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By A. C. Stevenson

"The most common theory is that, since thyristors, diodes, and insulated gate bipolar transistors (IGBTs) are “solid state” they will live forever. This is not so. They have wear-out mechanisms (e.g. insulation) and other mechanical parts such as motor bearings. These wear-out phenomena can be easily calculated. In this paper we will look at some of the failures and the failure rate of thyristors in power converters to see what affects them and to see what improvements can be made. If converter failures do occur, some simple forensic engineering steps will show if this is the root cause of the problem.IntroductionLook at the general failure rate curve for thyristors, diodes, gate turn off devices (GTOs) and IGBTs shown in Figure 1. We see that there is an initial high failure rate due to manufacturing defects, application problems, and drive start-up stresses that lasts for a few weeks. This is followed by a long period of (hopefully) several years with a relatively low but very slowly rising failure rate. At the end of this period, the devices start to wear out and the failure rate suddenly starts to increase rapidly over a few months. This signals the end of life for the devices in the system. We will start by looking at this end of life area."

Jan 1, 2000

By J. W. Reynolds

Use of crushed waste rock recovered by sink-float separation from normal ore production for backfill is an established procedure at Commco's Sulhvan mme, Kimberley, British Columbia. Need for a safe method of placement in voids which were difficult to reach by gravity methods led to a co-operative venture with Radmark Engineering Ltd. in the development of a workable pneumatic transportation system for rock material. This paper reviews work done to date in a current program, and includes comments on the nature of the fill so placed, options for cementing such fill, implications for other aspects of mining and references to other applications of the system by other organizations who exchanged experiences with the Sullivan mine staff during the five-year period reviewed.

Jan 1, 1972

By E. Best

In 2003, Phelps Dodge Mining Company decided to pursue the design and construction of a Central Analytical Laboratory to provide chemical analyses for their Arizona and New Mexico operations. This centralized approach was selected in place of refurbishing six (6) older laboratories that operated at the various Phelps Dodge sites, and which would not have permitted full automation and use of robotics. The new lab was designed by the Process Technology Center (PTC) Material Characterization Group in cooperation with IMP Group. The Central Analytical Service Center (CASC) encompasses fully automated sample preparation of blast holes and geological samples weighing up to 15 kg/sample. The CASC also includes the first "wet chemistry module" worldwide to be operated by robotics systems to perform Total Cu, Acid Soluble Cu, and Quick Leach Tests (QLT), and a fully automated lab for electrowon copper cathode. The new lab also offers flexibility for handling specialty samples and analyses by either semi-automated or manual mode. Data handling and transfer is accomplished using the commercially available StarLIMS system. Commissioning was accomplished within five (5) months of startup during which the CASC also handled 86% of a full production load. The 24/7 lab operation has already exceeded its design capacity, has achieved considerable savings in operating cost, reduced sample preparation errors, and significantly increased analytical quality.

Jan 1, 2007

By Daniel Torres Espinoza, Jose Pinedo

"Ventilation is a vital service in underground mines, required to provide fresh air to the work force and dilute diesel equipment gases (CO, NOx) and diesel particulate matters (DPM). At a Mexican precious metal mine in the state of Chihuahua there is a VOD system implemented using Howden’s control and monitoring system and a state of the art tagging and tracking technology. The JM zone of the mine is ventilated using a push and pull system, using automated regulators on each level to control the air going in and out of the levels. The implementation of advanced control strategies using Howden’s VentSim™CONTROL allows the mine to generate significant savings and increase health and safety of the workers.INTRODUCTIONIn underground mines, ventilation is a requirement in order to maintain the fresh air needed for personnel and equipment. Ventilation regulations dictate the amount of air required underground to carry out day to day operations by limiting the exposure that workers have to toxic gases and other pollutants. Regulations for required airflow in underground operations for diesel pollutants are generally provided on vehicle rated brake horsepower, in Mexico the requirement is 75 cfm/bhp. In underground mines, ventilation services can account to up to 75% of the mine’s energy consumption, and it is very common for fans to operate all the time because of a lack of control infrastructure for the ventilation system. By the implementation of a Ventilation On Demand (VOD) system a mine can reduce this consumption with different control strategies. The main infrastructure required to implement this system consists of remote control of ventilation infrastructure (fans and regulators), a communication network between throughout the mine with the surface and a tracking system for personnel and diesel equipment. Software is required to determine fresh air requirements based on the tracking system data and then send the control commands to the different ventilation infrastructure. In 2015, San Julian Mine acquired Howden’s VentSim™CONTROL (formally SmartEXEC) and the hardware solution to deploy a VOD system at their operation. The VOD system and Fresnillo plc’s San Julian Mine in Chihuahua, Mexico, consists of control of 10 surface exhaust fans, 2 surface intake fans, and 12 underground automated regulators. It also includes the monitoring of 46 flow sensors, 28 CO sensors, 28 NO?? sensors and 42 temperature and humidity sensors, approximately 500 personnel tags, approximately 220 vehicle tracking tags with diesel status (ON or OFF) and approximately 250 tracking zones. This paper discusses the control strategies that have been implemented at San Julian Mine since the system was commissioned and the next steps that will be taken at the mine with the system as they test different level on VOD."

Jan 1, 2019

By Mark Hollingworth

"There is general consensus that as the world continues to change at an ever-increasing pace, companies must continually adapt their operations in order to remain competitive. Those that change fast enough, survive; those that don’t, perish quickly. Today, we hear that it is not worth the time preparing corporate business plans as they are out-of-date before the ink is dry. Within the corporate environment of the 1990s, we must “think” strategically, be a “learning organization”, keep our costs low, focus on our core competencies, stay as flexible as possible and create value. So-called “sustainable competitive advantages” can be obsolete before a patent is issued — if its even worthwhile patenting the advancement. This is industry in the 1990s.Now, while all this radical change has been underway in the global industrial environment, what have Canada’s universities been doing to keep pace with the change affecting one of their major stakeholders? Have they adapted their products and services to suit the new market conditions? Have they built closer links to industry to try to understand how better to serve this important client? Do they welcome industry input as to how to redefine their mission, objectives, strategies or their course contents? Do their students graduate with skills ideally tailored for the global mining industry? In the era of communication, can they write high quality reports in English, never mind speak French or Spanish?In an effort to provide Canada’s engineering faculties with a “blueprint” for the future, the Canadian Academy of Engineering pre-pared a report entitled “Engineering Education in Canadian Universities”, published in August1993, which concluded with the following recommendations:"

Jan 1, 1996

By B. Leonard

As of November 2012, the Alberta government listed 53 oil and gas, oil sands, and mining construction projects either proposed or currently under construction. These industrial plant construction projects have an estimated value greater than 105 million dollars. A common construction method employed for industrial plant projects is fast-track construction, which is used to reduce construction time. Contractors begin fast-track construction with highly generic scheduling information. This high level schedule turns into a lower level schedule as more detailed information becomes available. From a contractor?s perspective, a challenge faced using fast-track construction is the visualization of generic and constantly changing project schedules. This paper discusses the use of a Plant Information Modeling (PIM) system, designed to create a 4D animation to visualize project schedules for fast-track industrial plant construction projects. The proposed PIM system creates a modified project schedule by obtaining specific information from a generic construction schedule. Obtaining the information involves grouping schedule activities in accordance with the level of detail in a 3D model, and the level of detail in a project schedule. The modified project schedule is then used in conjunction with a 3D model to simulate the construction sequence in the form of a 4D animation. This allows for 4D visualization of project activities, installation dates, and crane movements. Furthermore, as engineering reaches completion, the PIM system creates a streamlined channel for schedule information updates to be easily uploaded into the model for a more accurate 4D visualization. Through analyzing a nonmodular construction case study, this paper discusses the successes and benefits of the PIM system for 4D visualization, such as increased productivity, shortened construction time, increased constructability, and decreased field costs.

Aug 1, 2013

By G. M. Mason

History Due to its strong affinity for oxygen, aluminium as an element was isolated only after many other rarer metals had been prepared and studied. It was just over one hundred years ago that two scientists, Hans Christian Oersted and Friedrich Wohler, produced the first few pellets of aluminium and determined its physical properties. These early investigators used metallic potassium as a reducing agent. Later, St. Claire Deville, by using sodium instead of potassium, improved the yield in the reduction and produced some pounds of aluminium. From a figure of about $110 per pound in 1855, the price had fallen to about $4 per pound by 1886. In that year, a very important discovery was made independently by Charles Martin Hall in Oberlin , Ohio, and Paul . Heroult in France. Stated in its simplest terms, the discovery of Hall and Heroult was that aluminium could be produced by electrolyzing a solution of the oxide in molten cryolite. The application of the Hall-Heroult process made the metal immediately available in commercial quantities and, by 1900, the price had fallen to 23 cents per pound. The growth of the industry in the past fifty years is well known, and is outside the scope of this paper. It is, perhaps, not generally known that aluminium was first produced in Canada at Shawinigan Falls in 1901. Since that time, production has been continuous at one or more smelters in the Province of Quebec. The largest of these smelters, which is also the largest aluminium smelter in the world, is at Arvida, Quebec, on the Saguenay river. A large power potential and access to ocean shipping were the two principal reasons for the establishment of aluminium production facilities in the Saguenay district. It is interesting to note that the aluminium industry, as a large user of power, took an active part in the early industrial development at Niagara Falls and Shawinigan Falls, and is now repeating the process in the Saguenay valley.

Jan 1, 1949

By C. L. Monroe

It has been the custom in recent years to look upon Atlin as a worked-out placer camp. This is a conception, however, which is far from the real situation. The placer-gold deposits of Atlin are today, after thirty-one years of continuous working, a field well worth the attention of the mining world. It is true that the shallow diggings (the 'easy money') have been practically cleaned out, but although there have been perhaps ten millions, or more, in gold already taken from the district, there are still many more millions left in the creek beds . A conservative estimate of the gold still remaining in one creek alone, Spruce creek, for a long time known as the 'prospector's meal ticket', would place the amount at anywhere from fifteen to twenty million .dollars, and there are a number of other creeks that have never been thoroughly worked, and some only partially prospected. That the true situation is beginning to be recognized by those who are on the lookout for a profitable field for investment, is born out by the fact that, within the last few years, New York capital directed by Mr. Charles V. Bob, who is also responsible for the opening up of the Engineer mine, has installed on Pine creek, where the first discovery of gold in the district was made, one of the largest hydraulic mining plants on the continent, utilizing six miles of the old hydraulic ditch of the Discovery Mining and Power Company, and over two miles of pipe line. On Boulder creek, where already two millions have been taken out, the Consolidated Mining and Smelting Company are on their third year of development work in opening up the unworked ground, while on Otter creek a newly organized French company have started a plan of development which will involve an expenditure in the neighbourhood of $200,000, and two or three years' work, before they can hope to find gold in paying quantities. It is probably safe to prophesy that placer gold will be produced in the Atlin district for the next fifty years

Jan 1, 1929

By M. G. Lipsett

One challenge in applying information technologies in Mining is building a business case. In Mine Maintenance, there is a complex flow of information that contributes to making informed business decisions. By understanding those information relationships and the cost of wrong decisions, analysts can estimate the value of information flow. Developers can then ensure that systems deliver key information in an accurate and timely way. In this paper, general maintenance decision-making is discussed, with examples of how model-based analysis can improve the information delivered to decision makers.

May 1, 2001

By L. Tikasz

The primary purpose of ore hauling model studies is to capture the variability of the ore delivery ? stockpiling process in order to improve the estimation of equipment capacities and achievable throughputs. The operation of a mine-to-site ore delivery system is the subject of a number of challenges. Typically, ore is hauled by a given combination of trucks, conveyors and trains. In addition, ore loading, ore transferring to another means of delivery, stockpiling, reclaiming, and further deliveries involve many other types of equipment. The concurrent operation of all these units is scheduled; nevertheless, they are subject to planned maintenance and random breakdowns. To support our engineering design work on ore hauling operation, discrete event type models were built for each specific task. Then, due to recurring demands, an ore hauling library was gradually compiled. The now available model library allows fast and efficient simulation of various mine-to-site hauling arrangement, adaptable to various mining and mine construction operations (e.g. bauxite, iron ore, copper ore and coal).

Aug 1, 2013

By Larry A. Morris

The environmental impacts of industrial activities have become very serious concerns of the public over the past few decades. Not surprisingly, governments have responded with legislation and regulations to force industry to operate in a more environmentally responsible manner and, more recently, have prompted industry to initiate voluntary measures in response to specific environmental issues. The concept of Product Stewardship has evolved as a system or vehicle for the industrial sector to demonstrate an active concern about the environmental impact of their products, services and processes.

Jan 1, 1996

By M. Matthias

A study, part of a doctoral dissertation (Matthias, 1991), was conducted during 1987 and 1988 to establish the means by which professionals assess and maintain their competence during the various stages of their careers. The study elicited responses from fifty-nine subjects representing engineering, pharmacy and medicine (twenty subjects from engineering, nineteen from pharmacy and twenty from medicine) on their perception and assessment of continuing competence. The findings revealed a wide variation of how professionals perceived their continuing competence and the means they adopted to keep current. The implications of the study are significant for adult education practice and theory building. The author strongly believes that now, more than ever, engineers must take ownership of their careers and professional development activities. While management and supervision have a key role to play, it is the engineer, who is ultimately responsible for the scope, planning and implementation of her/ his professional development needs. An example from one high technology company will illustrate these points.

Jan 1, 1999

By Gerry Roblesky

"IntroductionWestar Mining Ltd. is Canada's largest producer of metallurgical coal for the export market. It currently operates two mines, the Balmer Mine at Sparwood, British Columbia producing 6 000 000 tonnes per year and the Greenhills operation at Elkford, producing 2 100000 tonnes per year. Approximately 1600 people are employed between the two mines which operate independently but share common administrative services.Like most mining companies in Canada over the past three or four years, Westar has faced rising production costs along with flat or declining prices and demand for its products. In order to survive under these conditions it has become necessary to strive for decreased costs in any way possible. Over the past two years there has been a widespread introduction of microcomputers across the company. In order to satisfy increasing demand for accurate and pertinent information while at the same time increasing productivity, the microcomputer has become an invaluable tool.This paper describes some of the problems faced by a mine maintenance department in this operating climate and how they were solved with the help of a microcomputer. It also describes some of the problems that may be encountered both with equipment and people and recommends some ways that these might be minimized or avoided. Finally, an assessment of whether or not the move to microcomputers was a current and economical one, and a brief description of future plans and projects is given.The Maintenance OrganizationIn order to appreciate fully the role that microcomputers are playing within the Maintenance Department at Westar Mining, a little background on the organization and operating philosophies is in order. Most of the comments apply directly to the Balmer operations, however, the Greenhills operation is similar in concept.The mine maintenance organization operates on a fleet based concept with these departments reporting to the maintenance superintendent: haulage trucks, shovels and drills, loaders and Caterpillar equipment, maintenance services, and rebuild services.Each of these departments is headed by an assistant superintendent and is responsible for all maintenance on the equipment on the respective fleet. Shift foreman, planners, specialists and clerical staff are assigned to each fleet. A central engineering and administrative group consisting of one engineer and three clerical positions is responsible for maintenance engineering and centralized administrative services"

Jan 1, 1988

By Ursula M. Franklin

Old iron nails are one of the most common objects which entice the general public to ask questions about the history of metallurgy. There is a lot of history in old nails - history of the manufacturing industry, and social and economic history. Nails, therefore, are fine teaching tools; whether students have to acquire metallurgical skills or explore the structure and properties of wrought iron, whether they want to look into the history of inventions and the development of machinery, studying nails tells a story better than any teacher or any book. I have used this approach often and the following note is based on several student projects, particularly the work of Carmina Herrero and Vicky Marchant. Nails, those essential metallic fasteners, have long been with us. Their size, shape and design is basically a compromise between the makers' ability to control and manipulate material and the demands of the intended application. There were copper and bronze nails in antiquity, but in this paper I want to deal only with iron nails. In Rome, iron nails were common, and Cleere carried out the fine metallographic investigations on a large stock of nails recovered from a Roman fort site in Scotland. Those nails were hand forged; sorting them at the site on the basis of length, shape of head and shape of shank (in cross section) indicated that there seemed to have been some nail standardization. It appears that the Roman smiths used a series of heading dies starting with a 1/s-in. size. Each successive size increased by approximately 1/16-in. The metallographic inspection of the microstructures of the nails showed that the smaller nails were made in the one operation; i.e. both the tapering and the formation were accomplished on the heated rod without reheating. However, in the case of the larger nails, the nail had to be reheated for the tapering after the head had been forged. Most nails were tapered on all four sides of the shank and the shanks were square in cross section; only one group had rounded shanks. Most heads were flat disks, but in one group the heads were pyramids and another group had conic heads. Figure 1 shows the procedure used to produce the pyramidal heads. Obviously, Roman nail making was sophisticated and each nail design was meant for a particular use.

Jan 1, 1999

By M. Ruel

In today's highly competitive worldwide market, it is becoming extremely important for managers to make sure that all resources are used where needed the most. That way, all resources are generating added value, process control equipments are maintained in an optimal state for best performance, and final product is produced at least cost. Performance monitoring is the only way to ensure that everyone is working on top priorities toward the same goal. How can we add value to these warehouses of data? The data is there and the information is hidden; it is just waiting to be extracted. A process performance monitoring system is able to determine if a loop, a system, a unit, or a plant meets the expected performances. The system prioritizes the areas that need attention. It also provides historical reports of the plant status by areas, by loops, and by identified problems. This information is provided to different categories of users in an appropriate format for each one. The system also includes diagnostics and tools to detect and analyze problems.

Jan 1, 2007

By K. W. Major

"This chapter outlines the organization of mine/ mill complexes in Canadian mining companies. Many factors unique to the Canadian mining industry will affect the design of the organization in the future: geographic location, the size and the type of orebody, etc. Mining companies cannot choose where new operations will be located, that is dictated by the location of the orebody. New mines are seldom started near established communities. Rather, the towns usually grow up near the mines. The remoteness of most Canadian mining operations has caused severe problems in attracting and/ or retaining all levels of employees. This means that training has a high priority within each operation.Another factor affecting mine/ mill organizations is the size of the operation. Larger operations generally require more departments and increased specialization to manage equipment and manpower effectively. Thus, for mine/mill complexes, organizational charts are less standardized than in other industries. It is often necessary to organize around the work force rather than develop a chart and then acquire the trained personnel to fill the diagrammed positions.The information presented in this chapter has been derived from the responses received from a survey of Canadian mining operations.Principles of OrganizationOrganization can be defined as deployment of personnel to accomplish definite goals. In the mining industry, the major goals are typically the projected number of tons and grade of ore mined on a daily, weekly, monthly and yearly basis. Organizing involves establishment of authority relationships with provisions for both vertical and horizontal co-ordination within the company structure. Vertical co-ordination is the delegation of responsibility and communication of goals and reporting of progress between the supervisor and subordinate. Horizontal co-ordination is communication between departments at positions of equal authority to determine methods of achieving predefined goals. The organization structure must reflect the objectives and plans of the company, and must clearly define areas of authority.Two criteria for effective organization are departmentalization and manpower planning."

Jan 1, 1989

By M. H. Allan

"This paper presents the geographic and geological setting of Saskatchewan Power Corporation's Poplar River Mine in south-central Saskatchewan, about 8 miles from the U.S. border. Generally the mine, which is being expanded to four million tons per year, is in an extremely disturbed geological area with severe dewatering problems. The lignite coal, which is strip mined, is supplied directly to an electric power generating station by means of a 7-mile unit-train private railroad.A number of unique reclamation and socio-economic problems were encountered because of the proximity to the U.S. border and because of the lack of experience of the regulatory authorities in projects of this kind. These are described in some detail, as well as the performance of one of the largest draglines in Canada. IntroductionThe Saskatchewan Power Corporation is a publicly owned utility which has the franchise to supply electricity and natural gas to all customers within the boundaries of Saskatchewan.Saskatchewan is a province which can almost be divided in two: the populated southern portion, principally devoted to farming, and the northern portion which is mostly on the Precambrian Shield and consists of lakes, rocks and muskeg. This portion is largely uninhabited except for a number of small villages. However, in the last few years there has been considerable mineral exploration and development, notably for uranium. This has helped considerably in the diversification of the basic agricultural economy of the province.Saskatchewan consists of 251,700 square miles, 761 miles north to south and an average of 335 miles east to west. It has a population of approximately 960,000, giving a population density of four persons per square mile. The Saskatchewan Power Corporation supplies 357,249 electrical arid 221,378 natural gas customers."

Jan 1, 1982

By A. Kowalski

Telvis Limited, manufacturer of an emergency communication dispatcher's broadcasting system, now introduces the possibility of a remote software upgrade to its devices. The paper presents methods, features and ways to accomplish this task. It describes the mechanisms used and the opportunities that arise from the use of this type of functionality. The mechanism software update presented applies to devices on the surface and in underground areas of mines. The electronics used currently allow the use of remote software updates, but the mining equipment makes little use of these methods. This paper aims to start the discussion on this topic and tries to lay the path of development by showing one of the first examples of the application.

Aug 1, 2013

By Gurupraveen Ramanathan

Slot raises are relief holes within a stope in longhole stoping methods, designed to provide a free face that facilitates the expansion of the blasted rock during blasting, ultimately achieving the desired fragmentation. Various methods are employed to produce these slot raises, like conventional drop raise drilling, raisebore & V30 drilling. However, slot drilling is generally characterized by high costs and limitations in precision, resulting in unplanned ore losses and dilution. This paper introduces a novel alternative to slot drilling referred to as the "paste slot", designed specifically for paste backfill operations in underground mining. This new method emphasizes considerations in cured paste strength, paste wall removal, and stope dimensions and employs modified drop raises or dumped rings to optimize blast gas effectiveness and material flow. The paste slot method eliminates the need for reamers and reduces the total slot drill meters an average from 650m to only 300m for narrow stopes (3-4m wide). This significantly reduces the stope cycle time, leading to substantial cost savings and increased productivity. This new method was successfully implemented at the underground mines in Canada and Australia, resulting in a 20% reduction in stope cycle time and cost savings of 53,000 USD per slot compared to the conventional slot. This paper discusses the design and execution strategy of the paste slot method in underground paste backfill operations. It highlights the advantages of the method, shares operational insights gained during implementation, and showcases its potential applicability to other mines across Canada and globally.

Oct 1, 2024

By G. S. Hume

Dr. K. A. Clark: No one will doubt the statement of fact that, during drilling operations through the bituminous sand beds in the Mildred-Ruth Lakes area, the core-barrel was found to contain bitumen with minor amounts of sand instead of bituminous sand. But many will doubt the interpretation of this fact as meaning that beds of bitumen occur interstratified with the bituminous sand beds. They will prefer to hold faith in the laws of physics, which deny that sand will float on oil or that fluid under pressure will not flow away through a permeable medium, until it is proved that the appearance of the oil in the core-barrel was not due to circumstances surrounding the drilling of the bituminous sand beds. The implication of the interpretation that sand is floating on oil is clear and it is unacceptable. Bituminous sand is unconsolidated sand more' or less saturated with a viscous oil. It is as difficult to conceive of bituminous sand lying on top of a body of the viscous oil as it is to conceive of unconsolidated sand more or less saturated with water lying on top of a body of water. The only difference between the two concepts is that the oil is viscous whereas the water is fluid. Oil-soaked sand placed on viscous oil would, when released, sink through the oil slowly, whereas water-soaked sand would sink through the water quickly.

Jan 1, 1947