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Ridgeway Gold Mine (Ridgeway) has a clear mission to maximise its cash flows in order to deliver shareholder value and is developing strategies to achieve this. Business process management using leading measures is core to this approach. Leading measures indicate potential outcomes ahead of time, allowing time to adapt and improve. Ridgeway is making strategy a central organisational agenda, creating a focus to æput first things firstÆ by controlling æleadingÆ activities and mobilising employees to act. Feedback using specific, leading measures gives employees the opportunity to proactively adapt their behaviour in order to deliver internal business outcomes that generate cash flows and shareholder value. This paper will outline RidgewayÆs business approach to track and control processes from resource to revenue, with a focus on delivering cash flows and shareholder value. Ridgeway is implementing a Balanced Scorecard approach (Kaplan and Norton, 1996). A total business focus is taken and leading measures are identified. Specific measures are used to score our success from the perspectives of learning and growth, internal business processes, customer and stakeholders, and finance. These measures and improvement plans are targeted at strategies to maintain our ælicence to operateÆ with our community stakeholders, produce accurate plans and forecasts, improve our operational effectiveness and grow our business.

Jan 1, 2002

By C Sylvestre

Leaders have invested heavily in traditional safety management to improve safety performance over the years. This primarily involved: • fixing the environment (eliminating the hazard) • improving the system (more/less rules, procedures etc) • making safety more conscious (more/better interactions about the importance of safety). These approaches have helped improve safety performance significantly during the last 50 years and will continue to play a role in the future. Although these approaches may be part of an overall solution, they are not enough to prevent many incidents. Today, these three approaches are used more than before, and are used better than ever before. Yet, workplace fatalities in Australia have stagnated from 2013 to 2019, as have the number of incidents, even serious ones. In the USA, workplace fatalities have increased by 15 per cent in the same period.

May 5, 2022

By Eugene Guccione

One of the world's most respected scientists, Dr. Hans A. Bethe (see box) has concluded that if anything can solve the energy crisis, it will be coal and uranium. "It is an illusion to think that we can solve our problem by energy conservation alone. For the next few years, conservation must play a very important role, but at the same time, we must see and develop all our alternative energy sources," he said. In his series of five lectures on the energy crisis, given at the University of Utah while he was visiting professor there during February 1974, Dr. Bethe examined all the existing and newly proposed energy sources. He very quickly ruled out solar power, wind power, and tidal power. Solar power, he said, would be 3% to 4 times more expensive than nuclear energy and would only make sense in tropical areas; wind power, which could at best produce one-tenth as much energy as solar, is "for the birds;" and tidal power, which can be exploited in only a very few coastal locations, is "for the fish."

Jan 5, 1975

By D Yates, C C(te, M Rodgerson

This paper describes how specific technical and regulatory issues related to water management have been dealt with at Anglo AmericanÆs Moranbah North mine. It compiles the collection of practices that have been implemented since 2010 in response to climatic and regulatory drivers. Operations must continually evolve as they face emerging challenges. For Moranbah North mine, one key challenge is the integration of its mine water system to that of its new neighbouring mine Grosvenor. The commitment to ongoing improvement has placed the mine in a good position to face this particular challenge.Water-related risks were identified then mitigated by technical practices, which have focused on improving underground water management, increasing storage capacity and installing a state-of-the-art control system for the management of water on-site and for releases of mine-affected water to the environment. These practices are supported by an extensive monitoring and audit system that provides confidence in the reporting of activities and outcomes. The strategy has helped the operation with its continual attempts to minimise reliance on high-quality third-party water and improving its interaction with the surrounding environment and community.CITATION:Rodgerson, M, Yates, D and C(te, C, 2013. Leading practice water management at Moranbah North Underground Mine, in Proceedings Water in Mining 2013 , pp 301-310 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 26, 2013

By A G. Guinea

Every person in an organisation has what could be called ‘a different take’ on what it means to be a safety leader. The directors will tell you they are ultimately responsible for everyone’s safety and that they can be imprisoned as a consequence of a workplace fatality. Managers, take more of a focused approach and would explain that they are totally responsible for the safety of their teams. And then there are front-line leaders. Those that not only have the responsibility (like directors and managers) but they also have the accountability, and the ability, to influence how safely their teams work. But it is not just physical safety that leaders should be concerned with.

May 5, 2022

By J. A. Innes

"""The oxygen, next uniting with the carbon, sent up an ever-increasing stream of sparks and a voluminous white flame. Then followed a succession of mild explosions, throwing molten slags and splashes of metal high up into the air, the apparatus becoming a veritable volcano in a state of active eruption.""IntroductionHenry Bessemer F.R.S(An autobiography, 1905)Thank you Mr Chairman for the opportunity to speak: at this, the opening session of your International Symposium on the subject of ""Injection in Pyrometallurgy"". Judging from the list of papers to be presented over the next three days, the Symposium promises to provide a most valuable addition to our existing knowledge base in what is now an extremely active area of R&D investigations. Whilst we have obviously come a long way since Sir Henry Bessemer's pioneering experiments of the mid-19th century, there is still much for us to learn.Most importantly, the Symposium offers a further opportunity to acknowledge the many significant technical contributions made in this field by the Organising Committee's special guest, Professor Howard Worner - one of this country's most respected research leaders.When first approached to give this talk I had two areas of concern. Firstly, I was not entirely clear just what injection metallurgy was meant to cover. How should the overall scope of this particular subject be defined?My second concern related to Howard Worner himself - a man for whom I have the highest personal regard and who, in fact, played a most influential role in respect of shaping my own career. Having already spoken about Howard's achievements on earlier occasions, I wondered what I could sensibly add.Notwithstanding these personal reservations, I am delighted to be here with you this morning. If my thoughts on the meaning and scope of injection metallurgy appear to be slightly off-course, and if Howard should perhaps recognise some repetition in my remarks, then I hope I can be forgiven."

Jan 1, 1996

By Dave Southworth

After Abe Lee discovered gold (in April 1860) near the site of present-day Leadville, Colorado, he and is group staked nearly all of California Gulch with "speculative claims." They did so in an effort to grab any property that might be potentially profitable. But the plan did not work. New prospectors demanded a miners' meeting, from which arose the official "Bylaws of California Mining District, California Gulch, Arkansas River." These bylaws, adopted on May 12, 1860, established provisions as to the number, size and type of claims that could be filed. Fair laws invited more newcomers. By mid-summer, 5,000 people with tents and wagons were scattered from one end of the gulch to the other.Among the earliest arrivals to the region that spring were Horace Austin Warner Tabor and his wife, Augusta. H.A.W. Tabor, who was to become a pillar in the development of Leadville, arrived at California Gulch during a food shortage. He sacrificed his oxen so that hungry miners could eat. By doing so, he immediately became the friend of many. Augusta established a little store where she sold her baked goods and provided meals. Like most of the men, Horace prospected the surrounding hills. He only did so, however, for a short time. California Gulch yielded more than $5 million in gold during the next five years. By 1866, however, the placer gold was gone and most of the miners had packed up and left. Charles J. Mullen and Cooper Smith, who were grubstaked by a Philadelphian named J. Marshall Paul, found a new, rich lode at the Printer Boy Mine in 1868. It was the first underground gold mine in the Leadville area and marked the transition from surface mining to underground hard rock mining. Its discovery created a new but modest flurry of activity. Heavy black sand covered the region and made gold mining difficult. In 1875 William Stevens and Alvinus Wood decided to have the sand assayed. They discovered that it contained 15 ounces per ton of silver and was rich in carbonate. Stevens and Wood kept their find a secret for nearly two years. When the word spread in late 1877, the silver boom was on. In 1878 prospectors, merchants and others trickled into town from all directions. Dr. David H. Dougan closed his office. in Alma, crossed Mosquito Pass and set up shop in Leadville. Nobody seemed to need a doctor, however, and Dougan sat in his office for 28 days without a customer. On the 29th day he received word that there had been a mining accident and he was needed immediately. -That was the begin¬ning of his illustrious career in Leadville. Dougan was a successful physician, became mayor in 1881 and was later president of the Carbonate National Bank. Leadville was a simple community of log structures in 1878. By June of the following year, however, it had blossomed considerably. According to Cass Carpenter, as of May 1,1879, Leadville had "...19 hotels, 41 lodging houses, 82 drinking saloons, 38 restaurants, 13 wholesale liquor houses, 10 lumber yards, 7 smelting and reduction works, 2 sampling works for testing ores, 12 blacksmith shops, 6 livery stables, 6 jewelry stores, 3 undertakers and 21 gambling houses where all sorts of games are played as openly as the Sunday School sermon is conducted." Additionally, there were 36 brothels. When George E. King and other architects arrived, Leadville took on an air of elegance and sophistication. In sharp contrast to some of the Victorian-style, gingerbread-laced homes in Leadville, its suburbs were comprised of many tenement shacks and plain cabins mixed with a few commercial buildings, many mines and smelters. Mines sprinkled the area east of Leadville like pepper from a pepper shaker. Wherever there was a cluster of mines, a camp usually sprang up. Most were very close together. South of Leadville the giant Arkansas Valley lead smelter sprawled out between Stringtown and Bucktown in an area known as Smelter Valley. Founded in 1879 as the Billing and Eilers Smelter, the Arkansas Valley plant was operated by the American Smelting and Refining Company. Several other smelters operated in the vicin¬ity. In April 1878, Horace Tabor grubstaked prospectors August Rische and George Hook. For $64 worth of supplies and tools, he was guaranteed a one-third interest in their findings. Rische and Hook discovered the Little Pittsburg (often spelled Pittsburgh) Mine and made Tabor an instant millionaire. Tabor once purchased a "salted" mine, the Chrysolite; but instead of considering it a bad deal, he further developed the property and struck rich silver ore. Later, Tabor purchased the Matchless Mine for $117,000, possibly the only investment he made without partners. During its peak years, the Matchless yielded $1 million worth

Jan 1, 1998

By J. F. T. Agapito, C. E. Brechtel, M. E. Adam

Full-scale stopping and simulated over- cast structures were constructed in large opening (30 ft high by 55 ft wide) room and pillar excavations in an oil shale mine. The program was undertaken to develop construction techniques and to generate data on structure costs and leakage rates. Leakage rates were measured using both sulfur hexafluoride tracer gas and "brattice window" methods at varying differential pressures. The measurements were conducted before and after a full-scale face blast to characterize the effects of blasting on leakage, and blast air pressures were measured across the stoppings. The operating performance of different combinations of permanent and temporary stoppings was evaluated by developing an operating model for a two-panel oil shale mine. The operating performance for the different stopping combinations was then compared to the system cost to evaluate the overall performance.

Jan 1, 1987

By Gimtong Teowee

SDI has launched the Electronic Detonator Blasting System containing a set of robust serial protocol and hardware exhibiting great ease in field usability and deployment. Programmable delay time with increments of 1 ms up to 10s is possible with excellent timing accuracy. Bus length of up to 2 km containing 1600 EIMs can be employed. A key feature of the SDI Electronic Blasting System has been its high tolerance towards current leakage in the bus line.

Jan 1, 2007

By M. C. Bekker, T. Govindasamy

The potential benefits of implementing the Last Planner System (LPS) on mining infrastructure projects were explored through two case studies in the South African mining industry. The first part of the study involved measurement of the impact of LPS through earned value techniques on secondary project data. The second part sought to establish the lean construction success factors leading to improvements in construction performance. This was done by means of a research questionnaire distributed to the project owner’s teams, contracted parties, and the LPS facilitators. The results revealed a positive correlation between LPS application and planned percentage complete. However, the performance achieved during the LPS pilot was not sustained. The success factors and benefits considered most evident in the case study pilot differed among the three stakeholder groups. The findings are expected to guide construction stakeholders to better define performance measures and focus on factors required to make LPS implementation more effective in the South African mining sector.

Feb 12, 2024

By Manisha Singh, Manikanchan Sarkar

"Presently the global steel production is mainly based on iron ore sourced from high grade hematite deposits. India has large deposits of good quality hematite ore but with the prevailing practice, such deposits are depleting fast and getting exhausted. However, apart from such high grade iron ores, India is also endowed with large reserves of low grade iron ore, such as BHQ (Banded Hematite Quartzite), BHJ (Banded Hematite Jasper), BMQ (Banded Magnetite Quartzite) and Magnetite. In the present situation, it has become necessary to focus attention on upgradation of these low grade ores to produce useable concentrate. It augurs well that already substantial investigation work has been carried out in this respect and a few plants have been set up in India and abroad. One important aspect in this regard is the process route options with optimum yield and grade. Some of these low grade ores, particularly magnetite, are found to contain high phosphorous level, removal of which poses a major challenge. Since the grade is low, substantial upgradation necessitates fine grinding for appropriate liberation. Fine grinding is energy intensive and needs attention to achieve economy in this regard. Large quantity of tailings is generated in the process, wet disposal of which gives rise to a lot of hassles and hence, possibility of dry disposal of the same needs to be explored. The experience of the authors, with regard to aforesaid aspects which has been gained in course of carrying out relevant assignments is presented in this paper."

Jan 1, 2014

Lean Iron Ore Beneficiation in India

Sep 13, 2010

By Jon C. Yingling

Lean manufacturing, pioneered by Toyota, has been credited with the most significant improvements in production efficiency and product quality since the transformation from craft manufacturing to mass production in the early 20th century. It represents a comprehensive philosophy for structuring, operation, control, and management of production systems that is believed to have wide applicability. This paper outlines major lean manufacturing principles and discusses their potential for application in the mining industry.

Jan 1, 1999

By D. Rylander

The operation of Quarry and Aggregate sites are similar to factory production, since it contains sequential production processes, tasks and activities to produce the output product. Compared to the plant though, the quarry processes are generally not synchronized and controlled towards the overall throughput of the site in real time. Some quarries control parts of the production but do generally not utilize real-time technologies for the whole site and all its activities. This fact indicates a general improvement potential in increased productivity at quarry sites, but also unsolved challenges for the same reason. The main contribution of this paper is the presentation of a Lean based method for how to describe the processes to identify control improvement potential within a site. The aim of the identified improvements is to increase overall site productivity by optimizing site, fleet and machine utilization towards the overall throughput, and minimizing operational expenses and inventories. Further the paper exemplifies the method?s usability with field studies at operational quarry plants successfully identifying and quantifying potential wastes and improvements. In addition the identified productivity improvements based on increased control and automation indicate challenges and needs in wireless communication and sensing technologies.

Aug 1, 2013

By Deepu Philip, Pratik Agarwal, Ajay Kumar Shukla, Ishani Shukla, G Rajesh

Steel plants generally employ static BOF end point control models to arrive at a given temperature and chemistry at the end of blow. These end point models have now been supplemented with chaos control models to steer the blowing process in the right direction while the blow is in progress. Merely arriving at the correct end point temperature is however not adequate because in the subsequent stages as well the temperature variations can be large and unpredictable. The present paper deals with an integrated model to take into account the effect of all parameters affecting temperature and composition from tapping to the start of casting to minimize the use of LF or aluminum heating, and also minimize grade mixing. The application of lean operations strategy is explained in which the previous “Push System’ is changed to a “Pull System”, minimizing the use of ladle furnace or aluminum heating during steelmaking.

Jan 1, 2014

By R. M. de Carvalho

Empirical and phenomenological models of SAG and AG mills have dominated the scene for the last few decades, being used nearly every time a mill is scale-up or an attempt is made to improve its performance. However, in spite of their success, these models fail to describe the details of both the grinding environment and the breakage mechanisms. The result is a generally good track record, with a few – but very important – instances when these models fall short in their predictions, which can be very costly. Further, nearly all of these models require detailed calibration to industrial and pilot plant data, being costly in their application, although still with limited predictive capabilities. Recognizing these challenges, a new model framework has been proposed which overcomes the limitations of currently used models by coupling the microscale population balance model, the discrete element model and functions that describe internal classification at the mill grate. This model framework has already been applied to describe breakage in ball mills, with showing very promising results. However, in the case of SAG and AG mills a much greater level of complexity is involved in the model, given the interaction between the mechanical environment that is formed totally or, in part, by the ore itself, and the breakage response in the mill. The paper describes the model framework, demonstrating how it can address appropriately effects such as mill speed, mill filling and size distribution, on the response from the mill. Some of the advantages of the model are related to its intrinsic multi-component and dynamic nature, which allows simulating appropriately mixtures of ores of different competences in a transient manner.

Jan 1, 2012

By R. M. de Carvalho

Empirical and phenomenological models of SAG and AG mills have dominated the scene for the last few decades, being used nearly every time a mill is scale-up or an attempt is made to improve its performance. However, in spite of their success, these models fail to describe the details of both the grinding environment and the breakage mechanisms. The result is a generally good track record, with a few ? but very important ? instances when these models fall short in their predictions, which can be very costly. Further, nearly all of these models require detailed calibration to industrial and pilot plant data, being costly in their application, although still with limited predictive capabilities. Recognizing these challenges, a new model framework has been proposed which overcomes the limitations of currently used models by coupling the microscale population balance model, the discrete element model and functions that describe internal classification at the mill grate. This model framework has already been applied to describe breakage in ball mills, with showing very promising results. However, in the case of SAG and AG mills a much greater level of complexity is involved in the model, given the interaction between the mechanical environment that is formed totally or, in part, by the ore itself, and the breakage response in the mill. The paper describes the model framework, demonstrating how it can address appropriately effects such as mill speed, mill filling and size distribution, on the response from the mill. Some of the advantages of the model are related to its intrinsic multi-component and dynamic nature, which allows simulating appropriately mixtures of ores of different competences in a transient manner.

Jan 1, 2012

By V Seedwell, P H. McGuckin

The Broken Hill Proprietary Company Limited (BHP), started as a silver-lead- zinc mining company in Broken Hill, New South Wales, Australia in the 1880s. Since then it has diversified into the resource industries of steel, iron ore, coal, petroleum and copper. BHP World Minerals, is a Business Group of BHP which is one of the worldÆs largest and most diverse mineral resource enterprises. BHP supplies raw materials for steelmaking, copper concentrate and other mineral commodities to customers in more than 45 countries. BHP World Minerals has operations throughout the world - in Australia, the United States, Brazil, Zimbabwe and Canada. Commodities produced by BHP World Minerals currently include silver, lead, zinc, titanium minerals, platinum group metals and coal. The challenges in the improving performances in safety arena are common to our industry and BHP operations. This paper outlines the vision and values that have been fundamental in assisting BHP Cannington search for and implement a safety system addressing behavioural matters.

Jan 1, 1998

By M Bouare, C Holland, K N’Diaye

Two adjacent open pits in Mali hosted by deeply weathered saprolitic materials were mined consecutively over the course of approximately 12 months. During excavation, both pits experienced significant displacement and tension cracking as the result of deeper than expected depth of weathering coupled with relatively steep slope angles and significant groundwater. In response, geotechnical and operations teams overcame numerous monitoring challenges with prisms and radar to develop a simple and effective monitoring system coupled to a Trigger Action Response Plan (TARP) which enabled continued safe operations while reducing ore loss. Observations of previous slope performance of these two pits allowed for greater confidence in empirical failure runout calculations that was used to specify the standoff widths for the exclusion zones in the pit. Back analysis of the slope as-built performance after the first indications of slope distress was also conducted. The back analysis was used to confirm rock mass parameters for modelling while being utilised as a reality check for the stability analysis. The stability analysis indicated that leaving a large step-out or buttress would not prevent the displacement, resulting in some ore being sacrificed to ensure the safety of personnel. Key learnings from this experience highlight the importance of: • up-to-date geological interpretation of the depth of weathering • ensuring slope design guidance is reviewed and updated as latest information (ie geology and monitoring) is received • having multiple complementary slope monitoring methods to ensure redundancy • ensuring visual observations and as-built performance are utilised as a reality check to provide greater confidence in stability analysis and design guidance.

Jun 22, 2022

By Barrie Robb

Outline 1. Mackenzie Aboriginal Corporation (MAC) 2. ACR background 3. ?Learning from Experience? project - What - Why - lessons 3. How Industry could contribute to sustainable Aboriginal communities 4. Concluding words What is the Mackenzie Aboriginal Corporation (MAC)? ? Aboriginal owned ? Established construction capabilities ? Commitment to development of northern resources ? Partners have extensive experience

May 1, 2008