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By K. D. Genn, A. Mucha

This paper deals with Hilton Mines' approach to the maintenance of wear items such as truck boxes, shovel buckets, tractor pads, crawler sprocket idlers and the drop-ball. Each will be given a brief. description as to application, design, kind of materials involved and type of wear. The maintenance procedure is then outlined in terms of materials used, preliminary preparation, and welding and machining practices. The service history of new and re-paired items and the relative economics of repair vs replacement will then be presented.

Jan 1, 1969

By Grainger A, Dawkins G, Lysaght A, Kennedy R

Maintenance management improvement projects were undertaken at several BHP Collieries Division mines pursuing.the objective of achieving better structured maintenance procedures. Efficiently structured maintenance and optimum asset use are interdependent and productivity and computer models assist towards that objective. Definition of aspects of maintenance and analysis of the nature of equipment and materials, workloads and tasks, lead to more effective planning and scheduling of maintenance. The quality, standards and procedures of records must be suitable and adequate for storage and future retrieval. Total Quality Control initiatives and improvement projects even extend into spheres of customer/supplier relationships and problem solving teams as well as the more recognisable standards of management and performance factors in maintenance. All such factors contribute to a Maintenance Management Matrix to provide a better structured approach to economic maintenance management in the capital intensive coal mining industry.

Jan 1, 1991

By S. Srinivasan, R. Coté

"India is undergoing a massive electrification program using local coal to provide fuel for thermal generating plants. The Rajmahal mine in northern Bihar is scheduled to produce coal at the rate of 10 million tonnes per year by the end ofa sixty six month contract with MET-CHEM Canada Inc. for mine development. In order to control maintenance performance and warehouse inventory MET-CHEM is installing some proven computer-controlled programs and will provide extensive training to ensure that the systems are properly used. The programs are Maintenance Planning and Control System (MPCS) and Materials Management System (MMS), both of which were developed and used by Quebec Cartier Mining Company at its iron ore mine in northern Quebec. In addition, a Predictive Maintenance Program (PMP) using vibration analysis will be introduced . This paper discusses the three systems.IntroductionIndia is currently undergoing a massive countrywide industrialization and electrification program. Most of the power will be supplied by coal-fired thermal electric plants.One of the mines being developed as part of the over-all program is the Rajmahal Open Cast Coal project in the Godda District of Bihar, approximately 270 km north , and slightly west of Calcutta.The project is based on an agreement signed in January, 1989 between two government organizations - Canadian Commercial Corporation (Ccq and Coal India Limited (CIL). MET-CHEM Canada Inc. (MET-CHEM), an international consulting engineering organization which has worked in India since 1976, is CCCs Canadian executing agency for the project. METCHEM was the engineer-constructor and mining associate for the development of the 7.5 mtpy Kudremukh Iron Ore Project. This US$430 million project was completed on schedule and under the original budget estimate. The Rajmahal deposit is the responsibility of Eastern Coalfields Limited (ECL), a subsidiary of CIL. The project is to produce coal at the rate of 10.5 million tonnes per year in 1994."

Jan 1, 1991

By Ray H. Hario

Background of Erie Mining Company Erie Mining Company, managed by Pickands Mather & Co., is one of the largest producers of iron ore pellets in the United States. The plant is located at Hoyt Lakes, Minnesota, sixty-five miles north of Duluth on the eastern end of the Mesabi Range. Taconite Harbor, situated on the north shore of Lake Superior, is the location of its Power Plant and shipping facilities. (Figure 1) Even though the plant commenced operation in September, 1957, its true be-ginning can be traced back to 1931 when Pickands Mather, in conjunction with Bethlehem Steel Corporation and Youngstown Sheet and Tube Company, began investi-gating the possibilities of processing low grade ores. In 1940, Erie Mining , Company was formed. During the early and middle 1940's, laboratory and pilot plant research was proven to a point where a preliminary plant was deemed feasible and built in 1948. This plant had an annual capacity of 203,200 t (200,000 long tons) per year and, until mid-1952, was the only taconite plant in existence using commercial-size equipment. During this period, ownership of Erie Mining Company was expanded to include Interlake, Inc. and The Steel Company of Canada, Limited. In 1953, authorization was obtained from the owners to build a 7.62 M t (7.5 M long tons) per year plant at a cost in excess of $300,000,000.

Jan 1, 1977

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 E. W. Davis

This paper deals with the role of the Maintenance Department in a milling operation; specifically, the Mines Development, Inc., processing plant at Edgement, South Dakota. The goal of very maintenance department is the smooth and uninterrupted operation of the plant it serves, To achieve this goal, maintenance men adapt various features and procedures into a program designed to fit the characteristics of their particular plant operation. A few of the basic elements of a sound maintenance program are: 1, A periodic preventive maintenance schedule. 2, A systematic inspection and lubrication procedure. 3. A training program for maintenance personnel. 4 A good equipment-history file system, 5. A carefully planned spare parts inventory.

Jan 1, 1962

By Paul D. Tomlingson

There are huge benefits for mining operations that have a well-defined maintenance program that is understood and followed across the total operation. But for operations lacking a quality maintenance program, there is equal assurance that nearly every major maintenance problem can be traced to this omission. Few problems will be permanently corrected until such a program is implemented. Definition The maintenance program re-quires the interaction of all mine departments. Initially, the production department will request work and the maintenance department will identify work, principally through preventive maintenance inspection and testing efforts. Maintenance will then classify the new work to determine the best way to respond. Maintenance will plan selected major jobs to enable its crews to carry them out more effectively. Maintenance will schedule the planned work with operations. Supervisors will assign all types of work to their crews then, control the work through effective supervision. As work is completed, maintenance will measure the work using an accurate information system. Next, it will assess overall accomplishments against goals such as performance standards or budgets. In addition, the pro-gram would prescribe a means to evaluate every aspect of the operation as it affects maintenance so that necessary improvements or changes can be identified, prioritized and acted on. Such evaluations should be part of a mine-wide continuous improvement effort. A well-defined maintenance program is one of the best investments a mining operation can make to assure its profitability. Educating the total operation on the pro-gram assures long-term dividends from the investment.

Jan 1, 2008

The maintenance system for underground mobile equipment at Cobar Mines Pty. Ltd. has been modified from that originally planned as a result of experience gained in operating the equipment.Downtime due to breakdowns has been reduced by improvement of vehicle servicing and overhaul procedures.Frequency of breakdowns can be reduced by training operating and maintenance personnel to a high standard, ensuring adequate numbers of tradesmen and supervisors, good maintenance facilities and communications, a well designed mine layout, and a comprehensive stock of spare parts.A maintenance and downtime summary is compiled for each four-week operating period and this is useful in highlighting particular problems where corrective action must be taken.

Jan 1, 1969

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 John W. Rushton

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

Jan 1, 1986

By Steven A. Tesdahl

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

Jan 1, 1998

By D. J. Charlton

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

Jan 1, 1989

By P. D. Tomlingson

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

Jan 1, 2004

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

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

Jan 1, 1960

By A. S. Kastrinos

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

Jan 1, 1975

By Bruno Aguiar do Prado

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

Aug 16, 2017

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

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

Jan 1, 1969

By George H. K. Schenck

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

Jan 1, 1968

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

Jan 11, 1968

By R. L. White

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

Jan 1, 1985