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By Lori A. Simpson, Linda H. Liang

A high-rise building, consisting of two tower structures occupying the entire site, is in construction in San Francisco. The North Tower will consist of 12 and 35 stories above a one-level basement. The South Tower will consist of 9 and 22 stories over one partially below-grade level of common space; a portion of the South Tower will have a three-level basement. The towers will be supported on mat foundations bearing on native very dense sand in the footprint of the threelevel basement and on ground improved with soil-cement mixed (SCM) panels that extend through loose sand and marsh deposits into very dense sand. Shoring systems for the basement excavations include cantilevered and tiedback soldier-beam-and-lagging systems and SCM cutoff walls. Subsurface conditions include loose fill and Dune Sand and loose and soft marsh deposits overlying very dense sand of the Colma formation. Groundwater is approximately 15 to 22 feet deep; the three-level basement extends below groundwater. The site is on Market Street in San Francisco, with SF Municipal Railway (MUNI) and Bay Area Rapid Transit (BART) tunnels running below Market Street approximately 45 and 36 feet north of the site, respectively. Both tunnels are 16.5 feet in diameter. The top of MUNI and BART tunnels are 25 feet and 63.5 feet below street grade, respectively. BART has stringent requirements regarding construction adjacent to their facilities, including disallowing adding pressure to their tunnel, lowering groundwater by more than two feet, and vibrations from construction activities. Design of the shoring and the foundations within the BART zone of influence were subject to their design requirements. The project was also subject to a peer review, as required by the San Francisco Department of Building Inspection. We used FLAC to evaluate stresses at the BART and MUNI tunnels and on the SCM panels. This paper will present the mitigations needed to address seismic hazards and BART restrictions and to provide adequate foundation support for a tall building with high seismic loads.

Jan 1, 2017

By Leon H. Bruner

This paper presents a case study describing how a global consumer products company with 138,000 employees that markets over 300 brands in 180 countries is building sustainability into the rhythm of its business. This strategy extends beyond social investment programs by incorporating sustainability into the fabric of product design, manufacturing operations, employee engagement and stakeholder partnerships. During the implementation of this program it has been necessary to be explicit about sustainability and its importance to the business, to broadly define sustainability, to ensure that sustainability is not added work, to eliminate trade-offs between performance, value and sustainability and to implement programs to ensure that sustainability is incorporated into the DNA of the company. Our program continually emphasizes the importance of making no tradeoffs between consumer acceptance of sustainable products and sustainability investments. We also work diligently to overcome the challenges of engaging employees around the world to implement a single coherent sustainability strategy that delivers great results.

Jan 1, 2010

By Tony Szwilski

Indonesia has enormous mineral resources. Its population of more than 180 million people inhabit most of the more than 13,000 islands. The country is becoming a significant economic power in Southeast Asia. Indonesia is the largest Muslim country in the world. Java, its largest island, is the most densely populated area. The country's diversity is its strength. However, as only an estimated 16 million inhabitants speak bahasa Indonesia as the first language, communication problems endure. Although burdened with large debts, Indonesia has been able to service the debts better than most developing nations. This has given it high credibility and, with increasing frequency, creditor nations compete to provide Indonesia loans with the most the most favorable financial terms. Recent rising prices of petroleum crude has further improved Indonesia's economic status. It maintains a policy of stable oil prices that it promotes in OPEC, of which it is an influential member. As a result, Indonesia is becoming increasingly attractive to foreign investors. The South East Consortium for International Development (SECID) is made up of 34 universities in the southeastern US and Indonesian partners Lembaga Afiliasi Penelitian dan Industri (LAPI) of the Institute of Technology in Bandung, West Java. SECID bid successfully against international competition to develop new academic programs and campus for the Sriwijaya University UNSRI) in Palembang, South Sumara. Funding for the project was provided by the government of Indonesia through a loan from the Asian Development Bank (ADB). There are 47 public universities

Jan 1, 1991

By John S. Civetta, Seth Martin, Marc J. Gallagher, Arthur J. Alzamora, Ronald Peralta

The Crown Building, built circa 1921, is a 26-story iconic building located at West 57th Street and Fifth Avenue in the heart of Manhattan. The paper highlights collaboration between the geotechnical engineer and foundation contractor to develop economical and practical solutions to foundation design and construction challenges associated with this complex redevelopment project. The project includes both below-grade and above-grade expansion of the occupied building, and required undermining the existing foundations, and essentially doubling the foundation loads. The below-grade expansion required surgical foundation work including drilling minicaissons, shoring columns, underpinning, and excavating 20 feet of rock.

By Joseph P. Nugent

The new combination gypsum plaster and gypsum wallboard plant of Compania Industrial Kaiser S.A., the first of its kind in Mexico went into production in April of 1969. This was approximately fourteen months from the signing of the formal order for the plant and equipment. Compania Industrial Kaiser S.A. is an affiliate of the Kaiser Gypsum Company in the United States and will market practically the same line of products and to the same standards as those produced in American plants. Located in the City of Puebla, the plant will readily service the major Mexican sales areas. It is approximately 85 miles away from Mexico City on a modern, four-lane, divided highway and distribution to other major consumer areas can be readily effected by the use of a good highway system, as well as, by rail. This, plant is the, sixteenth Gypsum Wallboard Mill supplied abroad by my company, United States Wallboard Machinery Company. Other installations are in Australia, New Zealand, Chile, England, Scotland, Ireland, Finland, South Africa, Latvia and Germany. Two new mills are on order; a small unit for Brazil and a comparatively large unit for New Zealand. All these mills have one thing in common with plants in the United States and Canada; they are equipped with standard, time-proven and tested equipment and they are designed in accor¬dance with the latest engineering thinking in order to produce efficiently, the highest quality product at lowest cost. They differ generally in the size of plant, the factors that brought them into being and in the market that they supply. I believe that these differences will be of interest to you.

Jan 1, 1969

By J. A. Flinn

Phelps Dodge’s Morenci copper mine has had six drills, six track-dozers, 16 shovels, two loaders, and 90 haul trucks equipped with either Caterpillar, Aquila, or Modular GPS systems for nearly three years. The Caterpillar Computer-Aided Earthmoving System is an open-architecture system, which allows for inputs to enhance orientation solutions and system functionality. This system has begun a new phase that leads to an intelligent mining system. Optimization techniques of the current system and inputs are reviewed. In addition, some practical issues of implementing new technology in a mining environment have been identified to aid in this new phase.

Jan 1, 2000

By I Thin, L Morizzi, C Seymour, G Mungur

Olympic Dam has been investigating mine design options for the South Mine Area (SMA), which will continue using the existing sublevel open stoping (SLOS) method. The SMA is an undeveloped mining area, located south of the existing underground mining areas currently in production at Olympic Dam. The SMA study reached the stage where geotechnical inputs were required for stope design, infrastructure location and ground support forecasts. A large database of geotechnical data was collected to inform open pit designs for the ODX (Olympic Dam expansion) project (resulting from 659 drill holes). This geotechnical data has since been reprocessed to align with design inputs required for the SLOS mining method. The result has been the construction of a preliminary three-dimensional mining rock mass model (MRMM) that has been incorporated into preliminary stope mine design and infrastructure layout assessments, which have taken into account the predicted prevailing ground conditions.As with any model, it is necessary to improve the confidence in its predictability; therefore the model must be calibrated. The preliminary SMA MRMM was no exception. First pass calibration was possible with results from underground geotechnical window mapping from exposed rock mass conditions in the lateral development and surface geotechnical holes for ventilation shafts.The SMA project continues to advance and has started a program of resource drilling. Selected holes have been identified that target data limited areas. This will ensure that the data gaps are infilled in order to maintain the required data density required to improve the model confidence. In addition, further underground window mapping in the SMA will provide ‘mine scale drill hole’ data that can be used to either update the MRMM or as part of planned future calibration. Stope performance data from stopes will provide further valuable data for calibration purposes.The proposed paper will present the process and findings that have been followed in order to establish a well calibrated geotechnical model that can be used with an acceptable level of confidence in the ongoing refinements of the mine design and planning process for the SMA.CITATION:Thin, I, Morizzi, L, Mungur, G and Seymour, C, 2016. Building and calibration of a geotechnical model for sublevel open stope design at Olympic Dam, in Proceedings Seventh International Conference and Exhibition on Mass Mining (MassMin 2016), pp 523–532 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2016

By Ewan Alexander

"As human beings, we have managed risk since the dawn of the ages and have been adept at doing so. In order to survive, we hunted or gathered. If we did not take enough risk, we died. If we took much risk, we died (Fig. 1). As individuals and tribes, risk had to be optimized to maximize our chances to thrive, as individuals and as tribes.In today’s world, the risks are vastly different, but in order to thrive, these must be managed. And no industry knows this as much as mining. In fact, the International Council of Mining & Metals (ICMM) has proposed the Critical Risk Model (Fig. 2) as a means of identifying critical risk, critical controls and associated performance standards. The ICMM focuses on sustainable development performance in the mining and metals industry. It has 23 members, representing some of the largest mining companies in the world.This approach is going to help the mining industry. But it must be applied effectively, with the acknowledgment that the system alone cannot be effective. We can say this confidently, as even companies known for the strength of their risk and safety management systems continue to experience significant incidents, and, in some cases, catastrophes. Why does that happen when all safety metrics, including injury rate, are pointing in the right direction? In the view of the author, it is only when leadership, culture and systems work in complete harmony that the resilience of an organization to manage its significant risk is at an optimal level. It remains an ongoing leadership challenge to maintain that balance and the optimal mindset in the organization. So how do you maintain that special balance?Let’s start with a basic premise. Leadership, supported by simple effective systems, creates culture which creates outcomes. Everyone going home safely is an outcome, as is cost effective operations, and to achieve those outcomes efficiently, the organization must focus on the inputs. And those inputs include effective leadership, effective systems (for the purposes of this article, risk and health, safety and environment (HSE) systems), good planning, stable operations and competent workers. This article will focus on gaining maximum performance from your risk management system."

Oct 1, 2016

By J A. Wells, K G. Thomas, R F. Dewhirst

"One of the contributing factors to the extreme cost escalation in the first decade of the 21st century was the increase in the amount and cost of engineering work that went into studies and projects. Various reasons for this were identified, including unsatisfactory productivity due to a shortage of experienced/qualified engineers, the increased complexity and infrastructure requirements of many projects due to location, metallurgy that is more challenging and increasing environmental and social requirements. These conditions often led to unsatisfactory project results in terms of cost and schedule blowouts and created a loss of confidence – both internally and externally – in the industry’s ability to complete projects on time and on budget.Technical fundamentals aside, the experience and effectiveness of project teams has had, and continues to have, a major impact on project cost, schedule and ramp-up to nameplate capacity and operating parameters. There are unfortunately too many examples of where project teams have not been as effective as they could or should have been, all to the ultimate detriment of the project.Using the authors’ extensive experience on both owner’s and engineer’s teams, this paper discusses some of the main reasons for suboptimal team, and hence project, performance and offers thoughts on how best to build and maintain project teams. The analysis and conclusions drawn are built around the Tuckman model of group development known as ‘forming-storming-norming-performing’, which was first proposed some 50 years ago. Given the importance of good teamwork to project success, understanding how project teams grow and become efficient and productive is an essential part of good project management that should receive more attention.CITATION:Dewhirst, R F, Thomas, K G and Wells, J A, 2016. Building and maintaining effective project teams, in Proceedings Project Evaluation 2016, pp 38–48 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By T J. V Duffy, L H. D Siahaan, P G. Albert

G-ResourcesÆ Martabe Mine in North Sumatra, Indonesia, is a US$700 M world-class and world-scale operation in a country which, with a few notable smaller scale exceptions, has had no significant hard rock mining development in more than ten years.The mine was commissioned in the middle part of 2012 and poured first gold on 24 July. At full production Martabe will produce 250 000 oz/a of gold and 2 - 3 Moz/a of silver at cash costs in the lowest quartile. The mine location is on the west coast of North Sumatra, which experiences annual rainfall of 4 m with no notable dry season, adjacent to seismically active fault zones, and relatively close to a rural community of 31 000 people with no significant industrial experience.The management team has successfully forged strong links with the various government departments and levels in Jakarta, North Sumatra Province and the local Regencies; developed long-term relationships with the various community groups within the local district of Batangtoru to build a sustainable social licence; has dealt with the physical and environmental challenges presented by the project location, and has successfully raised more than US$900 M over a period of three years for the original acquisition then the development of the project.Whilst in its infancy of operation, the mine is set up to deliver a long-term sustainable future for the company, the shareholders, and the people of Batangtoru and all stakeholders generally. The quality of the project execution and commitment by the company will ensure that maximum value can be delivered from Martabe, not just for the current mine life but from the significant exploration potential that exists on the large tenement area that the company has access to for 30 plus years.This paper will deal with the physical challenges associated with the design, the Indonesian government regulatory requirements for mine development, the social aspects of building a world-class project in a developing area, the in-country commitment necessary for any project development anywhere in the world and the successful funding arrangements for the mine development.CITATION:Albert, P G, Siahaan, L H D and Duffy, T J V, 2012. Building AsiaÆs latest hard rock mine, in Proceedings International Mine Management 2012, pp 189-204 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By B Beale

Bow-tie analysis is a commonly used tool to identify and display risks that have the potential for an undesired hazardous event. The output of the analysis are bow-tie diagrams, which are an effective and versatile communication format that can be applied to any type of risk. Contrary to their simplicity, a proper bow-tie diagram that maintains its usefulness and clear communication is difficult to build. Over two decades assisting Major Hazard Facilities with bow-tie analysis for Safety Cases, several common mistakes have been identified. This paper aims to highlight those issues with examples and provide improvement strategies. A sample of the most common mistakes are: - overly complicated risk analysis - poorly scoped and defined terms - poor descriptions and justifications - identifying too many dependent controls. Overly complicated risk analysis leads to wasted time in obtaining data for little gain. The bow-tie diagram is only a model. Effort should be redirected into identifying and managing controls that will make a tangible difference to site risk. Broad scopes lead to enormous and confusing bow-tie diagrams for both the user and the workshop team. Defining the scope of the study, the consequence severity of interest and critical control characteristics creates focused workshops and targeted analysis. With more definitive scope, there may be more bow-tie diagrams, however, they are succinct and specific. Well described causes are imperative for clear communication to users, regulators and future bowtie review workshop groups. It is best to use common wording structures and explain the event stepby- step. Also, clearly document any likelihood calculations and use data references where applicable. Identifying all possible controls creates a false sense of security that there are many layers of protection. In reality, most controls are dependent on a single system or person and could all be compromised from a single failure. A definition of a ‘bow-tie’ control is required whereby it must be independent from other controls. Improving the bow-tie analysis process will assist operators in developing meaningful and ‘operational’ bow-tie diagrams to support risk management systems and practices.

Apr 16, 2024

The structural design of a mine haul road involves the determination of cover thickness requirements above the in-situ or sub-grade material. The specification of these layerworks is a critical component in the overall road design process. Poor design often leads to premature failure of the road, safety is often compromised and productivity and equipment service-life will certainly decrease. Historically, the California Bearing Ratio (CBR) cover-curve design method has been widely applied to the structural design of mine haul roads. More recently, established mechanistic design principles have superceded the CBR approach to haul road design, using a multi-layer model to represent the various road structural layers. The structural design and associated layer thickness requirements are then determined following a maximum strain criterion. This paper develops a case-study evaluation of the CBR cover-curve and mechanistic design methodologies and through a comparative analysis of layerworks and materials, highlights how improved structural design can be achieved mechanistically.

Jan 1, 2011

By P. Maltais

Over the last 10 years, Computer Aided Design, Finite Elements Analysis and field testing of prototypes have enabled the cycling industry to grow and to significantly improve its products. However, today's cyclists have become more and more demanding, making these classical design approaches almost obsolete. Devinci understood that problem four years ago and fully revisited its design approach; to offer bicycle frames better suited to real life riding, one must fully know those real life conditions. In partnership with the University de Sherbrooke, Quebec, Canada, Devinci then developed a bicycle enabling them to measure the actual load applied on a bicycle frame in real-time for real riding conditions: the instrumented bike. Today, Devinci uses its instrumented road and mountain bikes, combined with virtual prototyping and laboratory testing capabilities to develop better bicycles, faster.

Jan 1, 2006

By Paul A. Filteau

Asbestos ranks among the leading minerals produced in Canada. It is also mined in Russia, Rhodesia, South Africa, Cyprus, Italy, the U.S.A., Japan, China and several other countries. The most abundant variety, chrysotile, and also the most valuable form of asbestos produced, makes up 90% of the world's supply. In Canada, chrysotile is found in the provinces of British Columbia, Ontario, Newfoundland as well as in Quebec, the latter accounting for almost 90% of all the fibre produced in this country. A number of developments emerging this year could make 1968 a record production and export year for Canada's asbestos mining industry. Asbestos fibre consumption in increasing in the U.S., Canada, up 10% to date this year, Japan and in Latin America. Demand in Western Europe is again on the upswing, following a cut-back last year. As a result, shipments from Canadian mines for the first eight months of this year reached some 916,968 tons versus 873,402 in 1967, an increase of 43,566 tons or 5%. Indications are that Canadian asbestos production will for the first time ever top 1.5 million tons in 1968.

Jan 1, 1969

By L. Bloom

In 1996, lack of confidence in assaying methods and sample handling affected companies as diverse as Bre-X and Timbuktu. Both share prices and the ability to raise financing are impacted when the quality of assay data is suspect. Overseas projects are subject to enhanced scrutiny when local facilities are used that are unfamiliar to brokers, financing agencies and banks. Quality control systems can be -implemented but there are associated costs. These costs should reflect the risk to the mining company, investors and financiers and the size of the proposed investment. In this regard, assay control call is considered a form of insurance to enhance the value of an exploration or mining project.

Jan 1, 1997

By Olivia Gamache

When working in remote and extreme environments, projects are faced with new challenges for engineering and project execution. This is heightened when also working in countries with a developing environmental regulatory framework, small skilled workforce available for recruitment, and minimal infrastructure such as power, roads, and water. There is an increasing realization that social and environmental aspects need to be built into project execution. Giving proper attention to these issues during project development and execution, and maximizing opportunities is an ongoing challenge.

May 1, 2013

By W. M. Hart

Business Process Improvement (“BPI”) Change to Survive “It is not the strongest of species that survive, nor the most intelligent, but the one most responsive to change.” [Charles Darwin] “If you want to understand something, try to change it.” [Kurt Lewin, social scientist] Many companies have tried one or more process management initiatives. Each effort may help develop a culture that is more receptive to change. Executive Management needs to be unwavering in support of change with systems and structures, staffing, development of people, measures, with incentives and rewards. General Electric developed principles for quality change management that are necessary for effective, continuing Business Process Improvement (BPI). Change Acceleration Process (“CAP”) One of the tools General Electric developed has been used successfully by companies around the world in a wide variety of industries. This tool, named Change Acceleration Process (“CAP”), is designed to improve acceptance of change. Acceptance is the method by which the creative energies of the workforce can be fully tapped. Over time, every employee receives CAP training at least once, and in many instances three (3) or four (4) times, and will work on one or more High Performance Teams. Thus, BPI can achieve and maintain its goals. The CAP tool focuses on: • Leading Change • Creating a Shared Need • Shaping a Vision • Mobilizing Communication • Making Change Last • Monitoring Progress • Changing Systems and Structures

Jan 1, 2006

By R. E. Mclvor

This is an update of an original dissertation on this topic by Lavallee, McIvor and Stolovitch (1992). A step-by-step, technical procedure used to measure and improve the performance of plant grinding circuits was adapted into a training program. ?Systematic Design of Instruction? was applied to: ? Determine if training was a suitable way to deliver this new technology; ? Define the technical content of the program; ? Select program specifications based on learner and context characteristics; ? Design, create and test prototypes of the training modules; and, ? Establish a process for plant implementation. The training program covers numerous skills that are extremely valuable for plant personnel, not only in the grinding area, but also for many other parts of the plant. This paper describes how new skills are brought into the workplace through designed instruction can be an effective alternative to hiring during severe skilled labor shortages.

Jan 1, 2008

By Jane Spooner

"The papers presented in this edition of the Bulletin cover some of the business issues that face mining companies exploring or operating in jurisdictions outside Canada. While technical innovations may, generally, be seen as fast-moving and farreaching, these papers also show that changes in approach and thinking continue to be evaluated and implemented.The Forum paper co-authored by Roger Taplin of McCarthy Tétrault LLP and Marchand Snyman of Muratie Investments Pty Ltd. highlights the quite radical changes that have taken place in South Africa’s mining industry with the introduction of the Mineral and Petroleum Resources Development Act, 2002, in October of that year, together with the Broad-based Socio-Economic Empowerment Charter for the South African Mining Industry and the Mineral and Petroleum Royalty Bill of March 2003."

Jan 1, 2004

Project Details ? Located 420 km northeast of Yellowknife, Northwest Territories ? Jericho kimberlite discovered in 1995 ? Feasibility study showed +3,000,000 carats recovered from 2.6 million tonne reserve ? Nine year mine life ? Approx. 100 person workforce in full production ? First mine for Tahera, First new mine for Nunavut Completed Ambitious Construction Schedule During 2005 o Feb ? Mar/05 Winter road mobilization o Mar ? Dec/05 Pre-stripping, earthworks o Mar ? Apr/05 Camp facility, occupied May 3 o May ? Dec/05 Process plant o Jun ? Dec/05 Maint. shop, fuel storage, power plant o Jan ? Mar/06 Commissioning, start-up o April 2006* COMMERCIAL PRODUCTION

May 1, 2006