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By Claude MacDonald, John H. Ashburn

"IntroductionIndustrial growth and technological change over recent years had been accompanied by two major sources of concern to management and employees: (a) increase in occupational injury and illness and the resultant costs involved; and (b) equipment damage and breakdowns in concentrated production lines causing more extensive loss potential.Due to economic factors, management attention has focussed more on production and quality than on safety, health and related loss potential sources. As a result , occupational safety and health activism has grown, government legislation of compensation and occupational safety and health standards have progressively developed and stronger liability attitudes have been taken by courts of law.To improve efficiency and allow development in more competitive markets, rising labour costs, equipment costs and safety related financial losses have dictated that attention be given to conservation of all resources. Conservation of resources, people, equipment, material and environment, can no longer be addressed in isolation but must be managed integrally with production and quality. To this end, systems have developed utilizing sound management principles applied with equal intensity to production, quality and loss potential"

Jan 1, 1987

By Nathaniel White, Todd Kilduff, Justin Laviolette, Dan Laviolette, Randy Zeigler, Sean Sundermann

The Mitchell Point tunnel is a part of several ongoing efforts to connect the 12-mile-long Historic Columbia River trail between Mitchell Point Outlook to Mitchell Point Drive. The tunnel lies inside the Mitchell Spur entablature basalt geologic feature, extending 647 linear feet utilizing a typical horseshoe section with a height of 14.5 feet. The Oregon Department of Transportation (ODOT) required proper vibration control to minimize potential impacts to Interstate 84 and Union Pacific rail immediately below the tunnel excavations and sensitive, rare plants. The method of designing the vibration monitoring program and the results of its implementation show the iterative process of using monitoring to improve blast design as excavation proceeds, such as reducing air overpressure and COVID-related supply chain-constraints.

Dec 1, 2022

By R. Bergstrom

The implementation of a Quality Management System (QMS) or an Environmental Management System (EMS) that conforms to the standards issued by the International Organisation for Standardisation (ISO) no longer needs to result in a bureaucratic nightmare supported by mounds of paperwork. In this sense, this paper describes the Quality Management System that was implemented and demonstrates how the technologies that were developed can be used to satisfy other similar requirements.

Aug 25, 2002

By Guilherme Duarte Moreira

Com o objetivo de melhoria dos resultados de desempenho operacional identificouse uma oportunidade em reduzir o tempo de trocas programadas (Setup) na Laminação de Fio Máquina na Usina Siderúrgica de Ouro Branco. Utilizando a metodologia SMED (Single Minute Exchange of Die), obteve-se grande redução do tempo de Setup. Como esta metodologia já se demonstrou uma excelente ferramenta para redução dos tempos de setups, foi idealizado uma abordagem mais completa, sendo desenvolvido um modelo para aplicação para as paradas programadas para manutenção. Esta aplicação corroborou um enorme ganho, tanto na definição do tempo de parada programada, quanto no planejamento e padronização das atividades.

Aug 16, 2017

By Jovanir Francisqueto

O objetivo deste trabalho foi implementar a célula de atendimento a prioridades dos clientes na ArcelorMittal Tubarão (Cockpit de Atendimento a Clientes), com foco na melhoria dos indicadores relacionados a entrega para clientes e visando reduzir a burocracia e barreiras organizacionais de forma a agilizar a tomada de decisão e consequentemente agilizar o fluxo dos pedidos prioritários na usina, desde a produção de aço até o despacho de produtos. O projeto foi implementado em etapas, com destaque para duas frentes, sendo uma de gestão da mudança, com a implementação do conceito de gestão por processos e em paralelo toda a implementação de infraestrutura sistêmica para suporte ao processo. Seis meses após o inicio do projeto a implementação do conceito de Gestão por Processo, de baixo custo e alto impacto no negócio trouxe uma evolução significativa nos indicadores de atendimento a cliente, com destaque para a consecução de atendimento aos pedidos prioritários que saltou de cerca de 30% para patamares acima dos 90%, assim como o lead time total de atendimento a pedidos que foi reduzido em cerca de 30%.

Aug 17, 2017

By Breno Delgado Silva

O conceito de Fast Track é a retirada das manutenções leves de dentro de oficina, migrando-as para realização em pátios, enquanto os vagões ainda estão no trem. A mudança de estratégia de manutenção para englobar este conceito aumenta o espaço disponível nas oficinas para realização de reparos pesados, reduz a quantidade de manobras para separar os vagões avariados dos em bom estado, reduz o número de vagões retidos e, consequentemente, aumenta a disponibilidade de ativos, melhorando a capacidade de escoamento do corredor. Através do projeto piloto no corredor Centro Leste a VLI conseguiu reduzir em 45% o envio de vagões para oficina, gerando um ganho de 0,44% na DF de vagões graneleiros.

Oct 30, 2017

By Hugo Montalvão Gontijo

Sistemas de controle avançado são utilizados em diversas etapas do processo de produção de pelotas de minério de ferro, tais como moagem, pelotamento e forno de endurecimento. O trabalho visa demonstrar as etapas para implementação de um sistema de controle avançado Metso OCS-4D© em um forno de endurecimento do tipo Straight Grate visando padronizar a operação, aumentar a produção, reduzir o gasto energético e reduzir a variabilidade da qualidade das pelotas queimadas.

Aug 17, 2017

By Akira Yoshida

Este trabalho apresenta o sistema de Nível 2 recentemente implementado nos Altos Fornos da TKCSA cujos principais objetivos foram: substituir o sistema antigo com problemas de instabilidade e falta de flexibilidade; auxiliar Operação e especialistas da Unidade Técnica fornecendo informações elaboradas a partir de dados obtidos nos demais sistemas (Nível 1 e Laboratório); enviar set-point ao Nível 1; enviar dados de consumo e produção ao sistema MES; etc. Com a implementação foi possível reduzir o tempo gasto pelos especialistas nas atividades de compilação de dados em planilhas, padronizar a forma de tratamento dos dados, bem como, elevar a confiabilidade das informações pela eliminação de erro de digitação. O sistema tem operado com elevada estabilidade e disponibilidade, atendendo perfeitamente o que foi proposto, de modo que a TKCSA planeja estender para demais plantas da área de Redução.

Aug 16, 2017

By Hendri Silaen, Charles Leatemia, Monang Napitupulu, John Kamarea, Arwin Edijanto, Riza Hasan, Avesiena Primadiansyah

The Deep Mill Level Zone (DMLZ) is the fourth panel cave mine in the East Ertsberg Skarn System, (EESS) which lies 500 m below the producing Deep Ore Zone (DOZ) mine and up to 1,700 m below the surface. The interaction between the DMLZ and DOZ is occurring as the DMLZ cave grows vertically toward the DOZ footprint. During this process, a rapid change in the global mine system stress is anticipated. This change is forecasted to drive substantial changes in the magnitude and direction of principal stresses in the DMLZ and DOZ mines at PT Freeport Indonesia. These changes will bring the mine system closer to the ultimate capacity of the excavations and can result in significant impacts to mine stability if not managed. Critical to this management, is understanding cave growth and locations, as well as how these changes will impact stress conditions.

Apr 26, 2022

By M W. A Asad, E Topal, D S. S Sandanayake

Underground mine planning requires an optimal stope layout as a prerequisite for the definition of an optimal production schedule. The procedure to generate an optimal stope layout considers an orebody model and economic parameters as inputs. It evaluates all possible combinations of mining blocks and creates a set of stopes by satisfying the physical mining and geotechnical constraints. Thus, the procedure is computationally complex, and generating a solution to the problem is a challenge. This paper presents an implementation of a new heuristic algorithm that solves the stope layout problem. In two case studies, the algorithm achieves 11.2 per cent and 22.5 per cent superior solutions to the industrially available maximum value neighbourhood approach.CITATION:Sandanayake, D S S, Topal, E and Asad, M W A, 2014. Implementing a new heuristic approach to the underground mine stope layout problem, in Proceedings Orebody Modelling and Strategic Mine Planning Symposium 2014 , pp 243–248 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 24, 2014

A new personal respirable dust monitor developed by Rupprecht & Patashnick Co., Inc. in a multi-year project funded by the National Institute for Occupational Safety and Health (NIOSH) generated promising results in underground coal mine testing performed by NIOSH and industry representatives during the summer of 2003. The mine data showed that the personal dust monitor (PDM) performed similarly to co-located manual reference samplers for full-shift samples at all four underground coal mines at which the evaluation took place. The technology that forms the heart of the PDM, called the tapered element oscillating microbalance (TEOM system), is unique in its ability to collect suspended particles on a filter while simultaneously determining the accumulated mass with National Institute of Standards and Technology traceability. Because the monitor measures the true particle mass collected on its filter, its results do not exhibit the same sensitivity to water spray as do optically based measurement approaches. The technique achieves microgram-level mass resolution even in the hostile mine environment, and reports dust loading data on a continuous basis. Using the device, miners and mine operators have the ability to view both the cumulative and projected end-of-shift mass concentration values, as well as a short-term 15- or 30-minute running average. During underground mine trials in the summer of 2003, technical personnel used the readings from the PDM to identify and correct several abnormal dust generating scenarios. These events demonstrated the potential of the PDM to be used as an engineering tool to evaluate the effectiveness of various dust control strategies. In a separate evaluation performed by CONSOL Energy, Inc., the mine operator evaluated the benefit of a proposed new water spray-based dust control system. Engineers measured the dust concentration upstream and downstream of a production location under different dust control scenarios using two PDM units. By evaluating the change in the dust loading between the upstream and downstream monitoring sites, the company was able to determine in a few hours which hardware configuration would yield the greatest benefit to the workplace environment. BACKGROUND Measuring underground coal mine dust concentrations is an essential part of protecting miners' health. The U.S. Secretary of Labor and the Federal Advisory Committee on the Elimination of Pneumoconiosis among Coal Mine Workers has recommended that better monitoring of coal miner dust exposures be used as a method to improve miner health. In consultation with labor, industry, and government, NIOSH issued a contract to Rupprecht & Patashnick Co., Inc. (R&P), Albany, N.Y., to develop a one-piece PDM. The object was to miniaturize TEOM technology into a form suitable for a person-wearable monitor that would enable accurate end-of-shift dust exposure information to be available to miners. Furthermore, any person-wearable dust monitor should minimize the burden to the wearer by incorporating the monitor into the mine worker's cap lamp battery, with exposure data continually displayed during the shift to enable workers and management to react to changes in dust exposure. In the summer of 2003, NIOSH conducted extensive testing of the PDM to determine its laboratory and in mine performance. In addition, anecdotal information collected in the mines showed several occasions where miners were able to identify situations that produced high levels of respirable coal mine dust The PDM's response to unplanned changes resulted in action being taken to keep dust exposures as low as possible. In another case that demonstrated the PDM's versatility, a mine was seeking to find a better dust control solution on its longwall headgate stageloader. In this instance, the PDM was used as a diagnostic tool by the miners to quickly evaluate the control technology. [ ] HOW DOES THE PDM WORK? The PDM is configured to provide accurate respirable dust personal exposure information in a form that is as convenient to wear as a normal cap lamp (See Figure 1). Respirable dust exposure data displayed by the device has two main objectives: providing the miner and mine operator with timely values to avoid overexposure to dust, allowing them to make any necessary changes during the course of a work shift; and computing an accurate end-of-shift statistic for a miner's average respirable dust exposure. The mass sensor embedded in the PDM, holds the key to the accurate, time-resolved dust concentration measurements. The inertial, gravimetric-equivalent, mass measurement technique used in the device typically provides a limit of detection on par with that of the most sensitive laboratory-based microbalances.

By M. A. Meyer

Underground mining accidents in the USA in recent times have prompted the Mine Safety and Health Administration (MSHA) to review emergency and tracking systems for underground mines. Several communication and tracking systems are available on the market and various systems have been installed in mines around the world. In addition, MSHA?s standard on Diesel Particulate Matter (DPM) requires mines to comply with the final PEL of 160µg/m3 by May 20, 2008. Barrick Goldstrike Mines Inc., Underground Division, has been in operation since 1995 and an extensive control and monitoring network, and a leaky feeder voice network is in place. Enhancements to the communication and control system are currently being implemented to include a PED emergency notification system, wireless LAN with tracking of personnel and equipment in the mine, and a ventilation control system that will use the tracking information and ventilation data to automate much of the mine ventilation system. Expected benefits from such a system would be enhanced communication with miners, emergency notification, location of miners and equipment, energy savings, improved ventilation control, and improved atmospheric conditions in the mine including reduction of diesel particulate matter (DPM).

Jan 1, 2009

By D MacKay

The Mt Wright Project is located near the town of Ravenswood in North Queensland and is operated by Carpentaria Gold – a wholly owned subsidiary of Resolute Mining Limited. Underground Development of the current Mt Wright orebody commenced in June 2006 and the first production ore was brought to surface in June 2007. The orebody is a rhyolite pipe containing fine-grained disseminated gold in a granite host rock. Ground conditions tend to be good to excellent throughout development, with some minor deformation experienced when stope-sized excavations are formed. The mine commenced as a sublevel open stoping (SLOS) operation with the intent to utilise development waste to back fill isolated upper level stopes while developing to the bottom of the known orebody. The mine plan intended to commence production with a bottom-up primary/secondary stoping retreat through the main orebody utilising cemented fill. Some challenges were faced during the initial production phase that included:•Ongoing underground diamond drilling and updating of the block model resulted in some issues reconciling the grade control results to the resource model. This was primarily due to the high variability of grade which in turn caused difficulties in accurately identifying areas of low and high-grade.•The cost of establishing and operating a cemented fill plant to achieve the planned extraction sequence of the orebody had increased significantly beyond initial estimations.•Geotechnical conditions such as stress orientations, ground behavior and response to the forming of excavations learned through the mining of the upper level stopes were different to the assumptions made during the initial design.A number of in-house and external reviews of the mining method were completed which has resulted in a revised mining plan. This paper will summarise the challenges faced and the implementation of the mine plan to date.

Mar 21, 2011

By Paul D. Tomlingson

Part two of this two-part series covers the use of an integrated information system with administrative information, including error and absentee reports as well as open work files. Part one (ME, July, page 650) discussed conceptualizing and developing a maintenance information system. It explained what information is needed to manage such a system.

Jan 8, 1985

By Donald Leroux, Asim Tuzun, Simon Gariépy, Luc Lachance, Hayley Halsall-Whitney

"The importance of coherent material balance results has long been recognized by mining and metallurgical companies. Although this is still true nowadays, various stakeholders are increasingly concerned about the origin and the accuracy of the reported numbers. The last decade has shown that most metallurgical accounting concerns can be addressed by making two important changes to plant performance monitoring practices. First, introducing data redundancy into the metal balance procedure allows the estimation of measurement errors. Second, the migration from spreadsheet-based to relational database based systems brings transparency, data integrity, traceability and auditability into metallurgical accounting. Relational databases also facilitate the production of reports that metallurgical accountants must issue routinely. Recognizing the caveats of the spreadsheet-based metal accounting method they had been applying for years, Strathcona decided to switch to a commercial relational database system in 2008. For the most part, the migration was seamless. Some challenges were raised but they could all be overcome and outweighed by benefits gained from day-to-day utilization of the system.INTRODUCTION Metal accounting (Morrison, 2008) has always been essential to high-quality corporate governance of mining and metallurgical companies. Although the importance of coherent material balance results has long been recognized, various stakeholders are increasingly inquisitive about how the reported numbers were obtained and how much accuracy can be attributed to them. This accrued scrutiny is obviously no stranger to the corporate governance tightening that happened through the years in response to outrageous accounting scandals. It is also in continuity with securities laws (such as NI-43-101 in Canada) that were passed to protect the public from other market fraud. Recognizing the importance of spotless metal accounting in their reports to the public, a group of global mining companies gave AMIRA International the mandate of developing a set of rigorous yet practical metal accounting guidelines for the mining and metallurgical industry. The AMIRA P754 project was launched in 2004 and the first version of the resulting Code of Practice was released the following year. Since then, the Code was reviewed twice and revised releases were issued (AMIRA, 2007). While some parts of these guidelines are in continuity with current commonplace practices, other parts recommend changes to inherited practices that may be significant. For example, they highlight the importance of data redundancy (Lachance & Flament, 2011) which in many operations is either already available but unexploited or achievable with reasonable efforts. These guidelines also stress the importance of state-of-the-art metal accounting systems, such as those based on relational databases, which are secure and entirely auditable by a Qualified Person. Because most spreadsheet software packages allow data and formulae to be modified at any time, without a trace and anonymously, they do not meet these requirements."

Jan 1, 2012

By E. McCullough

"Fostering positive community relations is a principal tenet of sustainable development, but conflict can test even the strongest of relationships. While conflict surrounding resource development projects has the potential to be destructive, it may actually pose opportunities for partnership and collaboration when managed effectively. It is therefore not only important for mineral resource professionals to recognize the financial and social costs associated with legal disputes among project stakeholders, but also for them to prioritize resolving social conflict using alternative channels that allow for win-win outcomes. A variety of dispute prevention and resolution techniques do exist, but successful practice is not yet the norm. Here we review the sources and consequences of social conflict in the context of mining projects, and discuss typical and alternative approaches to conflict management in light of their respective benefits and drawbacks. We also suggest implementation of conflict resolution lessons into resource-related university curricula as a critical step in the continued shift of the mining industry towards sustainable development. INTRODUCTION Social conflict is a recurring phenomenon in the human experience and serves as a critical mechanism for change [1-5]. It occurs when two or more parties perceive that their needs and interests are in direct competition with each other and believe they cannot be reasonably accommodated. Conflict over mineral resource activities, particularly the distribution of benefit and risk, has become an omnipresent issue throughout the world [6-7]. Contrary to common perception, however, conflict can be a positive, transformative encounter in some instances [2, 8-11]. For this to be possible, society and its acting agents must reconsider how to address conflict. What if conflict were only a challenge to try something different? It is well-understood that the mineral industries must manage an increasingly significant volume of social conflict [12-13], which can be a costly externality impacting all of whom are involved. We commonly consider conflict in a two-party sense, but this deeply over-simplifies the true number of stakeholders. Besides mining companies and community members, government policymakers and regulators, public interest groups, and judicial systems, to name a few, bear the social expenses of poorly-managed conflict [4, 6, 12, 14-22]. It is desirable for interested parties to participate actively in a constructive way to pursue their needs rather than contributing to adversarial relationships, operational problems, and legal costs [1, 4, 12]. Some mining companies are of course already working to develop more productive relationships with their stakeholders, but there is undoubtedly still a gap between ideal and common practices. This gap can inhibit collaboration and threaten the potential for mutually-beneficial resolutions to complex social issues [12]."

Jan 1, 2016

By Donald P. Tuchman, Robert P. Vinson, Jon C. Volkwein

Research by the National Institute for Occupational Safety and Health (NIOSH) has pursued quartz analysis for the specialized ?lter assemblies of a new worker-wearable personal dust monitor (PDM). The PDM is a real-time instrument utilizing a tapered element oscillating microbalance (TEOM®). Standard ?berglass TEOM ?lters cannot accommodate the desired P-7 infrared analytical method used by the Mine Safety and Health Administration (MSHA). Novel ?lter materials were tested with the objective of demonstrating this type of analysis. Low temperature ashing and spectrometric examination were employed, revealing that nylon ?ber candidate ?lters left minimal residual ash and produced no signi?cant spectral interference. Avoiding titanium dioxide in all ?lter materials proved to be a key requirement. Fine quartz particulates were collected on prototype ?lters in a Marple chamber, either open-faced or through PDMs during test runs. The ?lters were then subjected to MSHA P-7 analysis and the spectrometrically based analytical results for quartz mass were compared to reference measurements. Also, PDM instrumental mass readings were compared to ?lter gravimetric measurements. Results suggest that the P-7 method is adaptable to variations in ?lter materials and that quartz dust analysis by the P-7 method when utilizing the new ashable PDM ?lters can have accuracy and precision within 10% and 4%, respectively. This is within the declared 13% accuracy and 7–10% precision of the P-7 method itself. Instrument mass readings had modest positive bias but met NIOSH accuracy criteria. Continued work with specialized PDM ?lters is merited, as they are a new type of TEOM sample amenable to ashing analysis of particulates.

The information in this document has been prepared as at February 16, 2011. Certain statements contained in this document constitute ?forward-looking statements? within the meaning of the United States Private Securities Litigation Reform Act of 1995 and forward looking information under the provisions of Canadian provincial securities laws. When used in this document, the words ?anticipate?, ?expect?, ?estimate?, ?forecast?, ?will?, ?planned?, and similar expressions are intended to identify forward-looking statements or information. Such statements include without limitation: statements regarding timing and amounts of capital expenditures and other assumptions; estimates of future reserves, resources, mineral production, optimization efforts and sales; estimates of mine life; estimates of future internal rates of return, mining costs, cash costs, minesite costs and other expenses; estimates of future capital expenditures and other cash needs, and expectations as to the funding thereof; statements and information as to the projected development of certain ore deposits, including estimates of exploration, development and production and other capital costs, and estimates of the timing of such exploration, development and production or decisions with respect to such exploration, development and production; estimates of reserves and resources, and statements and information regarding anticipated future exploration; the anticipated timing of events with respect to the Company's minesites and statements and information regarding the sufficiency of the Company's cash resources. Such statements and information reflect the Company's views as at the date of this document and are subject to certain risks, uncertainties and assumptions, and undue reliance should not be placed on such statements and information. Many factors, known and unknown could cause the actual results to be materially different from those expressed or implied by such forward looking statements and information. Such risks include, but are not limited to: the volatility of prices of gold and other metals; uncertainty of mineral reserves, mineral resources, mineral grades and mineral recovery estimates; uncertainty of future production, capital expenditures, and other costs; currency fluctuations; financing of additional capital requirements; cost of exploration and development programs; mining risks; community protests; risks associated with foreign operations; governmental and environmental regulation; the volatility of the Company's stock price; and risks associated with the Company's byproduct metal derivative strategies. For a more detailed discussion of such risks and other factors that may affect the Company?s ability to achieve the expectations set forth in the forwardlooking statements contained in this document, see the Company's Annual Report on Form 20-F for the year ended December 31, 2009, as well as the Company's other filings with the Canadian Securities Administrators and the U.S. Securities and Exchange Commission. The Company does not intend, and does not assume any obligation, to update these forward-looking statements and information. Marc Legault, a Qualified Person and the Company?s Vice-President, Project Development, reviewed the technical information disclosed herein. For a detailed breakdown of the Company?s reserve and resource position see the February 16, 2011 press release on the Company?s website. That press release also lists the Qualified Persons for each project.

May 1, 2011

By Daniel D. M. Adams

In 2004, Rio Tinto started a major project to implement Mine Monitoring and Control (MMC) systems worldwide. A detailed selection processes was undertaken and migration to a standard system was started. Today systems are operating around the world and serve as the core of to many business processes. Implementations include highly union areas, large mines, centrally managed mines, and remote areas. Each implementation has unique challenges but all are working towards the common goal with common systems. This paper reviews two projects that Rio Tinto has deployed in diverse conditions. The projects are the Rossing Uranium upgrade from the original Wenco system to the common standard and Iron Ore of Canada?s general technology upgrade. Also discussed is the future of mining at Rio Tinto, specifically the drill automation projects, and how it is utilizing the common standard MMC systems.

May 1, 2010

Automation Defined ?Using self-operating equipment to reduce human exposure to the mining environment and routine or repetitive work.?-Atlas Copco Terminology: ?Manual Operation ?A vehicle being operated by a person ?in the cab?. ?Radio Remote Control (RRC) ?A vehicle being physically operated by a person through a Line Of Sight (LOS) or Video-Remote equipment. ?Tele-Remote Control ?A vehicle being physically operated by a person at an operator station which is not necessarily located near the vehicle?s working area. ?Autonomous Operation ?A vehicle under self control with the possibility of human supervision and override.

Oct 1, 2010