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By John W. Rushton

THE PLANNED MAINTENANCE PROGRAM All concentrators should start with a planned maintenance program from day one. Every- body thinks they have a program in place before start-up, but in reality, most have only a fraction of what is needed to avoid the "Post Start-up Disaster" (PSD) - two years for start-up is not that uncommon. An effective program has all of the following: (1) Good people. (2) Area Maintenance. (3) Good PM Checklists. (4) Daily Work Schedules. (5) Written Work Orders. (6) Equipment Histories. (7) Backlog Control. The installation of a workable program takes hard work, talent, and commitment. You have to know what you are doing (hard work will not replace talent). Good People Good people are available in any location if you make the effort. Always check references carefully (both superiors, peers and subordinates). Was the last concentrator they worked at successful? Was it clean? Find out! Success or failure follows people around. I know people who are experts on PSD because they have lived through it three or four times. You need some college trained people with hands-on experience. There are no secrets, you have to make the effort. If you make a mistake in hiring (and you probably will), make the tough decision necessary to rectify it quickly. Area Maintenance Area maintenance refers to organization of supervision such that one person is uniquely accountable for every inch of ground and piece of equipment. Avoid overlapping authority if at all possible. You must have a planner as a staff position. A foreman cannot effectively plan and

Jan 1, 1986

By Steven A. Tesdahl

Maintenance means keeping equipment running or restoring it to operating condition. However, the 21st century will usher in a broader need for equipment management, a cradle-to-grave strategy to preserve equipment functions, avoid the consequences of failure and ensure the productive capacity of equipment. Profitable future mining operations will have reduced the 35% of operating costs typically spent on maintenance and the unfavorable impact of downtime that often multiplied these costs by 300%. They will survive those operations that tried to carry outdated "maintenance" thinking beyond the year 2000. These surviving operations will have applied modern management techniques, technology and information to align the efforts of people with the needs of equipment. Future managers will use equipment management as an integral part of an overall production strategy. They will see it as a means of raising productivity, improving performance and minimizing downtime to maximize profitability. This global thinking will characterize all operations planning to survive in the competitive world of mining of the next century.

Jan 1, 1998

By D. J. Charlton

"IntroductionMaintenance is a business, which to be successful, requires good management, systems and reporting. The prime objective of the maintenance management group, be they large or small, must be to anticipate and prevent interruptions in operations by keeping equipment in good mechanical condition. This objective should be carried out at minimum cost consistent with maximum productiveness.The objective of this chapter is to give an insight into the various aspects of maintenance management that must be considered to effectively and efficiently operate a mill complex. The degree to which the maintenance sub-systems are developed in an operating mill will be determined by the size of the mill and the needs of the operation.The criterion of the management system used is that the system serve the operation and not vice versa. The systems presented should be considered as tools and, as with all tools, they must be sharpened and replaced as the need arises or as more effective tools become available.To understand what is involved in maintenance management, it is worthwhile to consider a systems approach to analyzing management problems. This approach was developed by J.A.B. Rae while reviewing maintenance management systems for Cominco Ltd.A very simple system involving managing results and objectives is shown diagrammatically in Figure 1.The systems approach to organizational development involves four basic elements: an objective, a result, an activity and feedback. In the analysis, the activity element is broken down into individual actions that people could be held responsible for. If we introduce the action of operating into the diagram of Figure l, we arrive diagrammatically in Figure 2."

Jan 1, 1989

By P. D. Tomlingson

Senior mining mangers that do not get directly involved in the quality of maintenance performance risk the profitability of their operations. Maintenance is not a stand-alone activity. It requires a production strategy that addresses the total life cycle of equipment from procurement to replacement and assures the fully cooperative, mutually supporting interaction of all mine departments. Only senior managers can assure this happens. This paper examines the strategies, policies and actions required to establish and sustain effective maintenance and the profitability that derives from it.

Jan 1, 2004

By C. W. Taylor, F. L. Martin

"THE DICTIONARY defines Metallurgy as the ""science or art of separating metals from their ores and refining them for use"". In these days, however, such a definition is not detailed enough.The modern science of metallurgy is based on two fundamental sciences, physics .and chemistry, and is sub-divided into two major fields: Process Metallurgy and Physical Metallurgy. These fields of metallurgy are now so comprehensive and involved that even the graduate metallurgist has to specialize in one or the other.In recent years, the relatively new science or technology of non• destructive testing has also entered the industrial scene, with tremendous impact and ramifications. So much so that, certainly, no .discussion on metallurgy can be complete without including some reference to it.Obviously, one paper cannot hope to cover in detail the relationship of the whole science of metallurgy to the mining industry. Consequently, only a very brief reference will be made to the field of Process Metallurgy, our major concern being with Physical Metallurgy and Non-Destructive Testing."

Jan 1, 1960

By L. M. Scovell

The Internet and its related technologies will radically change the way that mines manage and control their maintenance, repair, and operating supply chains. The Internet is creating new distribution channels and offers new technology platforms with significant advantages over more traditional methods. Mines will have to re-evaluate both the strategies and the tactics employed in these areas. Mines will use e-commerce to integrate their maintenance, repair, and operating supply chains. The integration will extend beyond traditional trading partners to a worldwide network of communities with similar interests and goals. The changes will transform the way mines operate, lower mining costs, and thereby increase their chances of success in an increasingly competitive environment.

Jan 1, 2000

By A. S. Kastrinos

There are many concepts of preventative maintenance. The basic objective of all maintenance organization, however, is the efficient (accomplishment and control of all) inspection, repair, overhaul, material and preventative maintenance functions necessary to maintain facilities and equipment in a condition that will meet operating requirements at a level consistent with low costs and high availability. To formulate a preventative maintenance program requires sound judgment and the ability to apply in a practical manner a system that meets Plant operation requirements, based upon organization, experience, conditions, design and historical data. A maintenance program must be divided into to categories consisting of: 1. Scheduled tasks to be accomplished at planned intervals. The objective of these tasks is to maintain reliability and prevent as much as possible abnormal failures. 2. Non-scheduled tasks that result from periodic reports and which can be scheduled to fit in conveniently with other routine work. The non-scheduled work items may include long-range preparation for lenghty shutdowns requiring Engineering and Shop services.

Jan 1, 1975

By Robert F. Reeves, Stephens A. Avary

Introduction People, systems, methods, and organization make up maintenance productivity. Methods promote efficiency in operations, systems ensure consistency and continuity, and organization maintains direction and control. The common denominator in these techniques, though, is people. Management systems can be technically correct, but fail to work because management systems do not work by themselves - people make them work. Therefore, the foundation for mine maintenance productivity must begin with the people involved. Traditionally, the emphasis placed on mine maintenance, as opposed to production, is not proportional to the impact that maintenance has on a mining operation. The performance and productivity of mine maintenance substantially affects the operating costs, revenues, and profits of the mine. The mining industry has recently experienced a period of economic depression. While it has created financial problems in all segments of the industry, it has caused the industry to focus on the need for improved productivity. Mining companies that have made investments in productivity during this period will have a competitive edge during the recovery, and mine maintenance may be the best place to put that investment. Future lost production and maintenance cost problems can be avoided if mine management has the foresight to seize the opportunities that now exist. Background Technological improvements over the last 30 years have been dramatic in the industry. Before these changes, mining equipment was not very sophisticated. So maintenance needs were not very sophisticated. Maintenance people were not required to have any formal training in mechanical or electrical skills. At many mines there was no formal maintenance organization. The mechanic was a part of the section crew and received direction from the face boss. Mine maintenance was not a function, it was a task. Technological change in mining came about in response to an expanding economy and greater demand for mined products. The past 20 years brought about a change in the kind of individual needed to mine ore and coal, and an even greater change in the person needed to maintain equipment. Equipment went from mechanical and pneumatic to complicated electrical and hydraulic. Maintenance progressed from being a task to being a function. Types of Mechanics Mine maintenance workers can be grouped into three categories based on experience: mechanics with more than 20 years, five- to 10-years, and less then five years. These groupings have influenced mine maintenance productivity. The 20-plus mechanic has been the foundation of the maintenance force. He had no formal training and his skills were acquired on the job. As new equipment was introduced, he learned to repair it by trial and error. Not all of what he learned was correct. Personal initiative and conscientiousness are characteristics of this group. They have experienced the bad times and the good, and appreciate the opportunity to work. The five- to 10-year group worked with the older, more experienced mechanics to acquire maintenance skills. These mechanics came in during industry boom times, and many progressed quickly by being in the right place at the right time. Many in this group have difficulty with diagnostic trouble-shooting, and depend on changing out parts to identify problems. This group is generally more mobile and less apt to have a strong work ethic. Mechanics with about five years experience have vocational training, some formal education or basic skills training. Like the five- to 10-year group, these miners are mobile and tend to move readily to satisfy their changing needs. These two younger groups are less apt to feel any loyalty to the employer or obligation to be productive. Their attitudes and abilities reflect the influence of their general age groups, and has a definite impact on mining productivity. Past Requirements In the 1960s, the basic requirements for a maintenance supervisor was that he be a top mechanic, get along well with the men, and be a hustler and improviser. He learned the details of new equipment as repairs were needed. Oftentimes, this individual would be the only person on the property with the ability to read prints, use diagnostic testing equipment, and troubleshoot using an analytical approach. This approach to maintenance is sufficient when the equipment design is reasonably uncomplicated. Management Changes As technology progressed, organized labor gained strength, government regulation increased, and the job of supervising and managing people had to change. The environment has changed and

Jan 11, 1983

By Bruno Aguiar do Prado

Atividades industriais, especialmente relacionadas ao segmento de MMM, têm força econômica considerável além de significativa relevância no cotidiano da população. Neste contexto a disseminação da importância do uso sustentável dos recursos energéticos vem sendo um grande destaque. Diante da necessidade em se atingir a eficiência energética de forma plena, a indústria tem investido em infraestrutura e equipamentos que tem o objetivo de disponibilizar as informações de consumos e demandas de equipamentos e linhas de produção através de medidores inteligentes e conectividade entre as "ilhas" de informação espalhadas no site. A fim de relacionar e disponibilizar os dados obtidos e transformá-los em informação existem diversos softwares com a capacidade de gerar e correlacionar KPIs e análises, evidenciando gaps, direcionando melhorias e até mesmo dar suporte à priorização de investimentos. Esse tipo de abordagem é de extrema importância para que se possam alcançar economias significativas para todas as operações do segmento de MMM.

Aug 16, 2017

By A. H. Harvey, M. Delangen, A. D. Fernie

"A large-scale expansion to Pacific Coast Bulk Terminals Ltd. has now been completed and placed in operation. The original plant, built approximately eight years ago, consists of the direct rail-car to ship transfer of bulk commodities. The extension includes additional rail-car unloading, a transfer house system for directing commodities to storage or ship, major storage and reclaim facilities, a second shiploader and a second deep-sea berth. In addition to the facilities for overseas shipments, a wood-chip loader and a barge berth have been installed for domestic shipments of wood chips and, occasionally, for other local commodities. The design considerations imposed by the nature of the products to be handled are covered in this paper."

Jan 1, 1969

By George H. K. Schenck

It seems appropriate to review the history of mechanization of our underground coal mines at this time when many favorable flags are flying for this industry. It is a reasonable hope that such a review may stimulate thinking as to the directions that new technological developments are apt to take and in which members of the Society of Mining Engineers are destined to play important roles. Discussion of the relative importance of the various changes that have taken place since the advent of electric power provides the starting point. It is in the economic factors utilized that we find conditions which permit more efficient utilization of the capital committed to the industry. Concepts rather than specific items are emphasized in the following discussion because once the value of a concept, such as mechanical conveyors, is established, it then spawns many variations which are not significantly different. The shift from animate to inanimate energy has been the most important change in the modern industrial scene, including coal mining. Although introduced into coal mines for some purposes early in the period of general electrification, the coal industry adopted mechanical power relatively slowly, and 1944 was the first year in which a majority of deep-mined coal was mechanically loaded.

Jan 1, 1968

In an earlier day, a moderate-sized 600 tpd mine could easily require 60 working faces and might use five supervisors. The miner had a tonnage rate as an incentive and was largely his own boss. With the advent of conventional mining machine crews, the typical pattern of resource used changed radically. The number of work places could be cut by a factor of ten, but supervision only by a factor of somewhere around three, or at most, five. Obviously, supervision was increased. Capital use rose at the same time by a factor of approximately eight. Materials used, such as powder and bits, probably in- creased in both quality and unit cost, too. It certainly required a better-trained man to run the machines, but fewer miners were needed. It is clear that each input factor such as land, labor, capital and management, has changed significantly and it would be foolish to attribute all the gain to improved machines. However, concentration of work was a vital consideration in the change, sketched above, and such focusing of work in fewer areas could not have occurred without high capacity mining machines.

Jan 11, 1968

By R. L. White

Classification of Mills Mills may be classified under four categories that relate to the type of action utilized to grind the material: Tumbling. The most important of these to the minerals processing industry are tumbling mills. Grinding media is actuated in a free¬form pattern in a rotating drum causing it to tumble, material being ground passing through the tumbling media. Work is done by a combi¬nation of attrition and impact. Impact. Grinding media is actuated in a distinctive pattern so that it impacts the material being ground. Work is done by impact. Roller. Grinding media is actuated in a distinctive pattern, mate¬rial being ground passing under or between the media. Work is done by compression. Fluid Energy. There is no grinding media as such. Energy is imparted to the material by transfer of kinetic energy from the fluid to the material. Grinding is accomplished by interparticle impact and attrition. Tumbling Mitts The main physical arrangement consists of a lined cylindrical drum mounted on trunnion bearings driven by a ring gear and pinion, in turn connected directly or through a reducer to the electric motor. Variations to this general arrangement include: (1) Drum mounted on rollers instead of trunnions. (2) Bearings on the drum directly, not on trunnions. (3) Utilization of multiple pinions on the gear. (4) Trunnion-type drive arrangement through a gear reducer with¬out the use of a ring gear. (5) Motor rotor mounted directly on the drum with stator around the drum, thus eliminating the gearing. The drum consists of a shell and heads lined with replaceable liners of various types and configurations. Various types of tumbling mills are tabulated; illustrations of some are shown. The types are so designed for specific purposes. Media utilized include steel rods, balls, or rock of the same material as being ground or of special material in the instance where iron contami¬nation is detrimental (see Figs. 9 and 10 and Table 2). Impact Mills Although there may be some overlapping of interpretation of terms, impact mills are considered those in which the media is actuated in a distinctive manner, at relatively high speed, impacting the material to be ground. There is an overlapping also in what may be considered to be crushing equipment rather than grinding equipment. Hammer Mill or Impactor. Material is fed into the equipment; inside hammers of impactors revolve at a high speed, breaking the material on impact with the hammers (see Fig. 11). Material is also thrown against the periphery of the mill, causing impact grinding to occur. Equipment is normally lined with replaceable abrasive resis¬tant metal; hammers are also

Jan 1, 1985

By John D. Campbell

Alberta Plains coals exhibit an almost rectilinear system of vertical fracturing called "cleat", which is best traced by mapping true bearings of underground coal mine rooms. The cleat pattern is approximately conformable with a pattern of surficial features and a pattern of bedrock jointing in the Alberta Plains, and with the trend of the Rocky Mountain Trench, but not with the distribution pattern of coal rank nor with the trend of the eastern boundary of the Rocky Mountains and Foothills physiographic province. The processes resulting in cleat remain in doubt, but cleat is always of practical importance in extracting coal from deeply buried deposits.

Jan 1, 1979

By G. Reed Marchant

During the past two decades, we have witnessed the computer revolution. Like other revolutions, it has been successful in many ways; however, it has not been without difficulties. One of the areas where these difficulties have been more prevalent has been in the application of computers for the purpose of controlling industrial processes. During the early 1960's, many people naively assumed that bridging the gap between data processing and process control was a simple matter of connecting a few wires, doing a little programming, laying off most of the people and watching the plant make great increases in production as the lights on the computer blinked on and off. Unfortunately, it has not been that simple. Instead, a whole new-set of disciplines has been required to overcome the major obstacles that exist. Nevertheless, current successes are proving that the digital process control computer is here to stay, and that through the application of digital computers an attractive return on investment can be obtained in many applications.. The purpose of this paper is to illustrate some of the requirements for successful implementation of computer control systems, with particular attention to the following four objectives: First: Acquaint the reader with the general control problems so that he may more fully recognize the major requirements for successful implementation. Second: To acquaint the reader with the types of control hardware that can be considered for use in the development of control systems. Third: To discuss some of the major obstacles that must be overcome for successful implementation of computer control systems. Fourth: To discuss the systems approach in the development of control systems and to illustrate it in the implementation of an actual control system.

Jan 1, 1971

By G. W. H. Norman

Introduction During the past few years emphasis has been placed on the importance of major faults, fault zones, and associated structures in localizing ore deposition. This interest has developed partly through experience in mining camps in other parts of the world, and partly by the discovery of such structures associated with ore deposits in the Abitibi region, northwestern Quebec. The recognition of these structures has been brought about chiefly by detailed mapping that has been gradually extended along most of the southern gold belt of Quebec and across adjacent parts of Ontario. In the Chibougamau region of northern Abitibi, progress has been made in the mapping of major faults by using aeroplane photographs with a scale of about 1,000 feet to one inch for field mapping. These studies have shown that many large faults occur in the Abitibi region; also that there is a relationship, direct or indirect, between faults and mineral deposition. The faults are, however, of more than one type and age, and this should be clearly appreciated in any planned programme for prospecting this great region adequately. The information regarding faults and structure is so widely scattered that it is difficult to obtain a clear picture of the essential features, either for planned prospecting or for analysis and development of ideas for further study. This paper, as originally conceived, was intended only to discuss and compare the regional structure of southern Abitibi county-where detail mapping and diamond drilling have been carried on intensively for the past ten years-and of the less well-known Chibougamau district, in order that the experience gained in the one area could be usefully applied in the other. However, a comparison of the two districts leads naturally to a consideration of their common relationship to certain major late-Precambrian structures that form an important northeast system across the southeastern part of the Canadian Shield.

Jan 1, 1946

By Kenneth S. Johnson

High-purity gypsum of Permian age crops out in three major gypsum districts of western Oklahoma. The northwest and southwest districts have important reserves in the Blaine Formation, whereas reserves of the west-central district are in the Cloud Chief Formation. Gypsum beds of the Blaine Formation typically are 10 to 30 feet thick, 95 to 99 percent pure, and interbedded with shales that are 2 to 30 feet thick. The base of the Cloud Chief Formation consists of a massive bed of gypsum that typically is 20 to 100 feet thick and is 92 to 97 percent pure. Anhydrite is present in the sulfate beds, beneath 20 to 100 feet of overburden, at a number of places in all three districts. Total gypsum reserves in the three districts are estimated at 48 billion short tons. These reserves are well suited for open-pit mining or quarrying, because gypsum typically forms hills in the semiarid climate of western Oklahoma, and the gypsum layers are nearly flat lying, without folds or faults. Seven companies currently mine a total of 1.0 to 1.4 million tons of Oklahoma gypsum each year for wallboard, for plaster, as a retarder in portland cement, and as a soil conditioner.

Jan 1, 1978

By A. T. Iannacchione

Recent fatal injuries occurring during pillar retreat coal mining call for better identification of the hazards and recognition of risks. Ground control hazards associated with room-and-pillar retreat mining tend to intensify with depth, requiring extra precautions in the form of additional controls. In many locations these activities are further complicated by local complexities often associated with unique or novel circumstances, such as over-mining or under-mining. One technique recently studied by NIOSH, Major Hazard Risk Assessment (MHRA), may help mine operators to mitigate the risks associated with pillar recovery operations. The approach was trialed at two underground coal mines in southern West Virginia that are currently practicing pillar recovery. The first step in the MHRA process involved reviewing the segments or parts of the pillar extraction mining system and identifying associated hazards and threats to the operation. Some of the high risk hazards at these two sites included: ? Rock fall during pillar extraction covers equipment and injury occurs during recovery operations, ? Rock fall above the roof bolt horizon, potentially injuring ? workers and/or requiring recovery action, ? Rib fall under deep cover, potentially injuring workers, and; ? Strata instabilities associated with subsidence of the interburden due to simultaneously mining two seams in close vertical proximity to one another. The mines? risk assessment teams then considered each threat individually in order to systematically identify potential unwanted events. The top unwanted events were examined individually using structured risk analysis tools. The output from the process includes a list of priority existing controls for monitoring and auditing, and a second list of potential new controls. These controls consisted of: Examples of best practices, ? Enhanced communication, ? Implementing standard operating procedures (SOP), ? Protocols for emergency response actions, ? Effective layouts, ? Efficient monitoring, and; ? Successful audits. This paper documents the process as it unfolded at the two mines, and analyzes the strengths and weaknesses of the MHRA technique as it applies to pillar recovery operations. This work was part of a larger NIOSH research project. NIOSH was responsible for: 1) facilitating the risk assessment process known as Major Hazard Risk Assessment (MHRA), 2) documenting the risk assessment process, and 3) providing mine management with a written draft summary of the risk assessment process. The results of the risk assessment represent the thoughts and opinions of the individual risk assessment teams and should in no way be construed as an endorsement of the risk assessment output by NIOSH or the University of Pittsburgh.

Jan 1, 2009

By A. T. Iannacchione

Recent fatal injuries occurring during pillar retreat coal mining call for better identification of the hazards and recognition of risks. Ground control hazards associated with room-and-pillar retreat mining tend to intensify with depth, requiring extra precautions in the form of additional controls. In many locations these activities are further complicated by local complexities often associated with unique or novel circumstances, such as over-mining or under-mining. One technique recently studied by NIOSH, Major Hazard Risk Assessment (MHRA), may help mine operators to mitigate the risks associated with pillar recovery operations. The approach was trialed at two underground coal mines in southern West Virginia that are currently practicing pillar recovery. The first step in the MHRA process involved reviewing the segments or parts of the pillar extraction mining system and identifying associated hazards and threats to the operation. Some of the high risk hazards at these two sites included: ? Rock fall during pillar extraction covers equipment and injury ? occurs during recovery operations, Rock fall above the roof bolt horizon, potentially injuring ? workers and/or requiring recovery action,Rib fall under deep cover, potentially injuring workers, and; ? Strata instabilities associated with subsidence of the ? interburden due to simultaneously mining two seams in close vertical proximity to one another. The mines? risk assessment teams then considered each threat individually in order to systematically identify potential unwanted events. The top unwanted events were examined individually using structured risk analysis tools. The output from the process includes a list of priority existing controls for monitoring and auditing, and a second list of potential new controls. These controls consisted of: ? Examples of best practices, ? Enhanced communication, ? Implementing standard operating procedures (SOP), ? Protocols for emergency response actions, ? Effective layouts, ? Efficient monitoring, and; ? Successful audits. This paper documents the process as it unfolded at the two mines, and analyzes the strengths and weaknesses of the MHRA technique as it applies to pillar recovery operations. This work was part of a larger NIOSH research project. NIOSH was responsible for: 1) facilitating the risk assessment process known as Major Hazard Risk Assessment (MHRA), 2) documenting the risk assessment process, and 3) providing mine management with a written draft summary of the risk assessment process. The results of the risk assessment represent the thoughts and opinions of the individual risk assessment teams and should in no way be construed as an endorsement of the risk assessment output by NIOSH or the University of Pittsburgh.

Jan 1, 2009

In late 1993, Inco Ltd. completed a $600-million environmental improvement project at its Sudbury, Ontario operations -the largest single environmental project ever undertaken by a Canadian corporation. Efficient new facilities and innovative technologies installed during the course of the project have also significantly improved Inco's productivity and competitiveness. In early May 1994, a panel of 18 Inco authors contributed to a Technical Forum, "Environmental Programs at Sudbury," presented at the 96th Annual General Meeting of the Canadian Institute of Mining, Metallurgy and Petroleum (CIM) in Toronto. Their papers have been published in CIM's Toronto `94 Proceedings Volume, pp. 62-77. The following report draws primarily on discussions of Inco's milling and smelting operations published in the Proceedings Volume. The Proceedings Volume also includes papers on the acid and oxygen plants and on engineering, construction and commissioning of the project. The 222-page Proceedings Volume is available from CIM, $C27 plus shipping. To order, contact: V. Ward, CIM, Xerox Tower, 1210-3400 de Maisonneuve Blvd W, Montreal, Quebec, Canada H3Z 3B8; phone 514-939-2710, fax 514-939-2714. Lane White, Publisher.

Jan 1, 1994