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By Jason J. Ballentine

This case study presents the results of a maintenance review of a soot blower system at a coal fired power generation station. The power generation station was following a ?repair when it breaks? maintenance strategy for its soot blowers. The efficiency losses incurred as a result of failures in the soot blower system and the resulting interruption and out of service time was found to have a significant effect on the plant output. The maintenance strategy for the soot blowers was reviewed using Reliability Cantered Maintenance and lifecycle simulation. This methodology provided visibility to the monetary implications of failures and allowed alternative types of maintenance to be assessed and where justified were added to a maintenance schedule in the Maximo work order management system. By reducing unplanned breakdowns the predicted reduction in efficiency losses was 45%.

May 1, 2007

By J Coombes

The JORC Code lists the three core principles of Transparency, Materiality and Competency as fundamental to how mineral estimates are publicly reported. But where the principles of Transparency and Materiality can be considered conscious choices underlying decisions at the point of disclosure, Competency is a self-declared position statement based on one’s confidence to defend a technical position (as well as the functional pre-requisites of institute membership and a minimum of five years relevant experience).Developing competency in the mining industry is an ad hoc process, generally left to the individual to chart through a process of osmosis from personal work experiences that lead to a sufficient level of confidence. Companies that actually present professional development programs leading to reporting competency are rare. And even once a person has followed a program, there is no specific outline of what constitutes technical competence.No doubt, there are persons signing off on mineral statements who would benefit from developing and/or updating their technical skills (they may not even be aware of unmastered skills). Equally, there are technical practitioners who are sufficiently competent, but lack the confidence to step up and publicly report their estimates. Confidence in one’s own abilities plays a significant role in deciding when one is ready for the responsibility of submitting mineral estimates for public consumption. In addition, a person’s organisational support, such as the availability of suitable peers and professional development programs, and opportunities to learn from a variety of technical projects contribute to developing relevant experience. Increased exposure in both technical breadth and depth enhance confidence in one’s ability and competence.The mining industry provides numerous opportunities through direct and indirect means to develop the competency underpinning a stable reporting code. This paper examines a theoretical framework and associated processes that could be used to examine how the mining industry, companies and individuals collaborate to develop this vague principle of competency. This paper seeks to initiate research with the express purpose of enabling more effective and efficient development of reporting competency in our industry.

Aug 22, 2011

By J. R. L. Read, A. N. Ogden

This paper describes mining industry funded research that is being undertaken to address the critical gaps and uncertainties in our knowledge so that we can develop new approaches and create more effective ways for predicting the reliability of rock slopes in large open pit mines. It is envisaged that this research will not only lead to more effective pit slope design but further reduce the potential for unforseen geotechnical risks by enabling the geotechnician to communicate the risks more effectively with management and to optimise site specific control measures. To achieve this, several research tasks are in hand. The first is to accurately represent the structured rock mass with a 3D computer model (Siromodel) that creates polyhedral blocks from structural distribution data characterised by position, orientation and persistence. Siromodel is being coupled with particle flow and other numerical codes to evaluate how the structured rock mass deforms in the stress environment of an open pit and how a candidate failure surface may propagate through the dilating rock mass along the path of the least shear and/or tension resistance. A beta version of the Siromodel software has been distributed to 20 Sponsor mine sites for technical evaluation. The end state is to develop methods of analysis that characterise the reliability of a described candidate surface, and the probability of the candidate surface propagating to failure, recognising that the rock mass strength may well be defined in a different way than before.

Jan 1, 2006

By Ian Bruce

Tailings and water management facilities are essential and integral components of mine and mill operations. They must be managed for the long term in order to ensure that safe and environmentally responsible stewardship is achieved. Toward this end, in 1998, The Mining Association of Canada (MAC) published A Guide to the Management of Tailings Facilities, which recommended the implementation of a tailings management framework (Figure 1) to integrate environmental and safety considerations into each stage of the life cycle of a tailings facility, from initial site selection and design, through construction and operation, to eventual decommissioning and closure. By February 2000 it was becoming apparent that while mining companies were making significant progress toward implementing and documenting tailings management systems, and integrating them with overall environmental management systems, further effort was warranted in their application at the operational level. In particular, a need was identified for further guidance in preparing manuals that outline procedures for the safe operation, maintenance and surveillance (OMS) of tailings and water management facilities.

May 1, 2002

By D Baas, D Bennett

This paper describes how Brisbane-based PanAust Limited develops process control strategies that are implemented at all operations and are used in functional descriptions for plant upgrades and new projects.The process control strategies are determined by operating management philosophies designed to maximise returns from the company’s assets.The approach is endorsed in the project planning and design phases to ensure facilities and equipment that form the major production assets are fit for purpose and capable of enabling the production managers and operators of the projects to maximise shareholder returns.PanAust’s process control approach has been to develop sets of process control standards which focus on two key areas. The first area covers hardware requirements and architecture, software objectives, control models and individual loop tuning methods. The second area defines control room layout, graphic standards and the alarm philosophy. The application of these standards in a new plant or upgrade decreases the time required to achieve design capacity and optimal performance.The PanAust process control strategy changes the operator’s role from one that controls a number of individual loops to one that sets the control objectives of the processing plant. To achieve optimal performance, all the process areas of the plant are analysed to identify opportunities to improve throughput, recovery and stability. Once a key opportunity is identified, a process control strategy is developed which defines the objective of the control, its functionality and how an operator will interact with it. After development of the control model the operators assist engineers to test and debug it. Once the model is robust, it can then be duplicated throughout the group and developed as a group process control standard.CITATION:Baas, D, Bennett, D and Walker, P, 2014. Developing process control standards for optimal plant performance at PanAust Limited, in Proceedings 12th AusIMM Mill Operators’ Conference 2014 , pp 325–334 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 1, 2014

By Sevket Acar, Tim Acton

"Zarafshan/Newmont is a 50/25/25 joint venture between Newmont Gold and the State Committee for Geology and Mineral Resources, and Navoi Mining and Metallurgical Combinat, two entities of the Republic of Uzbekistan. The Zarafshan/Newmont joint venture consists of a heap leaching operation which will process 220 million metric tonnes of existing low-grade oxide ore stockpiles (averaging 0.036 oz Au/t) from the Muruntau mine. Net recovery over the 17-year life of the project is expected to be 4.8 million ounces of gold.The plant construction started in October 1993 and operations commenced on May 25, 1995. The crushing plant consists of four stages of crushing and screening to produce a 95% passing 3.35 mm product, followed by heap leaching and gold recovery by the Merrill-Crowe process. The dore metal is refined at the Muruntau refinery. All gold produced by the joint venture is sold on the world market. IntroductionThe Muruntau mine and nearby town of Zarafshan are located in the center of the Kyzylkum desert, 250 miles west of Tashkent, capital of Uzbekistan. Following a mining conference in Moscow in 1990, a Newmont geologist was among the first team of westerners to visit the Muruntau Mine, the second largest gold producer in the former Soviet Union. At Muruntau, they found 220 million tonnes of low grade gold ore that had been stockpiled during the previous 25 years. In February, 1992, six months after Uzbekistan's independence, Newmont signed a 50/50 joint venture agreement with the Uzbek government to use heap leach technology to process the ore. The feasibility study was completed in November of 1992. Plant construction started in October, 1993 and operations commenced on May 25, 1995.Newmont Metallurgical Services performed metallurgical studies to obtain heap leach process design criteria parameters. The initial metallurgical study on 20 grab samples is the subject of this paper."

Jan 1, 1997

By Connor Langford, Murray Gant, Ken Massé

For public organizations, preparing accurate project cost estimates is a critical component in capital project planning. Project delivery methods provide a structured approach to moving projects through the design and construction lifecycle, and typically use cost estimates as key inputs at each stage to determine if the project will advance. As design stages can occur years or even decades before construction contracts are awarded, estimates need to make reasonable assumptions about how the work may be executed (means and methods) as well as potential future market trends so that appropriate values for material pricing, labour costs, escalation, and owner’s costs can be included. This process is challenging enough during stable markets, as historic trends can often be misleading and require a suitable understanding of economic factors to use appropriately. When you mix in the market volatility that has been observed since 2020, developing accurate project cost estimates becomes even more challenging. In cases such as this, having a structured approach to cost estimating that includes an adequate risk-based reserves cannot be overstated as it provides the basis for ongoing project decisions. This paper explores some of the historic and more recent market trends that have impacted key aspects of project cost estimates for capital project planning. It also provides recommendations on how to develop cost estimates for infrastructure projects, with examples from Metro Vancouver, which plans for and delivers regional-scale services to 2.6 million residents. A brief commentary on the use of escalation clauses in contracts is also presented.

Jun 13, 2023

By Weimin F

In the last decade, great strides have been made in the raise boring technique in China. Extensively, the drilling and blasting method has been replaced by the mechanized raising method since 1980. There are now over 3C raise drills operating in more than 20 mines. The diameters for shaft boring varies from 500mm to 2000mm, and to depths up to 90m. Tlis paper mainly describes the performance, mtLin technical achievments and applications of all four kinds of raise drills, and auxiliary equipment. Finally, some recommend- ations for future improvement in the raise boring technique are presented also.

Jan 1, 1987

By A D. Price, W J. Germs, O Patterson, T R. Weaver

"Understanding controls on groundwater and surface water flow and quality at mine sites throughout all mine stages is critical to effectively manage environmental impacts over the entire mine life. Monitoring forms is an essential component of this proof of understanding. Typically, monitoring programs at mine sites have been developed in the framework of existing conditions. However; recognition of the challenges of climate change and the performance of mines during recent extreme events in Australia has highlighted the need to develop monitoring programs that are resilient and responsive to changing environmental conditions. Water monitoring programs need to be effective under a range of environmental conditions, potentially not historically experienced.This emerging challenge requires cross-disciplinary teams to work together to understand issues including: representativeness of background conditions to longer-term conditions at the mine site sensitivity of mine and closure designs to changing climate and hydrologic conditions methods of performance (eg water quality or quantity) failure during extreme climate events such as flood or extended drought.These understandings come together in a detailed conceptual and, in many cases, numerical hydrologic model that considers the mine-water environment under a range of conditions. The groundwater, surface water and water quality monitoring programs that are developed from the conceptual model need to be sufficiently responsive to be effective in the face of such changing conditions, with results in turn informing the conceptual model. Extended drought, major floods and changing weather patterns can alter recharge and discharge areas, oxidation profiles and ultimately, the contaminant flux estimates that would have contributed to mine design parameters and performance. Unless these effects are considered in the spatial and temporal design of the monitoring program and within the parameters monitored, the resultant program may fail to capture data that are critical to evaluating environmental impacts from mine sites.Developing and implementing a water monitoring program that considers these issues can build confidence in mine performance under a range of conditions, leading to increased confidence by all stakeholders in long-term mine performance during and after closure.CITATION:Weaver, T R, Price, A D, Patterson, O and Germs, W J, 2013. Developing resilient water monitoring programs in changing climate conditions, in Proceedings Water in Mining 2013, pp 109-114 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 26, 2013

By B. K. Gorain

"Mining of low grade deposits along with the necessity to design and operate flotation plants with high throughput presents unique metallurgical and environmental challenges that need to be addressed to reduce project risks, improve project economics and to sustain the profitability of operations over the life of a mine.Some of the key challenges include poor recovery of valuables and concentrate quality issues due to complex mineralogy, the need to use poor quality water such as brackish or sea water, reduce environmental impact from the process, integrate flotation with hydrometallurgy to maximize precious metals recovery, escalation of capital and operating costs, use of unproven technology and constant use of larger equipment, high ore variability, worldwide constraints on resource availability and an ever increasing need for reliable metallurgical input to financial models to evaluate economic viability of projects.The need to develop effective solutions to these problems in a short time frame is becoming a key to the success of any new project and for sustaining the profitability of a mining operation. An integrated multi-disciplinary approach to problem solving is crucial with the need for a more lateral thinking along with strategic partnerships and collaboration involving the right players. This paper presents some of the key findings based on experiences from a large number of challenging projects and operations focused on solving complex flotation problems.INTRODUCTIONThere are various challenges to successful development of mineral resources. Most of the ore bodies being developed worldwide are of lower grades requiring high throughput to be economical. Many of these lower grade ore bodies have significant occurrences of deleterious and penalty elements that could render a deposit unworthy of development unless there are technological solutions to process them economically in a sustainable manner with minimal environment impact. Even in a high metal price scenario, the economics for some of these low grade ore deposits is marginal. From a metallurgical perspective, these ore bodies have complex mineralogy and use of any off-the-shelf technology is not always effective. Development of innovative processes are often required, which is expensive, time consuming and sometimes risky.This paper will provide a broader perspective on the steps involved in solving flotation problems for operating plants and for greenfield development projects. In addition, some of the key challenges in flotation of complex low grade ore bodies along with the economic benefits in developing solutions to these problems will be presented."

Jan 1, 2013

By B. K. Gorain

Mining of low grade deposits along with the necessity to design and operate flotation plants with high throughput presents unique metallurgical and environmental challenges that need to be addressed to reduce project risks, improve project economics and to sustain the profitability of operations over the life of a mine. Some of the key challenges include poor recovery of valuables and concentrate quality issues due to complex mineralogy, the need to use poor quality water such as brackish or sea water, reduce environmental impact from the process, integrate flotation with hydrometallurgy to maximize precious metals recovery, escalation of capital and operating costs, use of unproven technology and constant use of larger equipment, high ore variability, worldwide constraints on resource availability and an ever increasing need for reliable metallurgical input to financial models to evaluate economic viability of projects. The need to develop effective solutions to these problems in a short time frame is becoming a key to the success of any new project and for sustaining the profitability of a mining operation. An integrated multi-disciplinary approach to problem solving is crucial with the need for a more lateral thinking along with strategic partnerships and collaboration involving the right players. This paper presents some of the key findings based on experiences from a large number of challenging projects and operations focused on solving complex flotation problems Keywords: mineral processing, flotation, flotation problem solving, flotation optimization, plant design, innovation

Sep 1, 2012

By T. Vincent, J. Steele, C. Debrunner, M. Whitehorn

This paper presents current work on the development and use of stereovision for underground mining. Information on the calibration of the cameras and the feature-matching algorithm are presented. This system uses an intensity-based approach that evaluated correspondences along the epipolar line. Once features have been identified and their distance from the cameras computed, a three-dimensional map of the muck pile is developed. The approach used here uses a ray-tracing algorithm. This approach provides an uncertainty measure along with the elevation. A discussion of the use of this modelling information in the control of the LHD is included. Keywords: Robotics, automation, LHD, underground mining, vision sensing, task automation, tele-operation

Sep 1, 2001

By Diana Drinkwater

As ore grades decline, ore deposits get harder and mineralogical complexity increases, metallurgical skills are more important than ever to ensure that today?s mining operations are operating efficiently and profitably. Yet specialist undergraduate degree programs have all but disappeared and metallurgical skills training for graduate engineers in the workspace if often haphazard. In response to this situation, specialists at the JK Centre in Queensland, Australia, have put together a professional development program designed to fast-track skills development for early career metallurgical professionals. The program, called ?MetSkill ® ?, is offered as a group training package for young metallurgists in the workplace. It is centred on a meaningful technical investigation negotiated between the JK Centre delivery team and the client company. As well as learning about project management and data collection and analysis, the participants study specialist topics such as comminution, flotation and mineralogy under the tutelage of senior research and consulting professionals. The technical investigation provides an opportunity for immediate practice of these new skills and JK Centre specialists are on hand to provide feedback and support throughout the program. The participants are employed across different operations in Australia and the Asia-Pacific, and although they occasionally come together for group training activities they are often separated by considerable distance. Specialist educational professionals from The University of Queensland have provided an innovative web platform to support collaboration and communication between all participants. This paper will describe the MetSkill ® program in detail, as well as providing a report on its initial roll-out to 2 groups of Australian graduate metallurgists in 2012

Sep 1, 2012

By G Anderson, V Lawson, P Voigt

Glencore operates zinc concentrators at both Mount Isa and McArthur River. Both orebodies have a history of complexity and required the development of new technologies to maximise the value from these long-life assets. The Mount Isa orebodies were plagued since operations started in 1931 with complex mineral textures making separation challenging and many areas uneconomic. Examples are given in Figure 1 with different grain sizes from the same orebody in different areas. The McArthur River deposit, located in the Northern Territory, was discovered by Mount Isa Mines geologists in 1955 (Logan, Murray and Williams 1990). The extremely fine-grained nature of the ore was quickly recognised and the difficult separation of the minerals was soon obvious. The geographical, metallurgical and economic factors resulted in the orebody not being developed until the technologies for the mineral separation had been developed. The development of the IsaMill allowed for an economic mineral separation flowsheet to be developed and ore treatment commenced in May 1995 (Nihill, Stewart and Bowen 1998). CITATION: Lawson, V, Anderson, G and Voigt, P, 2018. Developing technologies for a complex orebody, in Proceedings Complex Orebodies Conference 2018, pp 116–118 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 21, 2018

By Robert Horwood, Richard Harvey

The copper stave was a development of the Blast Furnace cooling system intended to utilise the high heat transfer properties of copper within a fully covered shell cooling solution. They were originally conceived as being able to provide a permanent cooling lining for use primarily in the higher heat zones of the Blast Furnace. Despite a large number of campaign successes around the world the everlasting concept has not proven universal, with some plants having suffered issues in two particular areas: stave bending (leading to water leaks at back of the stave) and stave wear (erosion on the hot face). Primetals Technologies have in the past been approached to provide assistance to a number of Blast Furnace operators who were experiencing operational issues with the copper stave furnace cooling systems of others. Through knowledge gained resolving these issues, and with the positive experiences of their own copper stave designs, Primetals Technologies have worked towards developing a new concept in copper stave design capable of providing a more robust solution to cope with the greater productivities of modern ironmaking. This paper will provide an outline to the concepts that have driven the design of this new technology.

Oct 1, 2019

By John Barber

The Deep Ore Zone (DOZ) Mine is PT Freeport Indonesia's (PTFI) newest operation. Production at the mine began in September 2000. The DOZ Mine produces 25 kt/d (27,500 stpd) using mechanized block cave mining methods. The DOZ Mine has several major improvements when compared with previous block cave mines in the district. It has an independent and improved ventilation system, a flexible and efficient truck haulage system, and a more reliable crushing and conveying system. PTFI's copper and gold mining complex is located in the Ertsberg mining district in Irian Jaya, Indonesia (Fig. 1). The Ertsberg district is located in the Sudirman Mountains at elevations from 3,000 to 4,500 m (9,800 to 14,700 ft) above sea level. The topography is extremely rugged and rainfall in the mine area averages 3,000 mm/a (118 in./year). Freeport began production in the district in 1972 when the mill began processing ore from the Ertsberg openpit. Underground mining began in 1980 when the Gunung Bijih Timur-Ertsberg East (GBT) Mine was brought online using block caving methods. In 1991, the GBT Mine reached a maximum production rate of 28 kt/d (31,000 stpd). Ore from the mine was exhausted in 1994. The Intermediate Ore Zone (IOZ) was brought into production in 1994. It, too, used block caving methods and had a design rate of 10 kt/d (11,000 stpd). The IOZ is currently producing at a rate of 21 kt/ d (23,000 stpd). The DOZ was discovered in the mid-1980s by deep drilling from the GBT. The GBT, IOZ and DOZ deposits are all situated in the Ertsberg East Skarn System (EESS). In 1993, the first of several studies was completed that indicated that portions of the DOZ Mine could be economically mined using block caving methods. Limited development was started in 1995. Full-scale development and construction began in late 1997. The crusher and conveying system began operating during the first quarter 2000. The first of two main exhaust shafts has been com¬missioned, along with three of the four new main fans. The second exhaust shaft and fourth main fan will be in service by the end of 2001. Undercutting and production began in September 2000. The DOZ Mine will reach its design production rate of 25 kt/d (27,500 stpd) in 2003. A study is under way to determine if an ultimate production rate of 35 kt/d (38,500 stpd) is feasible.

Jan 1, 2001

By D Kent, R Paine

"Automated mining systems are increasingly being seen as a key requirement for a productive mining operation in the future. The importance of an integrated communication network infrastructure to support such systems is growing.This paper outlines the introduction of automated mining systems in large conventional mines as well as their growing role in block cave mines currently operating or being developed. The paper will then focus on a case study of how the communication infrastructure is fundamental to the operation of such systems and explain why the resultant communication networks require much more than just increased bandwidth (data capacity) to properly support the automation system within the overall mine operation.Mining operations already embarking down this road are discovering that the required network must be based on a true enterprise level architecture to not only enable the mine’s current plans for remote and automated mining, but also provide a scalable and integrated platform for future developments and requirements. The emerging issues for the communication network to truly support automation systems include: increased complexities of operating and maintaining multiple networks integration issues with disparate systems problems with reporting particularly as demands for corporate reporting and compatibility with enterprise systems become the norm ongoing management challenges, which will only increase with the proliferation of new technologies.The paper will explore how certain mining operations are addressing this by adopting a long-term strategy for automation deployment, which includes laying the necessary foundation architecture to meet their current requirements, while supporting their future visions for the fully automated mine.CITATION:Paine, R and Kent, D, 2014. Developing the foundation communication infrastructure to support remote and automated mining initiatives in underground mines, in Proceedings 12th AusIMM Underground Operators’ Conference 2014, pp 151–158 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 24, 2014

By C Jones

Ridgeway Deeps is a block cave (BC) located down dip of the operating Ridgeway sublevel cave (SLC) mine. The BC is located approximately 210 m vertically below the lowest SLC level and approximately 1100 m below surface. Due to the mine layout containing a number of common pieces of key infrastructure the activities of both were interlinked.When investigating project construction options for the BC, a number of potential risks were identified including a conflict of priorities between operational and project deliverables and the varying safety and work methods between an owner mining approach in the SLC and a potential contractor workforce in the BC. This led to a review of the construction philosophy and the opportunity to utilise the existing SLC workforce as the basis of all activities in the mine. It was identified that a number of synergies existed with the current SLC operators and mine supervision including common work practices and the opportunity to build on the unique SLC skills of the operators and supervisors which could then be used at other Newcrest caving mines.With the commitment to this philosophy of building on the existing SLC crews and supervision the number of employees reporting through the superintendent underground operations grew from 95 to 245. This increase led to a restructuring of the reporting and work requirements of the superintendent, foremen and shift bosses. In order for the foreman and shift bosses to focus on running the larger crew numbers for the full 12 hour shift the mine superintendent became a pseudo human resources manager taking over all non-mine focused activities including overtime allocation and work and behavioural performance management. In simple terms, ensuring there were competent bums on seats when and where required. As the additional workers were recruited to top up the existing employee numbers, their employment history was used to place them in the most suitable roles. For example, those with building industry experience were placed on the civil construction crews and those with a farming background were used as truck drivers, nippers or on the service crews. To cope with the increased number of new starters a number of key personnel were seconded from the crews into the training group to act as on shift trainers. This initially caused a reduction in mine performance as the main operators were reassigned but it proved a valid move as the time for new operators to reach acceptable levels was significantly reduced with safe operating standards being maintained. This paper discusses how the Ridgeway Deeps Project was delivered on time and under budget whilst at the same time retaining its position globally as an operation to be benchmarked against.

Mar 21, 2011

By K Watters

API Management Pty Ltd (API) is currently developing the West Pilbara Iron Project (the ‘Project’). The Project is a substantial greenfi elds mining and infrastructure development proposed for the west Pilbara region of Western Australia. The Project will establish API as a new and independent supplier of direct shipped iron ore. API manages the Australian Premium Iron Joint Venture (APIJV) on behalf of joint venture participants Aquila Resources Ltd and American Metals and Coal International Inc. The APIJV was formed in February 2005 with the objective of developing a long-term iron ore export operation in the west Pilbara region.Development of Stage 1 comprises a 30 million tonne per annum (Mt/a) channel iron deposit (CID) operation scheduled to commence in the second half of 2014 subject to approvals. JORC compliant CID resources total nearly 700 million tonnes and the Stage 1 mining area comprises eight iron ore deposits located between 30 km and 85 km south of Pannawonica. Run-of-mine ore from the eight deposits is transported to a central processing facility for crushing, screening and blending into a sinter fines product, which API has named West Pilbara Fines or WPF. Construction of a 282 km main line heavy haulage railway from the Stage 1 mining area to the proposed greenfields multi-user port at Anketell Point near Wickham, is capable of accommodating large Capesize bulk carriers and providing export facilities for other third parties. Capital investment in the order of $A6 billion includes essential support infrastructure including power, water, accommodation, roads and an airport at the mine.A feasibility study for the development of the Stage 1 mine, rail and port infrastructure has been completed along with environmental surveys of the mine, rail and port areas with Public Environmental Reviews (PERs) for each submitted for public review by end 2010. Consultation and cooperation with various stakeholders of the Project areas, and early engagement with traditional owners of the respective areas has commenced. Various sampling and metallurgical characterisation programs combined with independent institute and steel mill based testing have confirmed the positive sintering characteristics of WPF ore, which is higher in alumina (3.37 per cent) than typical Pilbara ores. *This is an abstract only. No paper was provided for this abstract.*

Jul 11, 2011

By Floyd D. Varley, C. M. K. Boldt

Toolbox training is often described as short, informal training conducted at a worksite by technically competent persons for the benefit of a work team. The key feature of toolbox training is the focus on a work team and what is important to that group in its workplace. Toolbox training conducted by peers can connect miners and establish the feeling that the hazard is a real threat to them. This feeling can bridge the gap between delivery of a safety message and behavioral changes that can prevent an accident. Toolbox training is a popular form of "maintenance" training that should not be used to teach a new skill. The 10- or 15-minute toolbox session is simply too short a time to teach or learn a new skill and test for skill development. However, the toolbox format is an excellent way to inform workers of changes in workplace rules, conditions, or hazards by bringing the discussion of change to the level of the work group and suggesting how a change will affect the way workers perform their jobs. Toolbox training should be structured to address a very specific hazard. That is, the hazard source should be identified and the effect of the hazard on the worker described. The temptation to discuss a safety subject in broad terms will result in an equally vague result. For instance, discussing "equipment guards" is inappropriate for a 15-minute training session. There simply is not enough time to cover all the hazards and their remedies. A more appropriate topic would be "placing guards on a conveyor return roller" or "hazards of cleaning a conveyor return roller." Each topic is concise enough to allow the trainer time to define a particular threat to the safety of miners and discuss ways to defend against that threat. The clearest way to a safe workplace is to identify hazards methodically and eliminate them. This cannot be done with sweeping, generalized training. Some best practices that will protect a worker from the hazard should be presented, and the hazard should be located at the specific worksite. Toolbox training is an opportunity for the work team to participate in learning and share experiences and knowledge, often through storytelling. Storytelling is an ancient form of passing along information in an entertaining way. It is entertaining because it draws the listener in with imagination and creativity. Stories told within work groups are a way for miners to exchange experiences in which they made mistakes that resulted in an accident or a near-miss and learned a valuable lesson. Thus, co-workers can learn from others without the pain or fear that accompanied the storyteller's learning path. To encourage these shared experiences, the people in the group must be comfortable with one another. Participation doesn't stop with listening to a near-miss story or informing the group of an unsafe work practice. Participation by sharing experiences, knowledge, and skills should lead toward action in changing the unsafe tool, practice, or machine (Wallerstein, 1992). This power to change is called empowerment. Empowered workers use toolbox training sessions to discuss a problem; direct their own knowledge, experience, and talents in the context of their work environment to solve the problem; and put into practice what they have learned by sharing (Baker, 1992). A worker is much more likely to implement changes they have contributed to creating than changes forced upon them. Toolbox training functions best when the group size is small (under 20) and composed of workers with similar job functions. While combining all workers on a shift or multiple shifts may be convenient, the level of participation will drop dramatically as group size increases and participants are less connected. Similarly, when the work group participants are from different job functions, keeping the materials relevant to the individual becomes more difficult. The role of management in the toolbox training system is to communicate among various groups so that all groups at a mine site are hearing the same message. In very small operations, combining work groups can be productive if the trainer can promote open discussions and lead the group to solutions that address the needs of all and not let one group or individual dominate the discussion. WHY USE NARRATIVE METHODS An effective communications tool is to use stories as a means of describing a hazard and its consequences. Historically, using stories to transfer knowledge between individuals of the same and different generations is well established. All good stories share the same elements required to communicate safety principles. Stories require a setting (the part of the workplace), a plot (the circumstances that lead to a hazard), the solution (best practices), the lesson (what can happen), and the result (what will be done to prevent the hazard) (Dennehy, 1999).

Jan 1, 2002