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By K Sommerville, J Parkinson

"Open pit mines today have more technology and data available. The challenge is to effectively use resources to analyse and identify mine productivity improvements. AMC Consultants Pty Ltd (AMC) has completed more than 100 benchmarking studies worldwide. In the process of gathering cost and productivity data, insights have been gained on how mines are using data to drive productivity. This paper aims to share good practice on using data, what benchmarks operations should be aiming for, where mines are currently sitting, high value areas to target, and how to best prioritise improvement to meet operational goals.A key purpose of data is to assist in managing and improving operations. Key information is used to drive meetings, decisions, budget estimates and reports. Safety, equipment productivity, available stocks, grade and spatial reconciliation are examples of where data is important for management systems. The key is to keep reporting simple whilst maintaining access to source data for troubleshooting and analysis.Some operations still have paper-based reporting systems. Some operations collect data directly off machines and instruments, use cameras and have off-site control centres. The level of technology is a fit-for-purpose choice.Comparisons of productivity assumptions commonly used in feasibility studies with good practice productivity numbers sourced from AMC’s benchmarking database will be shared in this paper. A typical activity mining cost breakdown will highlight where the high value areas for productivity improvement sit.In addition to examining the productivity of each mining step it is also important to examine the impact on the mine plan. Equipment numbers, strip ratio, grade and material hardness can impact the results of bottleneck analysis. A bottleneck example case study will highlight how productivity and other factors can be used to identify and prioritise improvement opportunities.Keep it simple. Use only the critical data for meetings, decision-making, reports and plans. Knowing and communicating the key performance indicators (KPIs) you are striving for aligns the operation and prioritises improvement plans.Citation:Parkinson, J and Sommerville, K, 2016. Getting the Most Out of Technology to Drive Mine Productivity Improvements, in Proceedings Ninth AusIMM Open Pit Operators' Conference 2016, pp 84–93 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 15, 2016

By J Coombes

"In today’s challenging climate of reduced staffing, limited funding and uncertain markets, we are called on to operate more productively and ‘be more innovative’. As an industry, we are quick to identify our practice areas as a mark of our role in the machinery of the mine value chain. We proudly note our profession – ‘geologist’, ‘mining engineer’ or ‘accountant’ – and demarcate our responsibilities and even our physical space. We even subdivide our disciplines into sacred entities such as ‘logging geologist’, ‘resource geologist’ or ‘structural geologist’ to prevent any blurring as though somehow the confusion will cost valuable disciplinary ground. How can we function professionally to heed the call to be more productive and more innovative?The purpose of this paper is to underscore what is expected from project evaluation, examine the ways in which we work as an industry and explore alternatives used in other industries and environments.The paper begins with a summary of project evaluation expectations and the ways in which disciplines typically interconnect when conducting project evaluations. Next, the paper examines alternative work frameworks and making a distinction between multidisciplinary, interdisciplinary and transdisciplinary frameworks. In-practice examples of these frameworks in alternative industries and contexts provide evidence for application as well as an opportunity to examine their pros and cons.The paper closes with a call to re-examine working practices in the mining industry, with a view to enhancing productivity and heeding the call for greater innovation.CITATION:Coombes, J, 2016. Transcending the mining discipline divide – multidisciplinary, interdisciplinary or transdisciplinary?, in Proceedings Project Evaluation 2016, pp 2–10 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By V S. Mutton, M J. Shearer

"The current economic challenges faced by the mining industry led to a review of options for reducing the cost of ventilation control devices (VCDs). The VCDs at the Mount Isa Mines site operated by Glencore in Queensland typically experienced significant damage on the operating levels and required expensive replacements. Ventilation controls can become damaged by the effects of stope firings. This paper discusses the nature of blast wave effects, giving consideration to distance from the firing and changes in mine geometry. The time taken to adjust the airflow on the operating levels with the current VCDs resulted in the loss of productivity opportunities. The mine site engaged an equipment supplier to collaborate on the development of a high-strength regulator to control the required airflows within its underground workings.The strengthened regulator proved to be cost-effective and provided additional benefits, including ease of use, simplicity of installation and speed of change in the control of available ventilating airflow. An added advantage of the re-engineered regulator compared to contemporary VCDs is its flexibility, which includes the ability to easily move mobile equipment into different ventilation districts where required without the need to remove the VCD from its location. This paper describes both the innovation and environmental sustainability approaches followed when developing the new regulator for its implementation at the site.CITATION:Shearer, M J and Mutton, V S, 2015. Advanced ventilation control – an analysis of innovation and environmental sustainability, in Proceedings The Australian Mine Ventilation Conference, pp 55–62 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Aug 31, 2015

By E Wargem

The conventional method of underground mining involves a process known as drilling and blasting to excavate valuable ore bearing minerals through the load and haul process. Drilling and blasting processes are completed for both the development of the tunnels used to access the orebody and for mining out the orebody itself. The former being called development drilling and blasting, and the latter production drilling and blasting. In either development or production drilling and blasting, the effective recovery will be largely reliant on the extraction of the initial void created in each blast cycle. In development tunnelling, the initial void is commonly known as a Burn Cut. The initial void created in production drilling and blasting has many names such as a Slot, Winze, Rise or Raise. There are drill patterns and charge designs used to create these initial voids in the production cycle. This paper discusses common slot or winze designs for production drilling and blasting; and various critical design criteria for these. The document also aims to provide a process for completing desktop reviews of current patterns employed on-sites and provides an initial guide in a process for improving the recovery of a slot, winze, rise or raise in underground mines.

Mar 29, 2023

By P Standish

Qualitative risk assessment methods are not well suited to considering complex systems and potential interactions of new technology. As part of supporting tier one mining organisations and international industry groups, the author and colleagues have innovated processes to help provide better solutions to sites/companies considering a move to implementing proximity detection and collision avoidance systems. The process identifies required operating states for the system. By applying a combination of research and team-based analyses, a rigorous identification of credible failure modes which could cause these states to be lost, is identified. Finally, required business inputs, expressed in practical terms are distilled from regulator, industry, organisation and site in a way which clearly addresses the failure modes and so retain the required operating states. These business inputs identify improvements for site arrangements (EMESRT levels 1 to 7) before identifying functional requirements for technological collision avoidance solutions (levels 8 for advisory and 9 for autonomous). The paper presents a case study synthesised from multiple sites analyses and will provide guidance on where to find additional resources to assist in making the best possible transition to better equipment and road network solutions.

Jun 22, 2022

By C N. Hatton, K Ward

Tailings operations are inherently reactive as operations personnel continuously contend with a concentrator reject feed (tailings) transient in physical and engineering properties, which places a constant constraint on capital and operational spending. It requires a unique skill set to manage the prescribed distribution of tailings under unenviable conditions. Enter the tailings operator, an oftenundervalued commodity and untapped resource that can provide benefits beyond the rigors of dayto- day operational support. Experience consistently demonstrates that skilled and committed operators can serve a vital function in the safe construction of a tailings storage facility. It takes a village to raise a tailings dam. An important part of this process is establishing a culture of operational accountability and ownership. Operator development training is nothing new. However, we find that many of the intrinsic operator skills are left unexploited, and an operator's experiential knowledge base and creativity are commonly overlooked and underutilized. With proper training and guidance, these skills can be harnessed, contributing to safe dam operations. Operator engagement, when properly facilitated, provides tangible benefits ranging from improved tailings engineering properties to reduced closure costs. One important benefit is helping transitioning tailings management from reactive to proactive. There are many processes involved in the reactive to proactive transition process. One element of that process includes engaging operators in the tailings management process and facilitating legacy ownership. The core of operational legacy ownership is measured and described using five-stage operator engagement rubrics. Levels of operator engagement are presented with a description of the incremental benefits of each stage. An important part of legacy engagement is providing the tools to operators necessary for managing the tailings. Therefore, the approach identifies specific methods used by operations personnel to control tailings distribution and in-place properties. The end goal of leveraging operator engagement is to facilitate committed ownership and transition tailings management from an inefficient, reactive process to an improved, cost-effective, proactive practice.

Jul 1, 2021

By K Devencorn

The development of robust, economical transport infrastructure has been identified as a key driver to sovereign economic growth. Notwithstanding the value of undeveloped mineral resources, unless they can be brought to market they are of little value. Within a global context, the continent of Africa probably faces one of the most significant transport driven economic development programs as countries strive to unlock their much sought after resources.The UN’s Africa Review Report on Transport (United Nations Economic and Social Council, 2009) provides an excellent context for the issue facing African countries and the potential for investment in transport to solve many of the intrinsic problems they are confronted with. With little exception, economic development in Africa is very likely to be driven ‘off the back’ of transport development – and more specifically from heavy-haul rail as a means by which economic wealth can be derived from export of the continent’s vast natural and mineral resources to the world. The report found:transport is a key driver of economic development and poverty reduction;road transport is the most dominant mode in Africa;the ‘Cost to Market’ of African goods is hampered by the reliance upon road transport;the cost of road transport is not just economic – 19 per cent of the world’s road fatalities were recorded on African roads;African railways are seen to be disjointed and under-utilised;Africa’s ports are key to export trade - yet only six ports (three in Egypt, and three in South Africa) handle about 50 per cent of the continent’s total container traffic;the cost of transport is increasing making African trade even less competitive; andsignificant negative impacts of Africa’s reliance on road transport – health, and greenhouse emissions.We understand that mining the resource is only part of the solution – it has to be put to market at a competitive landed cost.Most African countries face huge costs associated with transport development and ongoing operation – in many cases beyond their available resources.The Australian rail industry has faced and solved many of these challenges.

Nov 22, 2011

RME has a vision for a new grinding plant operational paradigm made possible by RMEÆs fast, safe Mill Relining System. Some new liner designs can degrade SAG mill performance because of mill volume loss, ball strike (rotational speed limitations) and other issues often brought about by modifying liner design for maximum life and without a backward glance at metallurgical consequences. Freshly relined mills can initially produce as little as 80 per cent of their maximum throughput, that maximum occurring toward the end of the linersÆ wear life. RMEÆs proposition is to see new liners designed for maximum commercial performance. This may mean more frequent mill relines but with liners designed to yield optimum grinding, metallurgical and profitability performance, not maximum life. In other words, mill liner profiles and mill relining speed become key operational controls and not simply æmust doÆ maintenance functions. Taken to the extreme, liner profiles may prove capable of ætuningÆ a grinding plant for maximum profitability in any metal price environment. Following the introduction, the first section of this paper provides an update describing recent and significant developments within RMEÆs range of Mill Relining Systems, the enabling technologies which permit more frequent liner exchange without incurring additional downtime imposts. The second section outlines RMEÆs vision of a æliner profile versus profitabilityÆ commercial model, developed either intuitively or by using a combination of new measurement and modelling technologies. These new measurement and modelling tools provide the opportunity to predict the optimum commercial outcome, off-line in the virtual world, before committing to an expensive liner experiment.

Jan 1, 2007

By Matthew I. G, Hall P. G

The Selective Precipitation (Basics) Process is a means of controlling impurities such as the ions of Mn, Mg, and Cl as well as sulphate and water, in an electrolytic zinc plant circuit. This is achieved by precipita- ting zinc selectively as a basic zinc sulphate from a portion of impure circuit solution. The impurities remain in the solution, which can be discarded, while the zinc, substantially free of impurities, is returned to the main circuit by using the precipitate as a neutral- ising reagent. A description of the process and its development to a full scale operating plant at the Risdon Works of the Electrolytic Zinc Company of Australasia Limited is Presented.

Jan 1, 1977

By Thomas R. J

Following asmallnumberofpollutionincidents involving the death of cattle from ingestion of cyanide that had escaped from gold processing plants, the Queensland Government undertook to develop competent guidelines addressing this problem. These guidelines, "Queensland Government Guidelines on Prevention of Water Pollution from Cyanide Use in Gold Ore Processing", issued by the Department of Environment and Heritage, Department of Resource Industries and Water Resources Commission, cover hydrology and general house-keeping intended to reduce the likelihood of significant impact from a spill or unintentional dis- charge of contaminated material. There are three major advances for Queensland embodied in this Guideline: ò the use of a design approach that gives site specific standards rather than trying to give a multitude of standards broad enough to cover all situations, ò the use of hazard assessment and a "critical period" hydrologi- cal design technique, and ò new monitoring and reporting requirements. The guideline is presented here in a summary form:

Jan 1, 1991

This paper provides an insight into the current status of risk management practices within our industry, based on an industry wide survey, with deliberate cross-reference to quantitative analysis. This survey showed that quantitative assessments appear to be mainly hampered only by the lack of reliable data and industry expertise to carry out such assessments. A short case study will illustrate some of the necessary basic tools and data types that would enable the industry to tap into an additional range of business improvement dimensions to more effectively manage the diverse and changing risk profile of the mining sector.

Jan 1, 2003

The strategy of adjusting operating conditions to maintain optimum process performance as the feed quality varies - adaptive optimisation - is being investigated by computer simulation of chemical processes for the treatment of ores. Those ore-process systems that are most likely to yield substantial benefits from adaptive optimisation are being identified as a guide to the selection and development of systems for practical application. The generalised mathematical representation of the cost structure, ore quality variations, process kinetics, reactor characteristics and operating variables for ore-process systems is described. Results are summarised for temperature, reagent concentration or residence time as the manipulated variable. For almost all systems, adaptive optimisation was economically beneficial, although a few exceptions have been identified where there is a significant synergistic effect between poor-performance and good-performance materials in a blended feed. The sensitivity of the benefits of adaptive optimisation to a range of economic and technical factors is summarised.

Jan 1, 1985

By Bearman R. A, Parkin R. M

Traditional quality control procedures for aggregates production within the quarry industry rely on off-line laboratory analysis, resulting in poor performance and inconsistent product quality. A high speed on-line aggregate classification system is described here. A product sampling system directs aggregate through an inspection chamber where a novel imaging system digitises the particle geometry. Data processing algorithms extract dimensional data and image features, while a neural network classifier assigns a qualitative shape descriptor to each rock particle. This system provides each sampled batch with a complete analysis of size and shape distributions, complementing a new generation of cone crusher technology to maximise product quality and plant efficiency.

Jan 1, 1995

The discovery of bauxite in 1955 at Weipa on the NW coast of Queensland's Cape York Pen- insula enabled Australia to join the Caribbean and West Africa as one of the major world sources of bauxite. Weipa, today, is the largest bauxite mining operation in the world and holds a significant position on the world bauxite scene as the operation 1. supplies 15 per cent of the Western World's metallurgical grade bauxite requirements, Z. produces 50 per cent of the world's demand for abrasive grade calcined bauxite, and 3. is the world's largest bauxite shipp ing port.

Jan 1, 1978

Proper technical appraisal of a coal deposit and the determination of optimum open- pit mine design can only be made after detailed examination of a number of interrelated geographical and geological factors. Initial evaluation of the geography and the overall attitude of the coal measures can often determine the most likely coal mining technique. Conclusions reached in the early stage of the investigations frequently dictate the quality and quantity of particular types of data required from further drilling of the deposit. In many cases, insufficient information relating to the overall engineering aspects of a coal deposit is derived from drilling. Little or no attention is paid in the exploratory phase to such things as the specific gravity of selected overburden samples, floor conditions, clay content of the overburden and selected strength tests on cores. This is a direct result of geologists treating coal deposits purely in geological terms without sufficient consideration being given to the engineering parameters required for a proper evaluation of the deposit.

Jan 1, 1977

There are serious problems in forecast- ing accurately and achieving this goal depends on good quality information, correct assumpt- ions and sound analysis. planner. The forecaster must focus attention on a number of key areas of interest. These areas include major economic trends and changing GNP structure, consumption time series, end-use consumption patterns and substitution potential, accurately updating data bases (up to 5 years ahead), random factor estimation and examination of both long term and secondary mine potential. While metal price forecasting has suffered due to recent uncertainties, with increased importance on planning tools and cost analyses, it is still a necessary function. Forecasting is subject to the real world and the metal industry is made up of imperfect markets in a dynamic state. The real world provides the challenge to improve the accuracy of forecasting.

Jan 1, 1983

By R M. S Watsford, M Davis

In 2015, MMG Limited commenced further action to improve operating margins and establish a blueprint for future growth in the Australian environment. This action was taken in the context of weakening metal prices and high input costs that arose during the Australian minerals boom.MMG was formed in June 2009 following the purchase of the majority of assets of OZ Minerals Limited by China Minmetals Corporation (CMC) through its subsidiary China Minmetals Non-ferrous Metals Co Ltd (CMN).Since formation MMG has been implementing a business model to deliver a standard way of operating. The overarching purpose of the business model is to enable fast integration of acquired assets to realise improved productivity and performance. CMN established MMG as a vehicle to reach their growth targets through further development or acquisition of mineral assets in jurisdictions external to mainland China.The business model is underpinned by the MMG operating model. The operating model defines how MMG is arranged to deliver the company strategy.This paper describes the application of the operating model to the formation of the Australian operations into a single business unit from multiple stand-alone operating sites. The development and impact of the business model on MMG’s performance is also presented.The extension of the operating model to the Australian operations has led to improvement in safety performance, direct costs and productivity. These improvements have been achieved through reducing duplication, simplification of systems and rapid deployment of improvement initiatives.The successful implementation of the operating model to Australian operations strengthens the platform for further growth. Hence, delivering on the aim of the business model.CITATION:Watsford, R M S and Davis, M, 2016. MMG’s Australian operating model – the implementation, successes and learning, in Proceedings International Mine Management Conference, pp 291-302 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By J McCluskey, N Barros

"Long-term strategic planning at BHP Billiton’s Western Australia Iron Ore business aims for sustainable value maximisation of its large, long-life, low-cost, expandable mineral inventory and supply chain infrastructure. While mine plans are key components of this value equation, this objective requires a whole-of-business approach through comprehensive consideration and optimisation of the full value chain. Only through a system view do we believe that the value proposition of a set of plans is truly optimised.The fundamental considerations include: mineral inventory information, given its intrinsic uncertainty and risk/knowledge horizon a marketing view of future quality premium/discount based on overall market quality load whole of supply chain optimisation on a throughput accounting basis alternative sequences of capital decisions closure costs with significant magnitude of total movement requiring optimisation as part of the plan. In addition, the plan provides a view of acceptable uncertainty levels at different times in the future.BHP Billiton Iron Ore uses a structured Life of Asset planning process that supports the business with the optimisation of its maximum value proposition through a non-deterministic scenario-based optimisation approach on an annual basis. This is a key input to each year’s medium-term plans and budgets, including activities identified through a value of information approach that resolve the key uncertainties and steadily improve confidence in the plan.CITATION:McCluskey, J and Barros, N, 2014. Life of asset planning, uncertainty and value optimisation of the iron ore business – from exploration, to market, to closure, in Proceedings Orebody Modelling and Strategic Mine Planning Symposium 2014, pp 33–40 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 24, 2014

Plant growth is likely to prove the most suitable and satisfactory material to stabilise and cover quarry faces and worked-out surface mining sites. The careful selection of plant species is of paramount importance to the success of any attempts to re- vegetate these sites. Various tech- niques are recommended and attention is drawn to different factors,which will adversely affect plant growth.

Jan 1, 1976

Over the last 15 years the contract mining concept has developed into an integral part of the Australian mining industry. Today it is a $2 billion per annum industry with the potential to continue to grow at a rate of between ten and 20 per cent. Australian contract miners have also exported the concept overseas where growth prospects are unlimited. The industry today is at a cross-road where both contractors and mine owners must consider the current state of the contract mining industry and where it is heading. To look at the present and the future, it is necessary to look back at the history of contract mining and why it has developed. Current industry concerns can then be summarised and the areas that need to be considered to enable the industry to prosper, reviewed. The ultimate goal is to reach solutions with benefits to both the mining companies and the contractors.

Jan 1, 1996