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By J E. Everett

At BHP Billiton Iron Ore Newman Joint Venture (NJV) ore is railed from four separate mine operations in the Newman area to Port Hedland, where the ore is screened, crushed and blended to produce lump and fines NJV products. Each mineÆs grade varies separately, so it is important that a centralised system is in place to control the overall blend and ensure that the products meet customer expectations. It is important that grade- related decisions are built into the normal production process and have minimal impact on production rates. A continuous stockpile management system (CSMS) covering the whole NJV production process is used to generate the daily crushing schedule, taking into account all currently available ore sources. Innovative additions to the CSMS provide more accurate information to support decision making by the mine schedulers; for example, blasthole estimates are continually adjusted for bias compared to crusher and port rake grades; lump-fines (L-F) grade split and beneficiation plant upgrade algorithms are updated on a continuous basis, and the dilution effect, which impacts on reported port rake grades, is removed.

Jan 1, 2007

By D La Rosa, W Valery, A Jankovic, S Ese

Metso Minerals Process Technology Asia-Pacific (MMPT-AP) has been working with many mining companies worldwide performing æMine to MillÆ or Process Integration and Optimisation (PIO) studies. MMPT-AP has developed a proven methodology to improve the efficiency of the mine-mill interface and gain maximum benefit. The PIO methodology involves rock characterisation, mathematical modelling and simulation to generate a list of operational and control changes for both the mine and concentrator. Following the methodology, the list of recommendations is developed relatively easily; the more challenging part depends on the company. Success of a PIO project relies on the ability of an organisation to implement change û both operationally and culturally: the human element. When a PIO project is started, there is initial interest and commitment from the company. But how can this be maintained? How does an operation know if the benefit continues? MMPT-AP is now developing long-term relationships with clients to ensure that the increased production and improved efficiency continues. Direct and indirect measurements are used to determine the key factors involved and to understand the cause/effect relationships. Simulation tools also can be used to compare current with recommended practices û so when material properties vary over time, the benefits can still be quantified. PIO is about empowerment: by measuring and understanding what parameters affect concentrator performance, the site personnel now have the knowledge to make a difference. Rather than simply reporting variable or poor concentrator performance, operations can predict when production will be affected and put controls in place to prevent it from happening. This requires support and commitment from the company or æbuy inÆ. Ensuring this buy in continues is the challenge facing every company involved in PIO work û but the benefits are well worth it. This paper will review MMPT-APÆs experiences in implementing PIO projects in the long term: from both the consulting and operational viewpoints. MMPT-APÆs involvement with a number of companies will be discussed as examples of what works and what does not.

Jan 1, 2007

Metso Minerals Process Technology Asia-Pacific (MMPT-AP) has been working with many mining companies worldwide performing `Mine to Mill' or Process Integration and Optimisation (PIO) studies. MMPT-AP has developed a proven methodology to improve the efficiency of the mine-mill interface and gain maximum benefit. The PIO methodology involves rock characterisation, mathematical modelling and simulation to generate a list of operational and control changes for both the mine and concentrator. Following the methodology, the list of recommendations is developed relatively easily; the more challenging part depends on the company. Success of a PIO project relies on the ability of an organisation to implement change - both operationally and culturally: the human element. When a PIO project is started, there is initial interest and commitment from the company. But how can this be maintained? How does an operation know if the benefit continues? MMPT AP is now developing long-term relationships with clients to ensure that the increased production and improved efficiency continues. Direct and indirect measurements are used to determine the key factors involved and to understand the cause/effect relationships. Simulation tools also can be used to compare current with recommended practices - so when material properties vary over time, the benefits can still be quantified. PIO is about empowerment: by measuring and understanding what parameters affect concentrator performance, the site personnel now have the knowledge to make a difference. Rather than simply reporting variable or poor concentrator performance, operations can predict when production will be affected and put controls in place to prevent it from happening. This requires support and commitment from the company or `buy in'. Ensuring this buy in continues is the challenge facing every company involved in PIO work - but the benefits are well worth it. This paper will review MMPT-AP's experiences in implementing PIO projects in the long term: from both the consulting and operational viewpoints. MMPT-AP's involvement with a number of companies will be discussed as examples of what works and what does not.

Jan 1, 2007

By M Kizil

Mining Engineering Degree programs have traditionally had a practical emphasis and have been highly vocational in nature. However, over the years, there has been an increasing attention to the more scientific aspects of the discipline. More recently, the professional institutions, the industry and the community at large have placed increasing emphasis on the broader aspects of the professions: management, finance, humanity, environment and social issues. Notwithstanding this, there has been a continuing emphasis on the practicalities, and most Mining Engineering programs are still strongly vocational in nature. But employers of new graduates complain about the graduatesÆ lack of practicality and readiness for employment æat the sharp endÆ on the mine site.This paper briefly describes some of the more recent developments in the Mining Engineering Degree program at the University of Queensland that attempt to address the problem. Particular attention is paid to alternative learning programs, including applications of virtual reality, practical experience at the University Experimental Mine (UQEM), and the Undergraduate Site Learning Program (USLP).

Jan 1, 2002

By Peter C. Jones

The paper gives a broad view of the maintenance procedures at the Cassiar Asbestos Corporation property. Comparisons are drawn to indicate the changes in facilities and approach that have evolved over the last 25 years while coping with the northern British Columbia climatic conditions. Special emphasis has been placed on the importance of the support groups providing services for both the mine site and the town.

Jan 1, 1978

By John W. Rushton

Maintenance and inventory are usually the last items considered in mine development. They need to be addressed properly and early. The micro-computer brings sophistication within the reach of even the smallest mines. Maintenance and inventory programs, if properly installed, will reduce costs 15 to 25% and allow management time to address the mining and metallurgical problems at start up. Shops and warehouses are rarely designed properly. Large engineering firms spend 5 to 20 times more than is necessary for first class facilities. There is an optimum design, size, and layout. Take the time necessary to assure you get the right people, programs, and facilities in that order. Maintenance, inventory, and inventory control must be addressed early if a small mine is to have a chance at optimizing costs during the first two years of operation. This is hard work and is usually put on the back burner until the mine is in some degree of trouble. Hiring an experienced maintenance superintendent is important but it is not the complete solution. Maintenance systems, design of facilities, and use of computers are not skills that maintenance people usually have. In addition, the work of ordering spare parts and working with erection people is a full time job and any maintenance people on site during construction are quickly recruited. The end result is that few mines start up with an adequate Maintenance or Inventory System in place. The months, and in some cases years, that the mine attempts to operate without a system are both painful and expensive. Designs of successful integrated maintenance and inventory programs are virtually 100% supported with some outside assistance. Our system is the approach that we are most familiar with and this paper will isolate how Rushton International would go about setting up systems and designing support facilities. Micro-computers are the only way for a small mine to go. ~ini-computers cost more originally and operating costs are many times higher than even the most sophisticated micro system. Micro- computer software is developed further and recent advances in hardware makes medium priced units equal to most mini's in RAW COMPUTER POWER. Mines in general, and especially small mines, have no need for main frame power. MAINTENANCE A good maintenance program has: 1. Equipment Master List a. Equipment Detail Reports 2. Work Order and Backlog Control Program 3. Component Control Program 4. Tire Program 5. Wear Materials Program 6. PM Control Program 7. Maintenance History Program 8. Performance Program We also track miscellaneous items such as MSHA training and inspections, timekeeping, etc. Rather than going through the program step-by-step, it makes more sense to go through a typical Maintenance Day and show how the programs are used. The first thing maintenance supervision needs to know is "how we are doing." We

Jan 1, 1987

By C. A. Campbell

"There has been a significant reduction in maintenance hours and improved performance by maintenance crews at the MacLeod mine since the introduction of a Maintenance Control system which includes the use of maintenance standards. This paper deals with the steps taken to develop and implement the program. The objectives of the program and the organization and training of the control group are outlined. The work-order system, standards application, classification of work and the preventive maintenance procedures will be discussed.All maintenance information is processed on a Model 360-20 IBM computer, which turns out maintenance records and control reports for management action. Information in these reports, and reasons for reporting, will be discussed and the benefits resulting from the program reviewed."

Jan 1, 1973

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 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 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. J. Stapleton

"The Copper Mountain mine of Gaspe Copper Mines, Limited was brought into production in January, 1968.This paper describes the organization, scheduling and control of maintenance of large open-pit equipment, including 8-cu.yd shovels and 85-ton electric-wheel haulage units. The facilities for repair as well as maintenance are also described, including repair shops and field repair equipment. Maintenance costs are discussed and particular reference is made to tire inspection, records and costs."

Jan 1, 1969

By A. Durnan

Barrick Goldstrike Mines Inc. (Goldstrike) operates a six circuit (train) pressure oxidation plant for the pretreatment of gold bearing sulfide ores. The property is located 27 miles north of Carlin, Nevada. Since the commissioning and start-up of the first circuit in 1990 until the present total plant availabilities have exceeded 90%. The discussion that follows will detail the maintenance practices employed to consistently achieve this goal.

Jan 1, 1994

By William V. Robinson

The Iron Ore Company of Canada mines, processes and ships crude iron ore, concentrate and pellets from the rich ore bodies of the Labrador Trough area in the extreme north-eastern part of Canada, some five hundred miles from Montreal (see figure 1). There are three main sites of activity. At Schefferville, approximately 12 million tons a year of crude ore (chiefly limonite) are mined, crushed, screened and shipped to Sept-Iles. At Labrador City, 40 million tons of specular hematite are mined annually for processing into 17 million tons of concentrate. Of this, 9 million tons are converted into pellets. All product 1s shipped to Sept-Iles. At Sept-Iles, on the north coast of the St. Lawrence, a six million ton per year concentrator and pellet plant process much of the Scheffervllle ore into high-grade pellets. Also at Sept-Iles are the company's administration offices stockpiles and shipping facilities. The Terminal facilities can berth and load a 250,000 ton bulk carrier at 19,000 tons per hour.

Jan 1, 1975

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 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 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 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 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