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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

By John Ratti

Building on Canadian Capabilities for Space Resource Missions: Space resource science and technology mission building blocks Canadian historical perspective Status and future pursuits It takes Canadian Teamwork to succeed in space exploration! Space resource science and technology building blocks: Orbiting / Delivery Elements Spacecraft Sensors Landed elements Roving / Mobility, Autonomy Sample acquisition and handling Sensors, GN&C Science Operations Partnerships: Government ? Industry Between Industry With Academia and Scientists

May 1, 2013

For the past two years, Cliffs Natural Resources in Minnesota has tried an experiment: it has staffed a booth at the Iron Range Earth Fest. ?It was a little unusual for a mining company to participate in an event that centers around preserving the Earth?s resources,? said Julie Lucas, environmental manager at Hibbing Taconite Company. ?But Cliffs is a sustainable company and we want to take every opportunity to share information about our practices. We found the response to be overwhelmingly positive.? Cliffs? outreach effort is just one of the surprising ways mining companies across Minnesota are reaching out to stakeholders and finding success. The 85th annual SME Minnesota Section Meeting (73rd Annual University of Minnesota Mining Symposium), held April 17-18 in Duluth, MN, demonstrated the Minnesota mining community?s commitment to connection and collaboration, and how that approach is bringing success.

Jan 1, 2012

The relationships between Aboriginal Traditional Owners and mining companies have often been mired in dispute, particularly since the High Court Mabo decision and the Native Title Act of 1993. In the Pilbara region, Rio Tinto Iron Ore (RTIO) impacts the traditional country of 12 Aboriginal Traditional Owner/language groups. Over the past 12 years the company and the Traditional Owners have negotiated and settled several significant land use agreements including the Yandi Land Use Agreement over the Yandicoogina mine in 1997, between Hamersley Iron (now Rio Tinto Iron Ore) and three language groups û the Bunjima, Nyapaili and Innawonga people and the Eastern Guruma Indigenous Land Use Agreement (ILUA) of 2006. These substantive agreements are now being followed by a new generation of region wide ILUAs which are close to conclusion. Arising from these regional agreements is a new framework for engagement which has been informed by the implementation of the previous agreements in the Pilbara and across the Rio Tinto group of companies. They are driven by both a company desire to have a consistent approach to engaging with Traditional Owners and the Traditional Owners wanting to have a similarly transparent and consistent standard of performance by the company in implementing the agreements which can deliver improved employment, cultural heritage engagement and direct and indirect benefits for the life of mining by the company. During the past three years the growth in the Pilbara, Western Australia brought new opportunities with people flocking to the region for employment flowing from the mining boom. Housing was at a premium and FIFO (fly-in, fly-out employment arrangements) was developed as a method to manage the general growth and demand for skills. Despite the recent down turn in the world economy since September 2008, which has reduced demand for minerals, the Pilbara continues to enjoy high levels of employment and as a result there is still significant pressure on housing and services provision. Although there has been vast economic growth in the Pilbara not only by mining companies but also oil and gas companies, the 2006 census data indicated that the direct benefits of improved employment, business development and engagement in the mainstream economy continued to exclude Aboriginal people. Indigenous people constitute a significant proportion of the population in the Pilbara region, some 6000 people û currently 14 per cent of the population rising to 18 per cent by 2015 û yet they remain at the bottom of the socioeconomic scale. More than 40 years of mining has returned relatively little to this group of people who are the permanent residents of the region and are connected through their traditional culture to this country (Taylor and Scambary, 2005). Ensuring local Aboriginal participation in the mainstream economy has been a challenge for resource companies, Traditional Owners and local residents in the Pilbara. The case study explores the relationship between a mining company û Rio Tinto Iron Ore and the Traditional Owners of the Pilbara. It examines two projects that have been developed to engage Indigenous people in the development of their region and through regional representation and business development to build a sustainable future for themselves and their future generations and at the same time ensure social cohesion to support social licence to operate. The case study also examines the process that was followed by Rio Tinto Iron Ore and its operations in undertaking a regional agreement for land access, participation and the integration of local Indigenous people into their business and the local economy.

Jan 1, 2009

By Marco D. Boscardin

Control and mitigation of building response to construction activities are assuming a greater role in design decisions for underground construction. Alternatives for controlling building response have multiplied with the continued development of ground modification methods, better control of construction activities that cause ground movements, and increased understanding of building behavior and response. This paper describes approaches to estimating building response to construction-related ground displacements caused by adjacent excavation and highlights the discussion with several case history examples. Examples discussed includes experiences with two, seven-story historic structures, supported by timber piles with granite block pile caps, which were underpinned in preparation for ground-freezing ground stabilization and tunnel construction beneath the buildings. The elevation of each building column was monitored and elevation adjustments were actively performed during construction. The second example examines the performance of a slurry wall braced cut, 45 to 50 feet deep penetrating through a stiff crust into a soft clay layer and associated building response. This cut was immediately adjacent to two, approximately 15-story office buildings, which were supported by deep foundations founded in the stiff crust.

Jan 1, 2003

By Manchanda H, Agarwal J.

The construction industry has one of the largest numbers of injuries compared to other industries. Thus, reducing accidents and determining construction risks are extremely important. One of the essential steps for construction safety management is hazard identification and risk assessment, since the most unmanageable risks are from unidentified hazards. While the urban rail transit systems are being developed rapidly in almost all major cities of India, adjoining Existing Building Structures and historic sites are facing possible threats of unexpected damages and accidents. The protection of these structures becomes one of the major challenges specifically when the infrastructure being developed involves construction of underground tunnels passing through old cities. The assessment of settlement induced damage on buildings during the preliminary phase of tunnel excavation projects, is nowadays receiving greater attention. Analyses at different levels of detail are performed on the surface building in proximity to the tunnel, to evaluate the risk of structural damage and the need of mitigation measures. The current paper presents current practices being adopted in India for prediction and excavation of tunnelling induced ground movement and building damage risk-assessment. The paper highlights empirical and numerical approaches towards predicting settlement induced damages on buildings during the tunnelling, detailed step by step methodologies for conducting building condition surveys, evaluating associated hazards, and adopting adequate building risk identification and mitigation methods. The paper also discusses associated technical and contractual challenges and highlights way forward to overcome them.

Sep 1, 2022