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By A. J. R. Smith

"CANADA'S ECONOMY TODAY is about two-fifths larger than it was six years ago, as measured by the total volume of production of goods and services. Such an achievement has been a rare phenomenon in Canada's first one hundred years. Excluding the forced-draft expansions which took place under war-time conditions, perhaps only the first decade of this century recorded a performance of greater dimensions, when, with massive immigration, the opening up of the West and a powerful array of well-de-signed development policies, the country was looking forward confidently to a great future of nation-building in the twentieth century.What makes Canada's over-all economic advance since 1961 all the more remarkable is that six years ago there was virtually no one in this country who anticipated an expansion of such dimensions. Back in the buoyant conditions of 1956-57, perhaps such an achievement would not have seemed beyond our grasp. After 1957, however, Canada stumbled through an extended period of slow economic growth, high unemployment and substantial and widespread under-utilization of its productive capacity. By the early 1960's, conditioned by the emergence of substantial, persistent and pervasive slack in the economy, t h e r e were few Canadians bold enough to anticipate that their economy was about to embark on a Great Expansion. However, this •is, in fact, what occurred. Beginning early in 1961, Canada moved forward into a sweeping advance which grew into the longest and largest peacetime business expansion in Canada's first century as a nation -a truly great expansion by any standard of measurement. This strong thrust has moved Canada into the front ranks of over-all economic expansion among the industrially advanced nations in the 1960's."

Jan 1, 1970

Cordeaux Colliery is more logically sited than the historic escarpment Corrimal Colliery, on the same reserve. At Cordeaux the modernisation of mine plans and equipment and the introduction of high production longwalls have created a record achieving producer of both steelmaking and export coals.Further changes achieved have been in employee related attitudes and performance, enhanced by business strategies and total quality control and particularly benefiting from innovative employee input With this present example of co-operative effort Cordeaux Colliery will continue to improve through management of total quality. resources, development rates and customer satisfaction.

Jan 1, 1991

It is no longer adequate when starting a new mine to simply select the best equipment. Today's competitive international commodity markets demand superior efficiency which requires systematic involvement of people in continual improvement of production and commercial processes. True Total Quality of Management (True TQM) principles provide an operating philosophy for maximising productivity and minimising unit costs of output. The presentation will show the practical and successful use of these principles. This paper will introduce the case study and provide background material on True TQM.

Jan 1, 1995

It is no longer adequate when starting a new mine to simply select the best equipment. Today's competitive international commodity markets demand superior efficiency which requires systematic involvement of people in continual improvement of production and commercial processes. True Total Quality of Management (True TQM) principles provide an operating philosophy for maximising productivity and minimising unit costs of output. The presentation will show the practical and successful use of these principles. This paper will introduce the case study and provide background material on True TQM.

Jan 1, 1995

By Tom Learmont

The emergence of the dragline as the dominant stripping tool is described and reasons for this are noted. Brief comparisons are made with stripping shovels and wheel excavators. Representative output and machine availability figures for draglines are presented. The effect of changes in machine parameters such as boom length, swing power, and hoist power on machine productivity are discussed. An analysis of machine availability and the causes of machine downtime is made. Measures which are being taken to improve machine availability are discussed in detail. These include (1) improved methods of structural analysis, standardization of welded joints and welding methods to increase structural reliability and to develop more efficient structural designs, (2) standardization of gearing and mechanical componentry to permit the use of proven designs, (3) review of fairlead design and bucket hardware to improve rope life and reduce downtime, and (4) modifications to reduce maintenance time. The General Electric Data Logging system is described and consideration given to its use as a tool for improving productivity. Areas for future improvements in productivity are discussed.

Jan 1, 1976

By Tom Learmont

The importance of coal in solving our energy problems has been widely discussed; the world demand for food requires increased fertilizer production and the minerals to produce fertilizer must be mined. We have seen an explosive increase in the demand for large stripping equipment. It is appropriate that we review this equipment and determine what can be done to improve productivity. While we have used coal mining as an example in the study, much of the discussion will apply equally to other forms of stripping.

Jan 1, 1975

By F. P. Yungwirth

"IntroductionTrout Lake Mine is located about 5 km north of the Hudson Bay Mining and Smelting Co., Limited complex at Flin Flon, Manitoba. The mine was brought into production in 1982at the onset of a severe recession in the base metal market. The mine is operated as a joint venture with HBM&S, MMR and SMS.During the first several months of operation it became evident that there were opportunities to reduce costs at the mine significantly, and a productivity improvement subcommittee was formed to make recommendations. The first committee met in January, 1983 and consisted of the mine manager from Hudson Bay Mining, a geological expert and a maintenance expert from Outokumpu Oy, Finland, and a mine manager from Granges, Sweden.Recommendations from this committee were implemented during 1983 and a new subcommittee was constituted in 1984 to continue the work begun the previous year. The committee remains as constituted in 1984 and meets quarterly.The committee consists of M.A . Kirby , manager - Flin Flon Mines, HBM&S; Gustav Hoberstorfer of Mindelco , a Swedish mining consultant retained by Granges; Eero Laatio, mine superintendent of Keretti Mine at Outokumpu Oy in Finland; and Bob Bray, a mining consultant retained by Manitoba Mineral Resources.Many productivity improvements made in the operation are attributed to the work of this committee and other experts retained at various times throughout the mine life."

Jan 1, 1988

By Felipe Poffo, Flávio Messas

Due to the high level of competition in tooling sector, a necessity to increase the level of processes and assets management has initiated. Based on the World Class Manufacturing methodology, applied mainly in serial production industries, we have challenged ourselves to adapt the main concepts and implement them in a tooling company. After one work year, we could notice 29% productivity improvement in the bottleneck process, 25% cost reduction in outsourcing, standardization of the processes, 8% reduction in direct labor. Consequently, it was possible to implement a financial reserve and a long term planning cash flow.

Nov 22, 2018

By Kevin Whipkey

How is Improvement Being Achieved ? Section Equipment ?Mine Layout/Projections ? Work Schedule ? Maintenance ? Management

Jan 1, 2005

By E Deucker, A White

Gold Fields Australia (Gold Fields) has identified that improving productivity through more detailed shift planning and operational control of mining activities is a key driver to the success of their business. The Hamlet mine was chosen as a pilot site to trial a system that would allow production engineers and shift bosses to align the execution of short-term activities with the longer-term goals of the organisation.Gold Fields partnered with Deswik to introduce an on-site, collaborative, web-based system to allow mine planners to quickly build-up a detailed, activity-based, shift schedule for the coming week from the 13-week plan. Multiple stakeholders could then review and alter the plan, and then track and manage the execution of the activities.The system is designed to be integrated with production data capture systems to allow tracking of progress towards completion for each activity, as well as to plan and monitor the equipment operating in the mine. Integration of systems allowed engineers to use the large quantities of production data being captured to make informed decisions in the operations environment.The system replaced a complex set of spreadsheets that required expert users in Gold Fields to maintain. By capturing the data in a central database, the planning process is transparent and historic data from the execution of activities is available for analysis to improve productivity in the future.The system has ensured that the highest priority and critical path activities for the business are completed at the right time, improving the efficiency of operations.CITATION:Deucker, E and White, A, 2017. Productivity improvement through collaborative shift planning and tracking, in Proceedings 13th AusIMM Underground Operators’ Conference 2017, pp 225–234 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 16, 2017

By I. Orisek

The methodology and results of a feasibility study of an Automatic Truck Dispatching (ATD) system in an actual open pit mining operation, are presented. Using mine cost data, an economic analysis confirms that capital and operating cost savings with ATD out-weigh the costs. Productivity improvement achievable with ATD is quantified with a computer simulation of truck haulage based on mine production and operational data.

Jan 1, 1986

The history of mining is rightly proud of its achievements in improving productivity and cost improvements over the years. No matter what measure is used, tonnes per manhour, cost per tonne, etc vast improvements have been made over the last hundred years. In fact over the last ten years in Australian coal mines raw coal output per employee has increased by 60 per cent. When one examines why these improvements have taken place the principal reasons have been technological advancement in mining equipment, excavator and dump truck capacity increases, longwall and continuous miners continually improving in reliability and size. Of course all these improvements are correlated to an increase in capital cost. Even with the above-mentioned advances the pressure for increased performance is as strong as ever. The international mining and mineral-processing sector is currently operating in a recessive market with some traditional commodities, eg gold trading at 20 year lows. During recessive times senior management will demand greater returns on capital employed: the obvious choices being reducing costs or increasing throughput. In addition, head office environments will often place a capital freeze on operational management so the opportunity to take advantage of technological change is not available. The challenge is, therefore, to increase throughput and cut costs without the need for capital. The answer is to optimise the existing labour and plant. If done systematically a result in productivity improvement, in our experience, as high as 45 per cent can be achieved with the average across South East Asia and Australasia being 21 - 23 per cent. The intention of this paper is to present a systematic approach to labour and machine utilisation thereby gaining the greatest possible return on the existing capital base.

Jan 1, 1999

By W. A. Crosby, W. K. Smith, K. L. McDonald

"IntroductionThis paper describes how the introduction of two blasting techniques and the resuItant development of new dragline digging methods have increased the productivity of single- and double-seam dragline operations at the Rietspruit opencast mine.LocationRietspruit , one of South Africa's largest opencast strip mines, is situated some 11 5 kilometres east of Johannesburg in the Witbank coal field.BusinessRietspruit is a joint venture between Transvaal Consolidate d Land and Exploration Company (T.C.L.) and Shell, South Africa. Rietspruit is administered and managed by Rand Mines, the Mining division of Barlow Rand, transportation and marketing being the responsibility of Shell. The total saleable coal product, approximately 5,5 million tons per annum, is exported via Richards Bay.Presplitting and Throw BlastingPresplitting was initially introduced in September 1980, as a means of dewatering t he overburden and mid burden to facilitate the use of dry-mix explosives a s opposed to slurry explosives.The utilization of the throw blasting technique arose as a direct result of observed ground movement after the successful introduction of presplitting. The first trials commenced in March 1981 on the double-seam operation. The methods, economics and resulting advantages are fully described elsewhere. A brief description follows.Method of PresplittingAfter determining the desired presplit line, 250-mm holes are drilled to top of coal at 4-m to 6-m intervals, dependent on the competency of the rock overlying the coal. A single 60-kg charge of slurry explosives is located at the bottom of each hole, no tamping is used and all the holes are detonated simultaneously. The results are a competent, straight, vertical highwall. This enables accurate control of the first row of blast holes closest to the highwall, which is a prime requisite for successful throw blasting."

Jan 1, 1983

By Rolly Thorpe

Bulk emulsion explosives have been used at surface mines and quarries for many years. Recently, this technology has been adapted for underground use in relatively confined work areas and in smaller diameter blastholes.

Jan 1, 1994

VARYING in thickness and in number from place to place, coal seams in the Canadian Rockies also range in pitch from nearly horizontal to vertical, sometimes with overturns. Over the entire coal-bearing area there are considerable differences of rank in coals of the same geological age, and there are marked differences in ash content and washability characteristics. Correlation of seams at mining operations within a few miles of each other has often proved impossible. These factors influence mining methods, and, of course, production results. The oldest coal formations of western Canada are of Lower Cretaceous age, as the carboniferous sediments are marine and contain no coal. Coal is also present in formations of Upper Cretaceous and Tertiary ages. The rank of coal varies from semianthracite in some operations in the Kootenay and Luscar formations of the Lower Cretaceous in the Rockies to lignite in the Tertiary fields of the Saskatchewan prairies. Fig. 1 shows the general extent of the formations.

Jan 8, 1954

By H. M. Callaway

There are key words common to Government and the minerals industry, the use of which immediately spark interest, argument and confusion. Among these is productivity, a term ranking for widespread misunderstanding with mineral self-sufficiency and mineral conservation. Each interpretation of these words tends to emphasize a single aspect and either minimize or ignore the complex dynamic system of things that influence the Nations mineral productiveness. This paper1, abstracted from a monograph on lead now being prepared for publication by the Bureau of Mines, not only sheds light on the trend of productivity in the lead-zinc mining industry but it presents the basis for forming a common general notion of what the term productivity implies.

Jan 11, 1961

By Juliano Braz Possatti, José Fagundes Júnior

This project involved a teamwork including process control, maintenance and operation specialists, R&D and CTO experts to identify and actuate on each opportunity to increase charging temperature, furnace efficiency, decrease discharging temperature when possible, decrease FM and RM cycle time (mainly speed increase and interpass time decrease), tracking zones optimization, safe use of equipment power limits, safety interlocks revision and tune models for Mill Pacing Control and Slab Design.As result of these efforts, ArcelorMittal Tubarão HSM today occupies a prominent position among the best HSM of similar layout and produced mix of the group and worldwide. This paper will show the path which was followed by the AMT HSM team to achieve more than a 20% productivity increase resulting in a hot coils production per year more than 700 million tons higher.

Oct 1, 2019

By Thomas Prietl

The use of gas stirring systems through the furnace bottom is common for anode and holding furnaces in the copper industry The first implementation of a gas stirring COP KIN® system in a Peirce-Smith converter was performed at the New Boliden smelter, Rönnskar, Sweden. In addition to other benefits, a decrease in process time and a decrease of the oxygen content in the blister copper were observed. To determine the effects of the gas stirring system and the process endpoint, an optical production control ?Semtech OPC system? was used. The light emission of the converter flame as an optical process parameter provides qualitative on-line process information, and is also used for endpoint determination of the slag making process, on-line control of iron content in white metal, quality control of slag etc. The results, benefits and risks of using the COP KIN® and OPC system for a Peirce-Smith converter are reported.

Jan 1, 2005

By Yoshiaki Suzuki

Since 1973, Saganoseki Smelter & Refinery had operated two flash smelting furnaces together to produce 330,000 mtpy of copper. However, in 1990's, economical situation required the smelter more increased productivity to remain competitive. The program, to integrate two flash furnaces into one was carried out maintaining the same production. Modifications were done on the pneumatic concentrate drying system, concentrate feeding system, concentrate burner and furnace cooling system, etc. to double the, furnace throughput. A new large cryogenic oxygen plant was constructed replacing two old plants. Single flash smelting furnace operation has started in March 1996. This paper describes about details of modifications and operational results.

Jan 1, 1998

By Miguel Humpire Huamani, Gustavo Huerta Valer, Jorge C. Cárdenas Miranda

As part of the continuous improvement and increase productivity to achieve the mining and extraction plan of a low-grade open pit copper operation, alternatives are required to expand the blast pattern to maximize drills and steels resources along to ensure the fragmentation results for the process plant with volumes from 500k tons of broken material per day. Therefore, the application of aluminum based ultra-high energy explosives was an alternative to achieve the objective of expanding the production pattern by 34% while maintaining energy factors levels along with the distribution of explosive and the application of the pocket charge in the stemming level, reducing the load factor, maintaining the fragmentation results in P80 and increasing the percentage of fines less than 1.0 in (2.54 cm). An important development to ensure the supply and perform successfully blasthole loading was the implementation of a supply system with pre-blending (aluminized emulsion) which is stored in silos and load through factory trucks. In the field we ensured optimal initial and final density levels with chemical sensitizer to perform the most fracturing work in the rock, complementary evaluations were performed to predict flyrock and define safe equipment evacuation radiuses along with advanced vibration monitoring for the sustainability of the mine.

Feb 6, 2023