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By V. Casaletto, L. Widdifield

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

Jan 1, 1992

By Jason Mewis

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

Nov 1, 2011

By James E. Rider

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

Jan 1, 1988

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

Oct 1, 2010

By Paul D. Tomlingson

Will Rogers unwittingly commented on the essence of evaluations when he said: "We don't know what they don't know!" In so doing, he explained why managers have an obligation to verify that their personnel really know what is expected of them. Rogers further stated that "What we know may not be so!" Here, he suggests that managers must establish the correctness of facts on which they make decisions concerning the future of their organizations. Yet, there are some managers who may not have considered this basic wisdom. These are perhaps the ones who shun a solid, fact-finding evaluation. Instead, they trust to guesswork as a basis for attempting improvement. Without realizing it, they may be making incorrect decisions harmful to the very organization they are trying to improve. Unfortunately, an attitude of avoiding evaluations often permeates whole organizations when their managers fail to appreciate their importance. Recently, the following was found prominently displayed in the office of a maintenance manager. Regrettably, the facts of a subsequent evaluation established how imprudent his attitude was:

Jan 1, 1991

By Robert N. McIndoo, M. G. Woodle

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

Jan 1, 1968

By D. W. I. Griffiths, J. C. Bélanger

"La Division Matagami de Minéraux Noranda inc. a profité de la construction de sa nouvelle mine (Isle-Dieu) pour continuer sa modernisation.L'utilisation d'automates programmables (PLC) s'est intensifiée pour contrôler et automatiser de plus en plus d'équipement dans ses minessouterraines, au concentrateur, dans les atelierset bureaux.Tous les PLC comrnuniquent entre eux et les IBM PC sont utilisespour exterioriser l'information et faire Ie lien entre Ie personnel et les automates. Le système Central IBM 36 emmagasine les donnees traitees par lesPLC (a travers les PC). Ces donnees sont transmisesau programme d'entretien de chaque equipement et compile les heures, cycles, tonnes, etc., fait imprimer automatiquement les feuilles d'entretien préventif ', etc.Les principales realisations adate et en progrès pour la mine Isle-Dieu sont:• automation complète du système de remblayage du concentrateur ala mine Isle-Dieu situee a2 km de la mine principale;• automation du fonctionnnement des ventilateurs qui comprendra la position des portes de ventilation, Ie chauffage, Ie débit, etc.;• automation des pompes, surveillance des sous stat ions électriques, concentration des gas (CO, SO2) à chaque niveau en tout temps et du propane à l'entree d'air frais;• tonnage et cycles par Ie treuil; et• contrôle d'autres équipernents à differénts niveaux. D'autres travaux furent egalement effectues par les employes, tels que:• la conversion d'un Scooptram ST5A de diesel à électrique;• I'installation complete de systèmes de depoussierage a I'eau (scrubber) pour le concassage secondaire;• I'installation d'un marteau hydraulique avant les concasseurs coniques;• la rénovation des cellules de flottation ; et• l'installation d'un système de gardiennage par caméra. D'autres projets seront effectués ou étudiés:• automation d'un Scooptram"";• automation d'un marteau hydraulique;• récupération de Scooptrarn; téléguidé:• gestion de l'énergie, contrôle de la demande, surveillance et contrôle de l'équipernent de machines fixes(compresseurs, boulloires, pompes à vide, génératrices, débits et pression d'air, eau pour diagnostiquer les problémes, analyser les coûts;• concasseur portatif pour fabriquer de la pierre concassée pour utiliser dans les chemins sous-terre, et• utilisation de micro-ondes pour transmettre les images captées par camera."

Jan 1, 1990

By Leslie McHattie, Sadek E. EI-Alfy

"The Maintenance Engineering Department at Carol Mining and Concentrating is currently in the process of introducing reliability concepts such as failure analysis, rework elimination, predictive maintenance, computerized maintenance history analysis, etc. to improve the over-all maintenance function in the mine and concentratormaintenance areas. Some current initiatives include:• Implementation ofan infrared thermographic scanning program.• Ultrasonic inspection of shafts for all critical equipment in the mine and concentrator areas.• Non-destructive testing of all major welds done by maintenance personnel.• Development of an effective vibration monitoring and analysis program for the production equipment in the mine (shovels, drills, haulage trucks, locomotives).• Failure analysis performed by maintenance engineers to identify the root cause of component failures on critical production equipment.• Computerized breakdown analysis to identify the recurring component failures which contribute significantly to high maintenance costs and production loss.• Implementation of a computerized maintenance management information system.This paper will outline the planned implementation ofthese initiatives, and others, and will also cover the status and results obtained to date."

Jan 1, 1992

By Paul D. Tomlingson

A new sense of urgency permeates the mining industry concerning maintenance. Mining's continuous process environment demands around-the-clock maintenance support. And profitability conscious mining operations require that production targets be met on time - and economically. These goals require nothing less than an effective maintenance program. In turn, the effectiveness of the maintenance program depends on quality information: easily procured, complete, timely, accurate, and properly used. Information picture is changing Some of the fully integrated, mainframe maintenance information pro¬grams of better days remain. Their upkeep and cost of operation, though, is becoming more difficult to justify. Some operations, faced with production cutbacks a few years ago, downscaled and found they liked it. Now, during an upswing, these operations question the need for the more elaborate, administrative-heavy programs they used to operate. Package programs are not taking their place. Too often, the packages are vague and generic. Some vendors claim that if their offerings work in a hospital complex, they must work in an underground mine. That is not so. Maintenance information in the mining industry is different. The situation has changed There are now smaller, self-contained maintenance groups whose information needs are different. These include an electrical crew in a smelter, an underground mobile equipment shop, or a remote service shop between several distant operating pits. These working environments have changed the character of the information needed as well as the methods for obtaining and using it. Operations-maintenance link In coming back from a downturn, operations people realize that their ability to meet production targets hinges on reliable equipment and avoidance of downtime. They have become familiar with the need to use maintenance services effectively. They also want quality maintenance information. When coupled with the sense of urgency about maintenance, a business-like working environment emerges that has significant new differences in both work control and information. Work control impact Work control has been streamlined to improve communications. Supporting information has been streamlined as well. • Verbal orders are the rule rather than the exception to quickly bring a multi-craft crew to the flotation section or a pit crew to a disabled haulage truck. • Written work requests and work order forms are seldom used, or even needed. Rather, electronic work control logs permit operations to request work, maintenance to acknowledge it, get ready, and do it - quickly, without delay. • Routine servicing is triggered by operating hour accumulation (mobile equipment) or tons of throughput (fixed equipment). Operations is now taking the initiative in delivering mobile equip¬ment to the "bad order line," or switching to a bypass conveyor. Operations wants immediate follow-up reports on equipment condition.

Jan 1, 1989

One of the often overlooked factors affecting the capital investment decision in new or existing plants is the value of stock holdings necessary to maintain the plant. This paper puts forward a simple decision matrix on whether a part should be stocked depending on 1. the criticality of the item of equipment in terms of the effect on cash flow of its failure, 2. the lead time of the part, and 3. the stock holding value if it were Stocked.

Jan 1, 1986

By John S. Timmons, Eivind B. Jensen

The Henderson mine is an underground panel-caving molybdenum mine located in the mountains of central Colorado. All development and primary production operations are performed using diesel-powered, rubber-tired mobile equipment. The growth in manpower and equipment was rapid in the five years following the July 1976 start-up, reaching about 250 machines and 2000 people to produce 9 Mt/a (10 million stpy) of ore. However, due to dramatic improvements in productivity, production is currently at a rate of 8.1 Mt/a (9 million stpy) with about 570 people and a much smaller equipment fleet. The mine's high degree of mechanization and accompanying maintenance costs have focused increased attention on the maintenance function as a cost center with potential for improvement. To realize some of that potential, several approaches to equipment maintenance have been adopted. None of these stand alone effectively, though, and their success relies on their working together in the overall program. The approaches that characterize the equipment mainte¬nance philosophy at Henderson are described here. Preventive maintenance The value of preventive maintenance as an alternative to breakdown or emergency repair is widely accepted in industry. When production began in 1976, few people at Henderson had experience maintaining diesel-powered, rubber-tired equipment. Other company operations such as its previous Urad operation and the Climax molybdenum mine near Leadville, CO used rail and Blusher technology. A maintenance consultant was hired to establish a formal preventive mainte¬nance program. The initial program contained four different preventive maintenance services, "A," "B," "C," and "D." Each was keyed to a different operating interval. • "A" service was the most frequent. It was a quick, general inspection and greasing of all fittings. •"B" service added a more detailed inspection. • "C" service included changing all filters and most fluids, such as engine oil. • "D" service was originally designed as a comprehensive inspection and testing of major component systems over a period of 24 hours during which the equipment was removed from operation. It was believed that most problems uncovered by the inspection could be reported and scheduled for repair at some later date, with only critical repairs being done during the service. In addition to these scheduled preventive maintenance services, a schedlle of minor and major rebuilds at intervals of 2500 to 5000 hours was established.

Jan 1, 1989

By T. Warren, R. Pender

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

Jan 1, 1990

By Paul D. Tomlingson

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

Jan 1, 2005

By Paul D. Tomlingson

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

Jan 1, 1979

By Grant J. Goddard

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

Jan 1, 1996

By Myles E. Altimus

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

Jan 1, 1966

By Ralph M. Hunter

UNTIL recent years, maintenance of surface coal handling facilities was a relatively simple task. Equipment consisted principally of conveyors, screens and crushers of comparatively simple construction. Electrical equipment consisted of motors and starters, with little, if any, interlocking. In most cases failure of any component affected only the grades of coal loaded so that even a prolonged break-down did not affect mine operation materially. However, with the introduction of modern cleaning plants, the picture has changed. The equipment is much more complex and therefore more difficult to maintain. In many cases failure of any component of the plant prevents loading of coal. Even if provision is made to by-pass, the quality of coal loaded is lowered, affecting markets. In the case of plants designed to permit full seam mining, marketable coal cannot be loaded without operation of the cleaning plant. Under these conditions it is apparent that considerable thought and effort toward better maintenance are justified. In order to assure continuous, efficient and economical operation, maintenance should receive consideration, not only after the plant is in operation, but while it is being designed. It is hardly necessary to say that the designer should strive for sturdiness and wearing qualities. It is sometimes not realized, however, that even the best parts will sooner or later require replacement or repair. The designer should, therefore, give consideration to accessibility. Anyone who has had to do with cleaning plant maintenance is familiar with installations where several hours are required to get at a part that can be repaired or replaced in a few minutes, once it is accessible. As in most cases, experience is the best guide. The men who operate and maintain this equipment know the problems encountered. Whenever available, the opinions of these men should be sought and heeded. As an example, we might consider the refuse elevator on a Chance Cone. Our company is now operating three of these cones, the first of which was installed in 1941, and the latest in 2946. Exact records are not available, but well over 50 pct of delays charged to the Chance Cones have been caused by the refuse elevator. This elevator receives refuse from the cone and carries it to a point above the water level of the cone, discharging onto a dewatering and desanding screen. Since the elevator operates under water and necessarily has close clearances in the lower boot, it tends to jam on large pieces of refuse or tramp iron. The chain, buckets and boot are also subjected to the action of water, sand and refuse, which accelerate normal wear. In case of jamming or chain-breakage it is necessary to drain the elevator and the cone so that even a minor fault in the elevator causes a considerable loss of time for the cone. In our new plant, which will contain two Chance Cones, the refuse elevator has been eliminated. This was accomplished by raising the cone so that the refuse gates could discharge directly onto the dewater-

Jan 1, 1948

By A. F. MacDonald

The rugged foothills of the Allegheny Mountains in Washington County, Southwestern Pennsylvania, lend their terrain very well to the use of aerial tram systems to carry refuse from Bethlehem Mines' two preparation plants to disposal areas some distance from the plant site. Bethlehem Nines Corporation has three deep mines in this area, all of which are mining the Pittsburgh Coal Seam, The raw coal is prepared for metallurgical use in a preparation plant at each mine, Trio of these preparation plants, Mine No, 51, Ellsworth and Mine No. 58 Marianna, use aerial tram systems to dispose of reject material.

Jan 1, 1966

By A. Lee Barrett

THE Maintenance Committee of the Coal Division of the American Institute of Mining and Metallurgical Engineers is presenting as a part of this report the second of a series of maintenance cost comparisons. The committee's purpose is to assemble maintenance costs on all equipment connected with mechanical operations at the face of coal mining and to arrange these costs by districts so that comparisons can be made between districts and within districts. The committee, this year, sent 35 questionnaires to representative coal companies who either reported last year or had advised specifically of the inability to report to last year's questionnaire primarily because of limited time. The response to the questionnaire this year was not as good as last year, only 20 of the 35 selected companies returning a completed questionnaire. This year's data has been .compiled and combined with last year's data to present a comparison of the 1945 and 1946 costs of loading machines, shortwall cutting machines, universal cutting machines, service locomotives, shuttle cars, and mine cars. The same tabulation by districts is used as was used for 1945. As was indicated by last year's report there is considerable variation in the maintenance cost of mining machinery in the various coal mining districts and due to this high variability it was not felt practical to attempt to Arrive at weighted averages. Consequently, all average figures used in this report are straight averages. An analysis was made of companies reporting both this year and last year in an attempt to determine the trend in maintenance costs for different classes of equipment. Ten representative companies are used in this computation. Table I shows the average cost for 1945 and 1946. It is felt that the negative trend in the maintenance cost of universal cutting machines probably represents the effect of the purchase of a relatively large number o new machines in 1946 with little maintenance cost appearing during the first yeas of operation. The grand total figure indicates an upward trend amounting to plus 18.7 pct. However, this figure is viewer with some suspicion because of the effect of the universal cutters decreasing maintenance cost and it is concluded that direct application of percentage increase should be made to types of equipment. In Table 2 covering maintenance costs of various types of mining equipment for 1945 and 1946 the results, obtained in Table I indicating trends were applied to those

Jan 1, 1948

By A. Lee Barrett

THE Maintenance Committee of the Coal Division of the American Institute of Mining and Metallurgical Engineers is presenting with this report the first of a series of cost comparisons which it plans to present to the Institute. The plan is to assemble maintenance cost on all equipment connected with mechanical operations at the face of coal mines, to arrange these costs by districts, to make comparisons between districts, and within districts. This particular report covers data with respect to mobile loading machines, including both "on-track" and "off-track" equipment. It is anticipated- in-fact, considerable data have already been accumulated-that next year complete maintenance costs by districts can be presented for complete loading units, including the various classes and combinations of on-track and off-track equipment. Data have also been collected with respect to some phases of maintenance methods and certain recommendations of the committee are included dealing with maintenance problems. In the assembly of these data more than 120 questionnaires were sent to operating companies through- out the United States. At the time the report was written 33 questionnaires had been returned with completed information and an additional group of companies had written that the information requested was not at present available but that they hoped to have such information available in the not far distant future. The replies as

Jan 1, 1946