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By Marco Arratia H.

Las etapas iniciales de la ingeniería de un proyecto comprende: los estudios de perfil, prefactibilidad (ingenieria conceptual) y factibilidad (ingeniería básica). En este sentido, el presente texto analiza el costo por concepto de mantenimiento y gestión de activos que incluyen costos inversionales (Capex) y operacionales (Opex), como la infraestructura, naves, bahías, talleres, almacenes, repuestos estratégicos, equipamiento y herramientas especiales, recursos humanos (mano de obra), capacitación, software de mantenimiento CMMS (Computerized Maintenance Management Software), etc.

Mar 1, 2015

By Juan Francisco Retamozo

Hoy es indispensable que los profesionales de ingeniería de minas se capaciten en gestión y habilidades blandas, para responder adecuadamente a los nuevos retos que plantea el mercado laboral. Como producto de su extensa práctica como ingeniero de minas y coach personal en el sector, el autor desarrolla en este artículo diversos aspectos de interés para aquellos profesionales interesados en acceder a posiciones de liderazgo.

Aug 30, 2020

By Wagner Fidelis Brum

Os desafios atuais no mercado de mineração de ferro requerem uma gestão de engenharia cada vez mais dinâmica a fim de tornar viáveis novos projetos, os quais contemplam reservas com minérios mais profundos, mais compactos e com teores menores do metal alvo. Além disso, estudos de viabilidade de alta complexidade têm como objetivo tornar rentáveis operações inseridas em ambientes repletos de restrições. Neste trabalho serão discorridas diferentes formas de se estruturar a engenharia a fim de atender tanto a projetos pequenos, quanto médios ou grandes. Nesse momento serão abordadas vantagens e desvantagens de cada modelo, bem como serão sugeridas estruturas para que se atinja uma boa qualidade de engenharia dentro do custo esperado.

Aug 1, 2018

By Danielle Duarte Bernardi

A ArcelorMittal Aços Planos América do Sul, unidade de Tubarão (AMT), desde o início de operação tem os recursos hídricos como uma das questões centrais nas estratégias de sustentabilidade e estabilidade operacional para sua produção. A gestão hídrica da AMT, dentre outras ações, garante que 95% de toda a água captada na usina venha do mar e retorne sem entrar em contato direto com nenhum outro material. A utilização de água de reuso de efluentes internos resulta em menor necessidade, apenas 5%, de consumo de água doce. O investimento contínuo em reusos internos e a eficiência dos sistemas permitiu em 2014 um índice de recirculação de água doce na AMT de 97%. No início do ano de 2015, o Estado do Espírito Santo declarou estado de alerta devido ao prolongamento da estiagem e consequente redução das vazões dos principais rios do Estado. Mais uma vez empenhada em garantir a preservação dos recursos hídricos, a AMT implantou novas ações, em caráter emergencial, para reduzir a captação de água doce. São ações voltadas à otimização do processo, novos reusos de efluentes, além da eliminação de perdas. Os esforços resultaram na redução expressiva do volume de água doce utilizado na AMT chegando a reduzir o consumo específico de 3,9 m³/t de janeiro de 2015, para 2,9 m³/t em fevereiro de 2015.

Aug 16, 2017

By Luciano Lellis Miranda

Este trabalho apresenta os principais conceitos de Indústria 4.0 e discute os benefícios do emprego de alguns de seus mecanismos na construção de um sistema integrado de gestão de energia, em especial a utilização das tecnologias de big data (ou megadados, em português). A tese defendida neste trabalho – a possibilidade de se produzir grande valor a partir da abundância de dados de medição de consumo, de produção e de estados dos equipamentos, tipicamente encontrada em ambientes industriais – é demonstrada através do caso concreto da empresa Aperam South America, em sua planta de Timóteo, MG. Os resultados apresentados neste trabalho ilustram, qualitativamente, os potenciais retornos apurados no desenvolvimento de um sistema com as características descritas.

Aug 17, 2017

By Alexsandro Marcio da Silva

Com o objetivo de prover informações precisas, coesas e em tempo real aos gestores da Diretoria da Usina Presidente Vargas (UPV) para a tomada de decisões, foi criado o projeto para Gestão de Indicadores de Desempenho em Tempo Real com o foco no processo produtivo e performance das áreas de Laminação (a quente e a frio), Zincagem e Folhas Metálicas. O projeto foi desenvolvido em fases, onde cada fase contemplava um determinado número de equipamentos, áreas e plantas, com visualização em drill down. Utilizando os conceitos de Data Visualization e Operational Intelligence, foi possível integrar e centralizar as informações de diversas fontes de dados, tais como, PIMS, MES, LIMS, ERP, Supervisórios, PROCOM's e entradas manuais. Padronizar as informações de controle do processo produtivo entre os gestores facilita a identificação de problemas e suas causas, e permite analisar simultaneamente várias áreas e plantas. Exibir em tempo real perdas operacionais em decorrência de desvios de processo, torna o processo de tomada de decisão mais rápido e assertivo, contribuindo para a melhoria da performance dos equipamentos, redução de riscos de falhas, e além disso aumenta a vida útil dos equipamentos e otimiza a monitoração dos processos.

Jul 30, 2018

By Paulo Henrique da Silva Gomes

A melhoria contínua dos processos é fator fundamental para o sucesso do negócio. Avaliar as melhores práticas e propor soluções que equilibrem os custos e o uso consciente dos recursos naturais transformará o negócio sustentável e sólido. Com esse ideal foi realizado um estudo de viabilidade econômico-financeira e operacional para a implantação de uma nova metodologia na gestão de paletes do negócio cimentos. O estudo objetivou a implantação de um sistema integrado de paletes que permitiu uma gestão eficiente do negócio, sendo possível controlar os índices de paletes disponíveis para a produção, paletes em reparo, paletes sucateados e balanceamento de estoque entre fábricas e centros de distribuição, contribuindo para uma redução da necessidade de compra de novos paletes. Além disto, propôs também a implantação de uma oficina de paletes dentro das fábricas garantindo um melhor processo de triagem de paletes que contribuiu para a redução do tempo de parada das linhas produtivas por problemas de paletes fora de padrão operacional.

Aug 17, 2017

By Cinara Piazzarolo Lana Madeira

Foi desenvolvida uma metodologia de análise, classificação quanto a condição de conservação e priorização das atividades de inspeção, conservação e manutenção das estruturas metálicas e redes de distribuição de fluídos gasosos na ArcelorMittal Tubarão a fim de realizar a correta gestão destes ativos, com foco na minimização dos riscos e redução dos custos no longo prazo, além de contribuir para tomada de decisão estratégica nos orçamentos plurianuais. A Metodologia desenvolvida envolve uma análise em função da condição atual dos seus ativos, da degradação destes ao longo do tempo e dos recursos empregados ao longo dos anos para recuperação estrutural ou pintura preventiva, sendo a base fundamental para a geração de um ciclo de manutenção preventiva com visão centralizada, especializada e sistêmica.

Oct 30, 2017

Improved Process & Practices Result In: ? Reduction of undesirable downtime, & expensive secondary damage ? Improved equipment performance & health ? Extension of equipment life, & reduction of operating costs ? Safety and environmental performance improvement Equipment knowledge capture and consistently applied

May 1, 2010

By Keith Donovan

Why are we here? Improve equipment performance & health ? Eliminate undesirable downtime and expensive secondary damage ? Maximize equipment life, optimize running costs (reduce costs) ? Improve safety and environmental performance ? Capture and consistently apply equipment knowledge ? Improve Proactive Maintenance processes & practices

May 1, 2009

By A. W. (Sandy) Neilson

Whether you are a general contractor who hires subcontractors to perform blasting work or you have your own blasting crew, it is extremely important to understand how Business Liability Insurance works, regardless of who is ultimately providing the coverage. If close attention is not paid to the limitations and preblast survey requirements under most policies that provide blasting coverage, you could find yourself facing an uninsured loss.

Jan 1, 2002

By Michel Ruel

Most plants do not track how their systems perform. Optimization is the easiest way to benefit from your control systems. We suggest an approach in four phases. The first phase is to assess all equipment to determine the performances for instruments, valves, variable speed drives, and other equipment. The second phase is to remediate instrumentation problems, including the ones pertaining to valves, variable speed drives, analyzers, transmitters. When equipment is in order, loops are put back in automatic mode. If a loop oscillates, use standard default values for this type of loop. The third phase consists in validating the control strategies, properly configuring the systems (control system, programs and parameters, HMI, alarms), and then tuning the loops and control strategies. The fourth phase consists in analyzing the process and expected performances in order to optimize the control loops and control strategies. If performance is not sufficient, a decision tree will be presented to determine the right approach: advanced regulatory control, model predictive control, or fuzzy logic control. Once all steps have been completed, control performance monitoring software is used to sustain the results and pinpoint equipment or loops not performing as stated. Alarm management and rationalization could also be performed after auditing the alarm system, if needed. Examples from plants will be used to demonstrate how this step-by-step method is applied and produces results. INTRODUCTION Maximizing what you already have is the best investment to remain competitive. This article aims to show the benefits of a systematic approach using modern tools to improve plant performance. We at BBA suggest dividing the work in four phases, and a subsequent phase can begin when the previous one has progressed: Assess, Remediate, Stabilize, Optimize, or add advanced control. This approach has been successfully applied to several sites. Examples and illustrations from these plants demonstrate how this step-by-step method is applied and produces results. Under the BBA method, there are four questions to answer before proceeding to the next step. For each control strategy, you should ask the following questions: Assessment: Does it work? Remediation: Do you use it? Stabilization: Is it stable? Optimization: Does it perform? Do you need advanced control?

Jan 1, 2019

By M. Sharafodin, A. A. Hassanipak

Abstract - The essential aims of additional borehole drilling are to improve the reliability of grade and tonnage estimates in each reserve class and to increase ore tonnages. The "GET" function presented in this paper considers strategies for achieving both of these goals simultaneously, and therefore is advantageous for selecting sites for additional boreholes. The "GET" function is either a linear or a non-linear product of three variables G, E, and T: f(G,E,T,) = G??E??T??where the values of any or all of the exponents ?, ?, and ??may differ from unity at the discretion of the user. G and E are the average estimated block grade and the average estimation error for ore blocks in one vertical column, and T is the compounded ore thickness within the column. To illustrate its utility, the GET function has been used for determination of the most advantageous sites for additional drilling in the Shah-Kuh Pb-Zn deposit in west central Iran.

Jan 1, 2004

By R. M. Barker

The historic Getchell property is currently being mined from the Getchell Main Underground workings, a foot wall extension of the Getchell open pit deposits along the Getchell fault. Drift-and-fill techniques are used to extract the ore through a ramp access. The adjacent Turquoise Ridge deposit is currently under development via two vertical shafts. Together, the two mines will continue to provide feed to the Getchell's 3,200 tpd mill/autoclave circuit, taking Getchell Gold from its current production rate of 200,000 ounces (Au) per annum, to over 400,000 ounces (Au) per annum by 1999.

Jan 1, 1997

By Dale Matthews

The Getchell Mine, near Winnemucca, NR, was discovered in the 1930s and was initially mined to recover gold from oxide ores. During the 1940s and 1950s, gold was recovered from the highly refractory arsenic sulfide ores using horizontal kilns to roast the ores. During the 1960s, fluid bed roasters were used to oxidize the ore and recover the gold. The mine was shut down from 1968 through 1985. In 1985, heap leaching was started on the low-grade oxide ores that were available. In 1989, a pressure oxidation circuit was started to recover gold from the higher grade sulfide ores. Flowsheet The basic plant flowsheet of the Getchell Mine are shown in Figs. 1 and 2. The plant was designed to process a nominal 2.7 kt/d (3000 stpd) of ore with about an 85% onstream availability and a gold production of 15.5 kg/d (500 oz/ day). Run-of-mine (ROM) ore is fed directly to a wet semiautogenuous grinding (SAG) mill after the +457-µm (+18in.) rock is removed on a stationary grizzly. From the SAG mill, the ore goes to a ball mill where it is ground to 80% -75 µm (-200 mesh) and is then sent to a thickener. The SAG and ball mill operate in closed circuit using cyclones.

Jan 1, 1994

By B. R. Berger

The Getchell area in the northern Osgood Range, Humboldt County, Nevada, was first prospected in the late 1800s for silver, copper, and gold; the first recorded mention of mining activity concerned a silver discovery. The September 17, 1874 edition of the Winnemucca Silver State notes that the Crystal Mining District was newly organized in the Fremont Range (as the Osgood Range was then called) to include discoveries of silver, lead, and antimony made on the Louisa claim. The name Crystal was derived from the plentiful quartz crystals found in-cavities near the prospects. This same area, occurring on the northwestern margin of the Osgood granodiorite stock, was later mined as the Richmond tungsten property, and crystals may still be found there in cavities in a massive garnet tactite. By 1878, how-ever, the name Crystal had been abandoned in favor of Potosi. The next flurry of activity in the Osgood Range was reported in 1899 when a copper strike on Granite Creek in the southern portion of the range received attention. The copper occukences were in a granite contact zone on the southeastern edge of the Osgood stock and, in 1916, the first tungsten in the district was discovered in the same deposit. During the last part of the nineteenth century, cattle and sheep were brought into the Kelly Creek Valley east of the Osgood Mountains by various ranchers. Alphonso and Adrian Bernard were among these ranchers, and in the first decade of the twentieth century, one of them recognized the altered rock where the Getchell Center it is now located. A 3-m (10-ft) deep prospect pit was dug on the outcrop, but the highest assay ran about $11/t ($10 per st). No further work was done on the gold-bearing rock. In 1934, Emmet Chase of Battle Mountain and Ed Knight of Golconda prospected in the area of the Bernard prospect pit and located several lode claims. At this time, Noble H. Getchell, a state senator, was looking for new mining opportunities to develop. He held interests in the Gold Circle Consolidated at Midas, which was becoming a losing venture. Chase and Knight brought their discovery to his attention, and he grubstaked them to prospect further in the area. In need of financial backing, Getchell solicited the help of George Wingfield, Sr., who held a minor interest in the Gold Circle. Wingfield was a successful banker and mine operator during the heyday of Tonopah and Goldfield, and he had become good friends with Henry C. Frick and Bernard Baruch. Wingfield let Baruch in on several very successful mining ventures in Goldfield, and Baruch returned the favor by underwriting the financing of the Getchell mine. Eleanor Roosevelt and Jack Dempsey were early stockholders in the Getchell operation. George Wingfield brought his brother-in-law, Roy A. Hardy, a consulting engineer who had constructed the American Flat mill near Virginia City, to look at the property. Upon inspecting the Chase-Knight claims, Hardy declared the whole area to be mineralized. A crosscut was driven to check the extent of the ore, and the results were better than anticipated. The locators were reportedly given $50,000 for the claims. The Getchell Mine, Inc., was organized on November 5, 1936. A small railroad that ran from Battle Mountain to Austin was purchased, and the ties and rails were moved to Getchell to be used in underground exploration. Enough reserves were found in the Center and South pit areas to construct a 40 t/d (44 stpd) mill. The financial and engineering help for the mill was provided by the Newmont Mining Co. for a 17 1/2% interest in the corporation. Newmont set about trying to solve the metallurgical problems with the sulfide ore, and also directed the early development work. Newmont wanted to grind the sulfide ore underground and oxidize it in the atmosphere by spreading salt on it. Detrital Flat in Arizona was purchased to provide salt for

Jan 1, 1985

By T Elms, R Beckman, M Sampson

"In today’s mining industry, the pressure of reducing costs and increasing production while maintaining high safety standards is at the forefront of operational endeavours. A combination of specific mining knowledge and technological advances has helped enable this notion. Fleet management systems have been developed to enable sites to better measure and manage production to improve operational efficiency.The integral part to managing production is having accurate, readily accessible data. This empowers key stakeholders in the management team to drive production reporting, materials tracking and budget forecasting.If a site does not run a fleet management system, manual input is heavily relied upon for production data, which introduces increased risk of human input error. Errors can drive outcomes that don’t achieve increased production at a reduced cost. Alternatively, a fleet management system can have improved accuracy but involves a high monetary investment. Such an investment is not always feasible for smaller mining operations subject to current industry cost pressures.The Emeco Operating System has been developed in alliance with sites such as the Mungari White Foil Operations by satisfying the criteria of a low intensity hardware installation, material tracking data validation processes, remote monitoring, identification of metrics to improve overall operating efficiency and providing the right information to key stakeholders.Citation:Beckman, R, Elms, T and Sampson, M, 2016. Getting Accurate Mine Information to the Right Teams to Drive Production Improvement, in Proceedings Ninth AusIMM Open Pit Operators' Conference 2016, pp 203–211 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 15, 2016

By K Eglinton

The extractive industries response to community engagement due to social and political pressures in the 1980s and 1990s was the starting point of development leading to the modern function of corporate social responsibility.Challenged by communities who have greater access to information, demand greater transparency and responsibility of corporate organisations and who possess greater awareness of the communities they participate in, the mining sector faces another step change in how it approaches and integrates corporate social responsibility, transparency and engagement.Mining is seeking reserves of lower grades, in more sensitive environments and in countries with minimal transparency and governance. Not only are the locations changing but so to the stakeholders to engage with and issues to contend with. An increasingly savvy opposition, including not just the ‘green hippies’ but the Gen-Ys interested in the wider sustainability debate and Baby Boomers moving to life style environments, are now questioning mining’s behaviour and encroachment into ‘their space’. Issues including effect on lifestyle amenity, property value, energy efficiency, social provision; concepts such as ‘doing more with less’, participatory engagement, increasing transparency and balancing economic, environment, cultural and social aspects are becoming the norm.The traditional model of supporting local communities, communicating plans and providing employment, community investment and indigenous support programs is not enough. Our industry faces challenges on multiple fronts. It must now be able to address these from a personal/community perspective if it is to remain relevant within communities and play a role in addressing the global sustainability issues.This paper draws on corporate social responsibility trends, integrated functions and implementation approaches through the application of activities within Newmont operations across Asia Pacific.The approach presented works on the philosophy that communities do not necessarily have to like what we do, but should be able to identify and recognise the way in which we involve them in decision making, communicate our intentions and respond to issues.

Nov 22, 2011

By L H. G McClean

Environmental, social and governance (ESG) factors have always been important to the minerals industry and is now considered one of our most important opportunities (and risks). Getting it right from the beginning is critical for the minerals industry, and that starts with mineral exploration. Exploration, or the process of investigation of an economic mineral deposit, is generally low impact and short-term. Exploration operations vary in size and scale and often shift priority, focus and location relatively quickly. Australia is a highly regulated jurisdiction with different regulatory systems and requirements in every state and territory. Most mineral exploration is undertaken by junior exploration companies or ‘explorers’. Exploration companies are lean operations with limited staffing and resources, traditionally with no income apart from funds raised or work through partnerships. Funds are tight and administrative investment is minimised so that investment into activity on the ground is maximised. All these variables mean that understanding and implementation of ESG frameworks for an exploration company can be challenging. ESG is a fast-moving sector with currently multiple frameworks and reporting standards. Interest from community and government stakeholders as well as investors and off-take partners has been growing, with mandatory reporting soon to be implemented. The upcoming changes to the JORC Code will ensure that ESG considerations will be a key component of all public reporting. Resources have been developed to support explorers implement, manage and report on ESG considerations. Due to their scale, agility and direct importance of land access and social licence, many explorers are not the ‘cowboys’ (or ‘cowpersons’) of the industry, but industry leaders in ESG. Strong interest and leadership have led to innovative practices and strongly embedded vertical frameworks that directly contribute to social licence to operate.

Sep 1, 2024

By J. Burgess Winter

It is an honor to present the lecture in honor of Daniel C. Jackling, the developer of the technology of copper mining that we continue to use 100 years later. He made a dramatic breakthrough in the early part of this century in the development of bulk-mining methods for large, low-grade porphyry copper-sulfide ore bodies. At Magma Copper, we are particularly proud that the Jackling Award states we have "made significant contributions to technical progress." Before Jackling's time, copper mining had exploited with primitive equipment very high-grade underground ore bodies and high-grade open pits. During the 20th century, the situation changed. Three significant innovations occurred within about 10 years around the turn of the century. In 1903, Jackling's concept of large-scale mining with steam shovels and rail haulage was implemented at the Bingham Canyon mine in Utah. Eighty years after the introduction of rail haulage, the mine converted to truck haulage with large-capacity high-efficiency haul trucks and reduced the stripping ratio from 3.5:1 to less than 1:1.

Jan 1, 1995