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

Jan 1, 1986

By John S. Timmons, Eivind B. Jensen

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

Jan 1, 1989

By T. Warren, R. Pender

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

Jan 1, 1990

By Paul D. Tomlingson

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

Jan 1, 2005

By Paul D. Tomlingson

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

Jan 1, 1979

By Grant J. Goddard

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

Jan 1, 1996

By Myles E. Altimus

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

Jan 1, 1966

By Ralph M. Hunter

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

Jan 1, 1948

By A. F. MacDonald

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

Jan 1, 1966

By A. Lee Barrett

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

Jan 1, 1948

By A. Lee Barrett

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

Jan 1, 1946

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 Fred J. Wright

ORIGINALLY, mining machines were actuated by purely mechanical mechanisms comprising cams, levers and gear trains, which became more and more complex as demands were made for additional operations that would increase mine tonnage. To simplify these intricate machines, development engineers began utilizing the principles of high-pressure hydraulics long employed for the control of various machine tools. The resulting specificially developed hydraulic systems are now literally the heart of the mining machine. During World War No. 2, very little fundamental change in design was made in existing mining machines, but because of the recognition of the merits of hydraulic application to the machines of war, it is reasonably certain that hydraulics will be applied to mining machines in the future to a much greater extent. This potential future indicates that a more thorough knowledge of hydraulics and its maintenance must be incorporated in mine operation. Contamination of Oil Maintenance of high-pressure hydraulic equipment varies considerably with respect to mine practice and conditions. The success or failure is largely dependent upon the hydraulic fluid and its care. Since all successful hydraulic systems have been designed around the use of mineral oil as the fluid, a complete analysis of this prime factor should be made to make clear the requirements of the fluid in a hydraulic system. Contamination of Oil Manufacturers of mining machinery usually have specified an S.A.E. rating or viscosity index of the, proper mineral oil for use with their respective machines without considering the fact that many oils will meet these specifications but will not give the desired life or efficient operation. Hydraulic fluid should be specified as a good grade of mineral oil, such as turbine oil, having rust and oxidation resistance. It must have high chemical stability, high lubricity, and proper viscosity. These factors will minimize maintenance costs by reducing wear and the consequent replacement of parts, and at the same time will lower costs for the oil by extending its life. Bulk purchases of oil should be limited to small sealed containers provided with a proper pouring spout, thus reducing the possibility of contamination of the oil before it reaches the mining machine. The introduction of foreign matter, such as sand, water, coal dust and residue oil left in filling containers, will cause untold damage and maintenance expense. Sand, being one of the best natural abrasives, will soon wear the close tolerances of the various hydraulic mechanisms to an extent that will necessitate complete replacement. Water is considered normally insoluble in oil, but because of the churning action of a hydraulic system water is broken down to particles so small that they remain in suspension. This suspension is known as

Jan 1, 1946

By R. H. Andrews, F. J. West

"Jones & Laughlin Mining Company, Ltd. operate the Adams mine at Kirkland Lake, Ontario, where they mine approximately 4,000,000 tons of extremely hard iron-formation and 3,500,000 tons of volcanic waste rock annually in order to produce 1,100,000 tons of iron pellets. This paper will discuss the maintenance of the four Model 1600 P & H shovels and the two 50-R drills used to obtain this production. The chief maintenance problems at the mine are due to the hard, abrasive ore and the cold winter weather."

Jan 1, 1970

By William J. Wasko

Maintenance of mining equipment has become so complex and important from a cost and product ion standpoint that the organization must be set up in an engineering fashion to be successful. Production costs are greatly affected by proper maintenance. Tonnages can only be met when operating time is at its maximum and breakdown time is at its minimum. Last, but equally important, large capital expenditures must be protected and improved The effectiveness of the maintenance program will, in many respects, be a direct, result of the effort put torch in developing the overall program. Once the need of maintenance is realized, the next step is to determine what the organization should be and what it should accomplish. Follow through is then most vital. Preventing machine breakdowns and reducing maintenance costs are the primary goals of all maintenance organizations. Good preventive maintenance, a system for inspecting equipment and a complete record of inspections will help attain these goals.

Jan 1, 1966

By Karl L. Konnerth

THE rapidly increasing use of machinery for the mining of coal and operations incidental thereto has materially changed conditions from a safety standpoint. A few of the coal-producing states have recognized the need for specialized electrical equipment for use in mines and have introduced certain requirements in their State safety regulations, notably Pennsylvania. This paper discusses the principal problems involved in maintenance of such equipment. PERMISSIBLE: EQUIPMENT "Permissible" electrical equipment is equipment that has met certain prescribed standards for use in mines where hazardous conditions may occur and has been recommended by the U. S. Bureau of Mines. Such machinery is available on the market for most coal-mining operations--for instance, coal cutting, transportation, drilling, loading, working-place illumination, shot-firing and pumping. A notable exception is the trolley-reel gathering locomotive which, although its parts may be explosion-tested by the Bureau, has not been approved as permissible for the following reasons: I. The trailing cable is subjected to more severe service than on other equipment. 2. State regulations do not require that a working place be examined for methane before a locomotive enters it. 3. Even with two-conductor cable, imperfect or inadequate bonding may cause the emission of sparks at the wheels of the locomotive and at rail joints. 4. As the locomotive is equipped with a trolley pole, and as the trolley wire may be installed and used in unsafe territory in spite of rigid State regulations, a trolley-reel gathering locomotive is always a potential hazard. MAINTENANCE The proper procedure for maintenance of permissible equipment may be divided into three parts: (I) inspection, (2) actual maintenance and (3) changes or improvements to existing machines. To secure the fullest benefits through the use of permissible equipment it is necessary that all men involved understand the principles underlying the safety features of this equipment and realize the significance of defects, so that neglect and indifference in the maintenance thereof may be eliminated. Inspection From the standpoint of safety it is desirable no doubt to make a suitable inspection of permissible electrical equipment once a week, but the opening of every enclosed compartment at each inspection may do more harm than good. The openings to such compartments are closed with various types of covers very accurately machined, often made of the softer alloys to reduce weight, and fastened with a multitude of bolts, screws, washers, and other small parts. Frequent handling of these covers may cause sufficient damage to defeat their original purpose and intent.

Jan 1, 1941

By L. Freitag

"The Dollard oil field in southwestern Saskatchewan is a stratigraphic trap of irregular shaped perimeter. The reservoir is a low-angle monoclinal structure with a dip of approximately 100 feet in 5 miles from west to east across the long axis of the reservoir. Production of. 23° API gravity crude is obtained from a Jurassic sand referred to as the J-2-A, at an approximate depth of 4,500 feet. Reservoir studies and fluid analyses revealed that the crude is highly undersaturated, having a solution GOR of approximately 130 cubic feet of gas per barrel, that the reservoir has no definable water table, and that it appears to be of a closed-boundary type. Oil production was marked by a rapid pressure decline and it was soon evident that the greatest ultimate recovery would be best obtained if the natural driving energy of the reservoir were augmented by some artificial energy source. In support of a pressure maintenance programme, studies were conducted on flood-pot recoveries of large-diameter cores, and a potentiometric model study of the field was made. These studies indicated that a successful water flood would be obtained. The Dollard field was unitized in 1955 and pressure maintenance started in March 1956."

Jan 1, 1959

For various reasons, the maintenance of shaft structures is becoming an increasingly important factor in the operation of underground mines. Deterioration mechanisms related to operation of the shaft are identified as corrosion, mechanical damage, fatigue damage and wear. Deterioration mechanisms related to rock movements are identified as vertical strain, ride vertical closure and squeezing. Analytical procedures for assessing this deterioration are discussed, and it is shown how acceptance criteria are developed and implemented. In order to track the deterioration of shaft structures, shaft inspections are undertaken, but the information is often not well documented. Formalised procedures for capturing and recording information, and then processing the information are presented. Finally, two case studies are briefly described to illustrate how these procedures have been implemented in practice, and what benefit has accrued to the mines concerned.

Jan 1, 2005

By A. J. Stapleton

"This paper gives a brief description of the occurrence and development of the Needle Mountain mine at Gaspe Copper Mines, Limited and describes the trackless mining equipment used in this highly mechanized underground operation.Maintenance of the trackless equipment is considered in detail, with particular emphasis on scheduling and control, examination and inspection. All maintenance is carried out in an underground garage, and the facilities for maintenance and field repairs are also described. Maintenance costs are given for various units and the figures for different types of loading and haulage units are compared to support the trend toward larger units and the increasing use of rubber-tired loaders."

Jan 1, 1969

By J. J. Reilly

The Vesta Mines of the Jones & Laughlin Steel Corporation operate in the Pittsburgh Seam in Washington County, Pennsylvania. This seam is overlain with a drawslate, 12" to 16" in thickness, which slimes readily when wet. Because of the need for a uniformly good quality metallurgical coal, the amount of reject, together with the top and particle sizes of the raw coal feed, is a serious problem at the Vesta Preparation Plant. The Preparation Plant operates two, seven and one-quarter hour shifts per day and processes 2,100 tons per hour of raw coal feed. The third shift is, used for planned maintenance of equipment. Since the water clarification equipment is so vital in insuring a uniform product, there is no alternative but that it be in operation at all times. To insure this continuous operation,. well-planned maintenance is a necessity. For years, Plant Management has kept performance records of the various units to determine the renewal dates of vital component parts, the length of wear, the various materials used in the manufacture of the equipment, and the labor cost for renewal. These records have been of inestimable help in planning an effective maintenance program to insure continuous operation of the various units.

Jan 1, 1959