbia climatic conditions. Special emphasis has been placed on the importance of the support groups providing services for both the mine site and the town.

Jan 1, 1978

In any earth-moving operation, more profit may be earned or lost by equipment scheduling than by any other single facet of the project. Many now-defunct earth movers would have survived the cost-profit squeeze had they followed an efficient, cost saving, equipment scheduling program. The ideal program would have every item of the equipment fleet working all of the time. In practice this ideal situation is not possible. Several basic methods of equipment scheduling, with an infinite number of minor variations, are used. The first approach is the use of a "minimum equipment fleet," of which all items or equipment are scheduled each working shift.

Jan 10, 1967

By L. H. Lindstad

The paper reviews the tapping process and the major wear mechanisms on the tap-hole, including wear from tapping tools. Measured temperatures in different tap-holes are related to choice of binder and material for repair pastes. The strength and disadvantage of carbon and silicon carbide materials are compared. Normal daily and weekly maintenance of tapholes is described, together with the major repairs that are done during longer furnace shutdowns. The objective is to show that the type of repair and repair material needs to be adapted to each individual furnace.

Jan 1, 2014

By W. E. Lockley

This paper will attempt to answer a number of questions which are important to the safe and continued operation of an electric power system. 1. WHY should electrical protective devices be tested? 2. WHAT devices should be tested ? 3. WHEN should they be tested ? 4. HOW should they be tested? 5. WHO should test them ?

Jan 1, 1977

By J. B. Rasmussen

As part of a purchase of a fleet of Caterpillar 785 trucks, Round Mountain Gold Corp., Cashman Equipment Co. and Caterpillar Inc. entered into a four-year contract for the major maintenance of the fleet of trucks. This contract includes fixed costs and guaranteed availability. The results have been excellent, and the fleet of trucks performs well. History The Smoky Valley Common Operation is a unique mine. Through a mixture of diligence and foresight, it has become the largest open-pit, heap leaching gold mine in the world. This was no small feat considering the remote area surrounding the mine. Round Mountain is located in north-central Nye County, NV. To the east of the town and mine lies the Central Toquima mountain range. To the west is the Toiyabe mountain range. Between them is the Big Smoky Valley, a flat expanse of sagebrush, salt grass and fine dirt.

Jan 1, 1991

By C. A. Campbell

"There has been a significant reduction in maintenance hours and improved performance by maintenance crews at the MacLeod mine since the introduction of a Maintenance Control system which includes the use of maintenance standards. This paper deals with the steps taken to develop and implement the program. The objectives of the program and the organization and training of the control group are outlined. The work-order system, standards application, classification of work and the preventive maintenance procedures will be discussed.All maintenance information is processed on a Model 360-20 IBM computer, which turns out maintenance records and control reports for management action. Information in these reports, and reasons for reporting, will be discussed and the benefits resulting from the program reviewed."

Jan 1, 1973

By V. Casaletto, L. Widdifield

"Equipment capable of higher production requires more sophisticated maintenance programs. Reduction in fleet size through use of modern technology requires higher utilization and greater availability.Caterpillar's maintenance control system program will display the capabilities of computer technology in a maintenance environment. Utilizing such resources will provide increased availability, lower inventory requirements, fewer last minute disasters, and lower cost per ton for maintenance. High production from premium quality equipment can only be realized by good planning and care, executed by maintenance and operating personnel acting cooperatively.IntroductionAccurate information is the key to accurate decision making. In today' s competitive industry, mines' teeter on the brink between profit and loss. Their survival will be predicated on their ability to retrieve, analyze, and formulate accurate information regarding the operating costs of mobile equipment. This paper deals with the impact of managing equipment operating costs and introduces a computerized control system designed for monitoring and controlling these costs.Caterpillar has produced several computerized modelling programs designed at taking the guesswork out of equipment selection and management. The most basic of these is Equipment Investment Analysis (E.LA.). This model compares two or more alternatives over the projected life of the machine. It deals with comparisons in the owning and operating costs of equipment, as well as, their productivity over a specified period of time.In order for a computer model to be credible as a decision making tool, it must be simple to use and the results measurable and accountable . Caterpillar has introduced several computer models to assist the industry in selecting and managing an equipment fleet. These programs allow the user to predict and monitor the operating costs and production capability of mobile equipment. They are often used in the machine selection process to select equipment which best suits a mine's long-term cost per tonne objectives. After the optimum selection is made, Caterpillar's Maintenance Control System provides an efficient management tool to monitor and verify the data used in the selection model."

Jan 1, 1992

By Jason Mewis

Do you have it figured out? ? If so, I want to network with you! ? There?s a lot to learn as an industry The more we share the better we?ll all become at dealing with this subject If you don?t have it figured out ? You?re among the majority in the in0dustry ? Project Risk is a broad and complex issue that is dealt with through many processes ? And it?s not intuitive either ? And you don?t want to confuse one process with Another

Nov 1, 2011

By James E. Rider

"Fractures in mine hoist drumshafts are rare. We know of no previously reported attempts to repair a fractured drumshaft; any feasible method would involve welding and the associated problems of distortion, crack formation and strength.In June 1984, a fracture was discovered in the drumshaft of the production hoist in the Teck Corporation, Lamaque Division Mine at Val d'Or, Quebec. Delivery time on a new shaft would have been at least six months. The shaft was repaired in ten days and the total out -of-service time was four weeks.This paper describes why the shaft failed, how it was repaired, and the special alignment procedures employed during re-installation to minimize stresses in the repaired area.IntroductionThe performance of a mine hoist drumshaft is absolutely critical to mine operation. An inoperable drumshaft means no hoist, which in turn means no production or mine operation.Fractures in mine hoist drumshafts are rare. Previously when they have occurred, no one has seriously considered attempting a repair because of problems involved. Any feasible method would involve welding, which raises several major problems - namely, metallurgical, alignment, and strength.In July 1984 this very situation occurred at the Teck Corporation, Lamaque Division Mine in Val d'Or, Quebec.It was recognized that a new shaft would take at least 6 months' fabrication and delivery time. However, having had some experience at repairing broken shafts in other machines under similarly desperate circumstances, and after due consideration, it was concluded that by applying the correct techniques and engaging the right expertise, it would be possible to perform a repair and have the mine back in operation within a month.Thanks to outstanding efforts by all, the repair was accomplished in ten days and total out-of-service-time was only four weeks. The causes of the failure were determined and the calculated stress levels confirmed by strain gauge measurement during operation.The success of this project was achieved by adhering rigorously to fundamental management and engineering principles."

Jan 1, 1988

Presentation Topics ? Low and Intermediate Level Waste ? Project Location and Site ? Geological Setting ? Key Features ? Project Overview ? Licensing and EIS ? Next Steps DGR Waste Package Inventory Approximately 50,000 packages over 35 years: ? ~40,000 packages or 80% of inventory are LLW Bins ? ~7,000 ILW Shields (concrete boxes) ? ~2,000 resin liner packages

Oct 1, 2010

By Robert N. McIndoo, M. G. Woodle

10.5-1. Introduction. In the not-too-distant past, maintenance and the facilities for maintenance were considered a necessary evil to be given only secondary consideration in the development and planning of a surface mine operation. With the increasing sophistication of mining equipment and machinery, this concept has been replaced; and today's mine managers recognize that planning for adequate maintenance facilities is as important to a successful operation as a sound mining plan. This chapter will present the basic maintenance facilities and the fundamental considerations necessary to meet the varied requirements of surface mining. 10.5-2. Determination of Shop Facilities. The size, shape, and extent of maintenance facilities are contingent on the general mining plan, the location relative to outside facilities, and to the available capital. The type of construction employed is dependent on climatic conditions and preference. HAULAGE SYSTEMS. The type of haulage equipment used will dictate the kind of shops needed. Truck haulage requires entirely different facilities than rail haulage. Some mines will employ both systems, and can include hoists, skips, or conveyor belts in combination with locomotives or trucks. The requirements of each type will be discussed. MAINTENANCE ORGANIZATION. The pre-planning decision as to centralized maintenance vs. area maintenance, or a combination of both, will greatly affect the maintenance facilities required. A single pit with relatively short travel from shops to pit will probably have a centralized maintenance system. Where more than one mine is involved, or where there are diversified sections or functions in a mine (mine equipment, mill, conveyor, or

Jan 1, 1968

By T. Warren, R. Pender

"Significant strides have been made during the past decade to integrate the traditionally separate administrative functions of financial management, materials management and maintenance management.In 1983, Key Lake Mining Corporation (KLMC) brought on-stream one of the most technologically advanced mining operations in North America. There was a requirement to support this new facility with state-of-the-art management information systems.This paper will discuss the development and evolution of the corporation's computerized information systems with specific emphasis on the utilization of computer systems to assist maintenance personnel in performing their work activities:Note: In August of 1989, the administration and operation of the Key Lake Mine was assumed by CAMECO - A Canadian Mining and Energy Corporation.IntroductionThe Key Lake Mining Corporation was incorporated in 1979 and operates a $500 million uranium mining and milling complex located in northern Saskatchewan.The feasibility study and environmental impact statements for the Key Lake Mine were submitted in 1979and in August of 1981, following a public inquiry, approval to proceed with construction was granted. Ore processing commenced in October of 1983 and during 1984 a total of 10.4 million pounds of uranium oxide (U3O8) was produced. In 1987, an annual production of 13.5 million pounds was achieved clearly establishing Key Lake Mining Corporation as the world's leading producer of uranium oxide. Current ore resources are expected to extend production of the Key Lake facility into the year 2000."

Jan 1, 1990

By Paul D. Tomlingson

Modern production equipment has been designed with greater productive capacity and higher reliability to meet the rigorous operating demands of the mining industry. These improvements have also made the equipment more complex and challenging to maintain. Whether these equipment enhancements contribute to more effective mining operations depends on the overall quality of maintenance. Maintenance is not a stand-alone activity. Although its quality depends primarily on maintenance, cooperation and support from other departments, coupled with the skillful guidance of mining managers, greatly influence maintenance success. Therefore, maintenance risk management must look beyond maintenance itself. Successful maintenance risk management begins with an assessment of the maintenance-related interactions of all mining departments within the mine’s stated operating strategy.

Jan 1, 2005

By Paul D. Tomlingson

An effective maintenance program ensures the adequate availability of production equipment. In turn, this availability enables production to maximize utilization and successfully meet production targets. An overall production strategy is necessary to draw all departments toward this common effort. Only then will production targets be met. From the maintenance view this means that production must comply with PM and repair schedules. Purchasing must supply parts and materials on time. Mine engineering must not overwhelm maintenance with non-vital construction. Accounting must provide correct, timely cost information - - etc. This strategy - - its content, effectiveness and enforcement is the responsibility of the mine manager . . . his alone. This paper describes a successful approach to maintenance within this strategy.

Jan 1, 1979

By Grant J. Goddard

"The Iron Ore Company of Canada (IOC) has been in operation for over 30 years. Today, and in the future, technology and its application will play an ever more critical role in the company’s business success.The Carol Mining and Concentrating (CMC) division of IOC is energetically applying technology today to enhance performance and results, and is aggressively exploring opportunities to apply technology to support improved business results in the future.A critical area of focus is the application of technology to maintenance management performance. CMC has taken a “back to basics” approach to the fundamentals of maintenance management in 1995 and 1996. In parallel, the mine is aggressively implementing its Vision 2000 maintenance integration plan. This plan is targeted at levering the energies applied to sound maintenance management fundamentals as the company moves to a fully condition based maintenance approach.This paper discusses some of the strategies, key technologies and objectives of theVision 2000 maintenance integration plan at the mining operations of IOC."

Jan 1, 1996

By Myles E. Altimus

One responsibility of a manager is to improve his human organization. Some executives believe a manager should be measured and compensated accordingly on the basis of his ability to improve the quality of his human organization. Officials in the coal mining industry have had a tough road to travel in this regard due to fluctuating coal production demands, contractual obligations, and improved mining equipment and methods. The time may have finally arrived when we are able to recruit, select, and develop men from the labor market to fill vacancies, This is particularly true of our maintenance organizations. Because of the importance of this responsible function and the types of skills required, we must develop an extensive improvement pro- gram. Anyone in the industry who fails to undertake a manpower audit and who accepts a philosophy which will not permit collective planning, organizing and con- trolling the improvement of the human element throughout his maintenance organization may certainly cause deterioration within his company.

Jan 1, 1966

By A. J. Stapleton

"The Copper Mountain mine of Gaspe Copper Mines, Limited was brought into production in January, 1968.This paper describes the organization, scheduling and control of maintenance of large open-pit equipment, including 8-cu.yd shovels and 85-ton electric-wheel haulage units. The facilities for repair as well as maintenance are also described, including repair shops and field repair equipment. Maintenance costs are discussed and particular reference is made to tire inspection, records and costs."

Jan 1, 1969