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By Othoniel Galarza A

El presente trabajo analiza la productividad actual en la minería, a partir del bajo rendimiento personal encontrado en la mayoría de minas subterráneas. Es decir, no se logra superar la tonelada por persona, mientras que en otros países, se alcanza una eficiencia de varias toneladas. En este sentido, las empresas nacionales no pueden mantener una posición económica competitiva en período de bajas cotizaciones de metales, delimitándolas a explotar minerales de alta ley. Así, se deja sin explotar cantidades de mineral valioso que difícilmente pueden recuperarse. Para ello, se evalúa los factores que determinar la reducción de productividad y se plantean soluciones a partir de la actividad presente a través de la elaboración de un programa piloto de capacitación permanente que mejore e incremente la productividad de la industria minera.

Nov 20, 1978

By D. Kwak, S. Han, J. Kim, Y. Lee

"INTRODUCTION In carbonate rocks, it is difficult to characterize due to the high degree of heterogeneity in pore geometry. Carbonate rocks have various types of pore systems such as fractures and vugs, and this heterogeneity should be considered for more realistic prediction of oil production in carbonate reservoirs. This study carried out water flooding experiments using five carbonate rock samples in order to observe the change of physical properties. Firstly, qualitative and quantitative analyses were conducted for each carbonate samples by use of XRD and XRF to evaluate the mineral content. All samples are mainly composed of CaCO3 and after that, the ICP experiments were carried out for the water passing through the carbonate. As a result, it was possible to measure the quantity of CaCO3, MgO, Fe2O3 component in water and due to this effect, the permeability of carbonate was altered especially in the front part of the core. Finally, after the carbonate was saturated by 30 API crude oil, water injection to enhance the oil recovery was repeated and it was confirmed that the oil-producing characteristics are different depending on the dissolution characteristics of carbonate rock samples. CORE SAMPLE ANALYSIS Porosity and Permeability Experiment Porosity and permeability were measured. The procedures are as follows (Figure 1). 1. Measure the diameter and length of the dry core using Vernier caliper. 2. Put the core in the core holder, run vacuum pump until the inlet and outlet pressure gauge equal. 3. Saturate the core using ISCO pump to inject water at 650 psi 4. Measure the amount of water and calculate the porosity 5. Set up the outlet pressure at 500 psi. 6. The flow rate measure when the equilibrium 7. Calculate the permeability through Darcy’s Law. 8. Cutting of core upstream and downstream about 13cm, and measure the each of permeability."

Jan 1, 2016

By J. B. Kwon

For improvement in the productivity of tall building projects, table formwork is one of the main methods that have been adopted for slab formwork. Because the table formwork method is an equipment-oriented construction method, the type of lifting equipment and method of operation considerably affects the productivity and cost of the table formwork. It is also important to make an equipment input plan for completing the table formwork within the time given, according to the structural construction cycle. For performing the table formwork, a tower crane or an independent lifting system, and shifting trolleys, are required. However, if an inefficient equipment input plan is made, exorbitant cost may be incurred. Therefore, the purpose of this study is to analyze the productivity of a table formwork, considering the type and number of lifting equipment and the number of trolleys inputted, and to suggest quantitative data for making a cost-efficient equipment input plan within the construction duration given. It is expected that the results of this research will be utilized as a basis for cost-efficient equipment input planning.

Aug 1, 2013

By John W. Straton

Following the completion of the paper presented in February, 1972, data were received from many other mines and some original respondents submitted more complete questionnaires. The computer program was changed to permit the results to reflect more clearly all the data reported by the mines. The original paper was revised to reflect the new information. There were significant changes in some numerical values, particularly where the size of the sample changed appreciably. Some limited samples considered originally in arriving at conclusions were not relied on in this revision. The revised tables and text are of the same design and format as the original paper.

Jan 1, 1972

By R. K. Singhal

A variety of mining equipment is used in the mining of oil sands by surface mining. This includes bucket wheel excavators, draglines, hydraulic shovels and off-highway trucks. This paper examines the existing mining schemes and equipment used Peculiarities of oil sands surface mining and their influence on equipment selection, utilization and mining schemes are described. Recent developments undertaken to improve mine productivity are also dealt with together with some notes on proposed measures to obtain further gains in productivity.

Jan 1, 1985

By H. M. Breza

Utilization of Bucket Wheel Excavators and Overland Conveyor Systems to remove overburden provides increased productivity and flexibility to a surface mining operation. The utilization of such a system at the Texasgulf Inc. Aurora, North Carolina Mine has significantly improved the overall productivity of the mining operation. System flexibility is evidenced by adaptation to operation requirements such as mining area moves, movement of excavated overburden to designated sites, selective handling of overburden, spoil placement contouring, and providing an environmentally sound and safe operation. System productivity is evidenced by actual case studies relating to overall production, excavation rates, and cost effectiveness.

Jan 1, 1993

By H. Michael Breza

Texasgulf Inc. installed bucketwheel excavators and overland conveyor sysems at its Aurora, NC phosphate mine o increase the productivity and flexibilty of the surface mining operation. This ;ystem has significantly improved overrall. Its flexibility is evidenced by adapation to operation requirements, such is mining area moves, movement of xcavated overburden to designated ites, selective handling of overburden, poll placement contouring, and proiding an environmentally sound and afe operation. The system's productiv:y is evidenced by case studies relating. overall production, excavation rates nd cost-effectiveness. There are many competing alternaves available for excavating uncon)lidated overburden: truck-shovel, raglines, dredges and bucket wheel ticavators. These alternatives also may used in tandem to recover reserves icated at greater depths.

Jan 1, 1993

By M. M. Nash

Since the late 19th Century, scholars have been concerned about finding proper methods of managing business. The search seems to be taking us full-circle to the time and motion studies of Taylor (Horn, 1987). It wasn't until the late 1970's, however, that systematic investigations were made in the mining industry. One of the first was a study by Sanders, Patterson, and Peay (1976). That project explored the relationship of attitudes and safety. Peay, Atkin, and Goodman (1977, then reviewed the whole area of Organizational Development, including the so-called Rushton experiment.

Jan 1, 1988

By T. P. Riordon

"Major swings in the silver price since 1979, along with the ever constant fight to maintain ore reserves has forced United Keno Hill Mines Limited through several unique series of events in order to survive in the 80s.This paper is specifically meant to be a description of safety and productivity improvements achieved to ensure the survival of a silver mining community ill the Yukon. There are, however, other events and conditions that must be described to complete the story and this paper attempts to do that as well IntroductionUnited Keno Hill Mines Limited, a subsidiary of Falconbridge Limited, is the only silver producer in the Yukon. Operations are located in north central Yukon, in and around the small town of Elsa, latitude 62.5 °, about 275 road miles from Whitehorse. The Arctic Circle is about 185 miles due north of the town.Temperatures in 1986 ranged from a high of 28.5°C in July to a low of -37.0°C in November, however, much lower temperatures have been recorded in previous years. Due to the mountainous terrain the town of Elsa is completely in the shade from mid-November until early February, a period of about 12 weeks.The Elsa area, as is most of the north, is considered semiarid with an average precipitation level of about 15 inches. Vegetation, however, is quite abundant though slightly dwarfed at the townsite elevation of 3200 feet above sea level: Many of our operating and exploration portals as well as our open pits are above the tree line. Permafrost in the area has been recorded up to 400 feet below the surface."

Jan 1, 1988

By D Kent, J Bullock, M Wilkinson

Over the last few years at Glencore’s Mount Isa Copper Operations (MICO) mining conditions have become increasingly challenging through lower head grades and higher work indices. MICO has had great success improving operating efficiencies and increasing productivity through focusing on technology, innovation and operational discipline. The recent implementation of the Mine Site Technologies (MST) ImPact System has supported the continued transformation of the MICO operations through improved personnel safety and direct measurement of productivity. The ImPact System has implemented new safety systems such as the heavy vehicle proximity detection system, underground personnel tracking system and emergency evacuation dashboards improving the overall safety of the workforce. The ImPact System has facilitated productivity improvements via real-time equipment and personnel monitoring, and the implementation of exception reporting (personnel productivity), KPI reports and production dashboards, and transparent reports highlighting developing maintenance issues.This paper discusses the components of the ImPact System, the current installation at MICO, and critically analyses the implementation processes and right sizing of the system to meet the needs of the business today and into the future.CITATION:Bullock, J, Kent, D and Wilkinson, M, 2017. Productivity and safety improvements supported by MST’s ImPact System at Glencore’s Mount Isa Copper Operations, in Proceedings 13th AusIMM Underground Operators’ Conference 2017, pp 279–286 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 16, 2017

By C Augustin, M Hahn, K Nienhaus

Operators of mining machinery like haul trucks or excavators have very limited information about the exact distance to other equipment as well as to the natural boundaries like berms, walls and structures such as crushers. The industry is seeking solutions to provide safety and positioning. The authors have developed a solution approach which is being used in several installations. This solution consists of three parts: first robust and compact two-dimensional (2D) radar scanners that provide range and angular information of the environment especially under difficult conditions like dust, rain, snow and fog; second an intelligent data processing framework flexible enough to adopt to different machines and operation modes like speed, inclination, visibility, tire friction, GPS position, orientation and acceleration; and third a high quality and easy to use interface giving highly condensed data to the operator, not blinding the operator at night and being sunlight readable. The truth of present proximity detection sensors is that they not only have a high false alarm rate but furthermore cover only a fraction of the possible scenarios. This makes them unsuitable for stand-alone collision avoidance systems. On the other side, mine dispatch systems only deliver database and GPS information, but no information regarding the real environment. The indurad company and its Australian partner CTS (http://www.cts.com.au) addressed these aspects by developing smart productivity enhancement driver assistance tools like lane and crusher dumping assistance.An innovative driver assistance tool developed in cooperation with the coal shearer manufacturer Eickhoff and the RWTH Aachen University has been awarded with the annual research award of its customer RAG, being the largest German hard coal producer, as well as with the bauma Innovation Award in 2010.

Sep 26, 2011

Boliden's Aitik open pit mine located in northern Sweden, will expand yearly production from 18 to 36 Mt of copper ore during 2010. The expansion includes a new concentrator located 3 km off the pit, two new apron feeder crushers connected to the ore storages and concentrator with conveyors at a total length of 7 km. The concentrator has two lines with autogenous grinding mills and flotation each with a capacity of 18 Mt. Consequently the mine operation has to be expanded. To achieve this, there was several parallel processes ongoing; investments in new equipment, reorganisations, improvement projects in maintenance and productivity. The Aitik 72 project was started to coordinate productivity and mine planning activities. Initially the long-term strategic mine plan called for a total movement of ore and waste to increase from 40 to 72 Mt but has today increased to 89 Mt. Productivity projects have been focused on load and haul activities such as fuel economics (Renstr÷m, 2007), effective utilisation of trucks partly by increasing manning levels, improved dispatch and shovel utilisation focusing on optimal use of loader/truck fleets. The eco-driving projects previously reported have reduced fuel consumption significantly. This project is also a productivity project, as part of the fuel savings comes from minimising idle engine hours due to queues, break-downs, operator shift changes, etc but also from under and overloading. Effective use of truck fleets, ie transport of material, loading and dumping, thus excluding non-productive engine hours has been an essential motivator when deciding the size and number of new trucks required. This has resulted in a reduction of the investment with at least one but maybe two trucks. A third major project was to optimise shovels together with truck fleet by improving short-term, up to two weeks, detailed planning of drilling and shovel activities. Daily scheduled breaks for maintenance as well as planning of shovel utilisation, down to shift level are included in the production plans. KPIs and online production reports, based on real-time monitoring of drill rigs, shovels and trucks, have been an essential tool used regularly to engage and motivate mine production personal and information reporting to management. Several projects have already reached their goals. The projects will continue throughout 2010 to ensure that productivity targets are met.

May 1, 2010

By White A, Price G

The main assets of a mining company are its orebodies; the second are the people who find and use them.The graphs in Figure 1 were derived from a paper by Rob Macdonald of Rothschild Australia presented to The AusIMM Centenary Conference in Adelaide earlier this year. They show that the value of the industry on the Australian Stock Exchange halved over the past decade, despite the re-investment of capital equivalent to its full market capitalisation. Why is this so? The average dividend yields for the ASX Mining Index was never above five per cent during that period and barely averaged 2.5 per cent. Why then is $Ai million capital re-investment per employee since 1960 not enough to generate a rate of return to investors better than lousy bank interest? Do the investing public no longer regard our industry's assets to be world class?

Jan 1, 1993

By D. R. Gagnon

Mining companies are continually looking for product-ivity and efficiency improvements with their equipment to reduce operating costs. This paper will review the results of a productivity analysis conducted at the Luscar Ltd. Boundary Dam and Bienfait mines near Estevan, Saskatchewan using a Computer-Aided Earthmoving System (CAES) installed on a track-type dozer. The CAES TTT system is a Global Positioning System that provides the operator with constant survey guidance. The study includes a productivity comparison between two similar test sites, one with the aid of the CAES system and the other, without. The CAES TTT system shows a productivity improvement of between 20 and 35% in the reclamation slope leveling application. Even with the CAES TTT system deactivated, some of the advanced features of the system were used to: retain terrain data for volume calculations; track the equipment position; and, accurately record and separate idle time from working time.

Jan 1, 2002

By V. R. Bovino

In the early 80's, the cover of a major weekly magazine proclaimed the "Death of Mining." A few years ago, mining conventions, similar to this, around the country sported the theme, "The Survival of Mining." Today, the SME announces that "Mining is Alive." Being part of an industry that is simply alive is not very exciting. We can do better! Our challenge must be to flourish, blossom, maximize our potential and expand our horizons. The pace of rejuvenating this industry is still woefully inadequate. The new generation of mining industry leaders recognizes the urgent need for bold operational changes?changes in the way we deal with our employees? changes in the way we achieve productivity? and changes in the way we reward our employees for productivity.

Jan 1, 1991

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