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By Tim O’Neil

More than 5,300 mining professionals from around the world attended the SME Annual Meeting and Exhibit, March 1-3 in Denver, CO. Seventy three technical sessions highlighted innovative technologies and applications for the development of mineral resources. And the exhibit featured 421 companies worldwide and 632 exhibit booths. The 1999 SME Annual Meeting had 10% international attendance. Professionals from outside the United States were guests at the first SME International Reception.

Jan 1, 1999

By Scott G. Britton

Mine exploitation is a broad subject whose focus is the technical skills or efforts needed for the extraction of mineral from a known ore body. Mine exploitation can be considered the very core of the mining engineering discipline. It begins at the conclusion of the exploration and development stages of mining and ends when the ore body is exhausted and the mine (or mines)closes and is reclaimed. Section 8 on mine exploitation is comprised of seven chapters: (1) classification of mining methods, (2) mine surveying and mapping, 3) systems engineering, (4) computer methods, (5) labor relations and training, (6) management and administration, and (7) mine closure, sealing, and abandonment. Each chapter focuses its efforts towards providing detailed and useful information for the engineer on basic mine exploitation principles. The information can be applied to a broad range of mining problems without regard to mineral type or mining method.

Jan 1, 2008

By Ron Ketterling

We will discuss electronic and paper record keeping, what works and what doesn’t. We’ll review record keeping in light of those five sub-committees: Audit, Awards, Constitution, Ethics and Planning. You’ll come away with concrete steps you can use to improve your record keeping processes

Feb 1, 2020

By Ron Ketterling

Donna Summer wrote and recorded a song in 1983 with Michael Omartian called, “She Works Hard for the Money.” The song was inspired by her encounter with an exhausted rest room attendant, Onetta Johnson, who is mentioned in the song by name, and featured on the album’s back cover. ISEE President James Daley, in the May/June 2019 in The Journal of Explosives Engineering discussed the Six Pillars related to the ISEE. We will use the Internal Processes pillar to frame this discussion. The Internal Process Pillar includes five separate sub-committees – we will see how this concept applies to both ATF Explosives record-keeping compliance and business process compliance in general. We will discuss electronic and paper record keeping, what works and what doesn’t. We’ll review record keeping in light of those five sub-committees: Audit, Awards, Constitution, Ethics and Planning. You’ll come away with concrete steps you can use to improve your record keeping processes. This paper will show you how to make the hard work of inventory management and ATF record keeping work hard for you.

By G. Bezuidenhout, N. C. Steenkamp

Buying centres are the first point of contact that determines whether ore will be considered as having sufficient provenance to be considered ethically sourced. The information that needs to be captured on the blockchain platform ranges from reports on in-loco inspections and audits of mining and purchase sites. This will guide passive and active monitoring of mining activities, trade-offs for identification systems, including biometrics for the registration of artisanal sellers, scrutiny on the selection of security measures and companies for buyer centres and stockpiling warehouses, evaluation of active and passive infrastructure security, and remote monitoring applications. Assistance with selection and training in geochemical testing instruments to determine the grade of ore material or concentrates and sorting, on-the-ground investigations, guidance on monitoring methods from stockpile and packing area along the transport route to the final destination are required.

Jan 1, 2023

These proceedings consist of papers presented at three Bureau of Mines Technology Transfer Seminars on ergonomics in the mining industry. These seminars were held in December 1981, and covered topics relating to ergonomics and mining in the areas of the man-machine interface, and design of the work environment. This area of research is directed toward reducing accidents traditionally associated with human error.

Jan 1, 1981

By J Ross

The foundation of effective leadership is communication. You can have all the leadership theories, models and training you want, but in the end it is all about leaders talking to, listening to and understanding the point of view of those below and above them.The foundation of effective safety is peoples’ behaviours. Every incident, every near miss and every safe act comes down to what one person does and how that affects themselves and others. We tend to focus these behavioural considerations on the people at the ‘coal face’, those most in harm’s way. But it is the individual behaviours of everyone in the organisation, particularly those at the top, which are just as (if not more) important. The foundation of effective safety leadership in the mining industry is that it starts at the top, with the individual behaviours of leaders. The behaviours of each and every leader will be reflected in their teams. And where their teams are made up of leaders, these leaders will pass these behaviours on to their teams and so on. It’s the sum total of what people see their leaders do and what they do as a result, that creates the ‘culture’ of the business – and it’s this culture that makes or breaks how safely people work.

Mar 21, 2011

By R Brown

The Singapore Land Transport Authority Contract C917A is for the design, construction and completion of all outstanding works under the original Contract 917, including taking over the design and construction responsibility for the works carried out by previous contractor. Construction works connect the bored tunnels between the stations at King Albert Park and Sixth Avenue on the Downtown Line two in Singapore.The original contractor became insolvent leaving the works incomplete. On 29 August 2013 McConnell Dowell were awarded the completion contract following a fast-tracked tender process. The completion contract required a quick start and therefore the recruitment of some of the original workforce. A large majority of the original workforce was from Malaysia, Indonesia, China, Philippines, Bangladesh, India and Thailand. In order to ensure that the safety standards were upheld, and that the new workforce embraced a safety culture, a behaviour based safety (BBS) approach was implemented.The BBS approach was implemented to overcome the existing poor cultural safety behaviours, and to ensure that high standards and expectations for safety were implemented. This ensured that the workforce were comfortable in identifying hazards, avoiding shortcuts, and changing poor safety behaviours.This article outlines how a BBS program was delivered on the C917A project, containing defined goals, communication tools, and assessment and feedback models.CITATION:Brown, R, 2014. Behaviour-based safety with a foreign-based workforce, in Proceedings 15th Australasian Tunnelling Conference 2014 , pp 65–68 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 17, 2014

By M. D. Strachan

Technical & Procurement Services Limited (TECHPRO) in Ashford, Kent, UK, have been appointed as Project Managers for the major rehabilitation of the Copper Smelting complex of Nkana Division, Zambia Consolidated Copper Mines Limited, (ZCCM) Zambia. In outline, the overall scope covers three main areas: a) Transfer and implementation of new technology into Zambia for the production of primary copper. b) Replacement of gas collection and gas treatment circuits to guarantee high quality feed to the acid plants. c) Completion of a number of minor projects in the copper smelter and associated utility plants to complement changes in the primary smelting technique. This paper describes the Project Management methodology and style used by TECHPRO to tackle typical problems that arise in retrofit projects of this type. Reference is made specific aspects of the smelter projects to illustrate solutions to the problems. The subjects. addressed highlight the complexities not only of having a -Client 5,000 miles from the Project Office, but also the difficulty of co-ordinating and controlling the performance of min sub-contractors who are also geographically distant.

Jan 1, 1991

The purpose of Volume II of this study is to provide a general plan for the pilot testing of two materials which could be used to tag explosives for both pre- and postdetonation identification and of tracing techniques which would thereby aid the investigator of an unauthorized bombing or explosion in being able to determine the source and/or user of the explosives. Volume I described the planning factors by which the tagging of explosives could be implemented on a National basis. 1.2 BACKGROUND Tagging explosives at the time of manufacture with a taggant material that could survive detonation, be recovered, and provide an investigative lead has been seriously studied for several years. This concept has gained widespread support among many law enforcement groups because of the scant clues that can presently be found among bombing residue.

Jan 1, 1977

By Janet Torma-Krajewski

Research has shown that an ergonomics process that identifies risk factors, devises solutions to reduce musculoskeletal disorders (MSDs), and evaluates the effectiveness of the solutions can lower worker exposure to risk factors and MSDs and improve productivity. A review of the Mine Safety and Health Administration (MSHA) injury/illness database indicated that 46% of illnesses in 2004 were associated with repetitive trauma and 35% of nonfatal lost days involved material handling during 2001? 2004. Even though these statistics show that MSDs significantly contribute to occupational illnesses and injuries in the U.S. mining industry, few mining companies have implemented an ergonomics process. Despite the many unique challenges in the mining environment, three mining companies partnered with the MSD Prevention Team at the National Institute for Occupational Safety and Health?s Pittsburgh Research Laboratory to demonstrate that an ergonomics process could be systematically implemented and effectively integrated with existing safety and health programs. Because these three mining companies were very different in organization, culture, and size, the ergonomics processes had to be modified to meet the needs of each company. A description of how these three companies applied ergonomics and the tools and training used to implement their processes is given. Prior to discussing the case studies, general information on the elements of an ergonomics process is provided.

Feb 1, 2009

By Grant R. Brown

This report presents the results of a study examining the relationship between supervisor characteristics and performance in underground coal mines, The specific objectives of the research include; document tasks performed by first-line supervisors during a normal shift; explain why supervisors carry out their duties as they do: identify salient characteristics of effective first-line supervisors; and formulate criteria for selecting and developing candidate supervisors. To accomplish the study objectives, on-site observation and data collection was carried out at 13 underground mines in Illinois, Ohio, and Pennsylvania. One hundred thirty-eight first-line supervisors were observed during a full work-shift and discussions with the supervisors and the mine superintendent were held during the course of the visit. The observational data from the study provide a detailed description of what supervisors to during their shift. The report begins with an introduction discussing the problem being studied and objectives of the research. The literature related to supervisor selection is then reviewed. The following section describes the research design including data collection procedures and statistical methodology used in the study. The next sections present the analysis of mine, section, crew, and supervisor characteristics. The report concludes with a discussion of the results of the study and recommendations concerning supervisor selection and development.

Jan 1, 1987

By Arman Hazrathosseini, Ali Moradi Afrapoli

Fleet management systems (FMSs) as the pivotal part of any surface mining operation find it essential to evolve from conventional into intelligent systems because of both Mining 4.0 requirements and some shortcomings inherent in conventional methods. However, this novel transformation needs to be investigated technically and strategically. To this end, the previously published research works on intelligent FMSs are explored to track the latest status of these third generation frameworks within the surface mining context. Following that, their underlying models are compared in terms of five categories of allocation and dispatching features to pinpoint the technical gaps ignored. Having drawn the future lines of research, the present article then leverages the popular SWOT analysis method to outline the strengths, weaknesses, opportunities, and threats associated with the advent of these intelligent FMSs in mines of future. By and large, the analysis indicates that advantages outweigh disadvantages. Solutions are offered to address the existing weaknesses and threats.

Nov 10, 2023

By Snehamoy Chatterjee, Sanjay Kumar Palei, Smarak Das

Machine manufacturers’ recommendations on maintenance strategies of capital-intensive draglines are not always based on real data and therefore lead to losses from downtime. This paper proposes a preventive maintenance strategy for a dragline deployed in an opencast coal mine based on reliability-centered maintenance and failure-mode-effects analysis using real operational data. Reliability-centered maintenance replaced a cluster of critical failure components of the dragline while satisfying two specific conditions: (i) the components should be replaced at the earliest mean time to failure (MTTF) within the group and (ii) the time taken to replace all the parts should be equivalent to the maximum downtime within the group. Estimated threshold weightage factor identified twenty-six critical failure components for the preventive maintenance strategy, and clustering of components divided them into nine groups. In a group, the loss that is expected to occur by replacing some of the components before their failure, and the gain by reducing the overall maintenance downtime, has been explained through a cost-benefit analysis. The total net profit generated is calculated as US$200,178. This clustering activity also led to a reduction of annual downtime by 231 h, whose approximate market price as equivalent coal production costs $295,365.

May 28, 2020

By Y Xie, L O’Connor, S C. Dominy

"Sheeted vein gold deposits are characterised by multiple subparallel veins and free milling gold. In situ heterogeneity of mineralisation results in grade and process parameter variability, which will increase project risk. Measured variability is often enhanced by poorly designed sampling and test work protocols. Protocols that are optimised within the framework of the theory of sampling to suit the ore type, together with quality assurance/quality control systems, will reduce variability and provide fit-for-purpose results. The geometallurgical approach requires spatially distributed samples within a deposit to support variability modelling. Diverse attributes from core logging, mineralogical/textural determination and small-scale tests are used to measure variability. This contribution emphasises early stage geometallurgical intervention during project development. It presents a discussion of representative sampling in the context of the theory of sampling. A case study presents a protocol that exemplifies how data can be gained from a well-designed and planned program to support a resource estimate and prefeasibility study.CITATION:Dominy, S C, O’Connor, L and Xie, Y, 2016. Sampling and Test Work Protocol Development for Geometallurgical Characterisation of a Sheeted Vein Gold Deposit, in Proceedings The Third AusIMM International Geometallurgy Conference (GeoMet) 2016, pp 97–112 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 15, 2016

By Shemek Oginski, MARK C. JOHNSON

All Rights Reserved. Printed in the United States of America. Information contained in this work has been obtained by SME, Inc. from sources believed to be reliable. However, neither SME nor its authors guarantee the accuracy or completeness of any information published herein, and neither SME nor its authors shall be responsible for any errors, omissions, or damages arising out of use of this information. This work is published with the understanding that SME and its authors are supplying information but are not attempting to render engineering or other professional services. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Any statement or views presented here are those of individual authors and are not necessarily those of the SME. The mention of trade names for commercial products does not imply the approval or endorsement of SME.

Dec 1, 2015

By Christopher J. Bise

Volume II of this collection of research reports, entitled "Model Training Program," provides the framework and details for developing a tailored training program for a specific mine based upon documented human-performance deficiencies. To do this, several steps must be followed prior to program implementation: 1) background information must be gathered (database analysis), 2) direct observation of indicated problem areas should be conducted (safety sampling), and 3) separation of those deficiencies to be addressed through training from those which would be better addressed by workplace or equipment redesign (trainability assessment). Once training is determined to be the appropriate strategy for addressing the noted deficiencies, several approaches can be taken, depending upon whether the problem is related to repetitive work procedures in a predictable, a variable, or a dynamic workplace with a substantial amount of interaction between workers, equipment, and the environment. Although this volume and the subsequent seven volumes provide examples of how the training information was field tested using various strategies (for example, loss control, task training, etc.) and techniques (for example, microcomputer-based exercises, lectures, etc.), the ultimate selection of the delivery method is based on cost/benefit analysis. Therefore, the Model Training Program has incorporated a Training Cost Model as a desirable component.

Jan 1, 1993

By Walter W. Kaufman

The braking performance of underground, rubber-tired, non-coal mining vehicles is evaluated. Surveys of mining equipment and braking manufacturers and underground stopping tests are discussed as they relate to this evaluation. Stopping performance recommendations are included as well as related aspects of roadway construction and runaway vehicle protective devices.

Jan 1, 1977

By W. L. Cooley

Electrical accidents occurring in coal mines from 1975 through 1979 were categorized and analyzed. The data was searched for common electrical hazards, common activities on the part of those injured, and common negligent or careless behavior. The most common electrical hazard was abnormal arcs or sparks, the most common injured activity was handling energized trailing cables, and the most common careless behavior was failure to de-energize circuits before working on them. The accident data was combined with mine production statistics to form a normalized electrical accident rate. It was found that some mines have consistently more lost workdays per man-hour worked than do other mines. Bureau of Mines electrical safety research contract expenditures were reviewed to judge whether the research effort was directed to those areas which are related to the most accidents. In some cases it was not. A method was devised and utilized to estimate the relative cost to the mining industry to implement certain safety measures developed through Bureau research, and also to estimate the potential safety benefits. Some safety changes are recommended, others are not. MSHA regulations were reviewed for effectiveness in preventing electrical accidents, and suggestions were made for discontinuing, clarifying, or otherwise modifying the regulations.

Jan 1, 1981

By James P. Ludwig

This report provides the results of a two year study of the projected time and cost requirements for new mine development in Wisconsin and is based on a unique blend of information from mining company officials, state regulatory agency officials and contractor experience. Through formal cooperative and review agreements with Kennecott Copy per Corporation, Exxon Minerals Co., U.S.A. and Noranda Mines Ltd., and the Wisconsin Department of Natural Resources plus informal arrangements with knowledgeable Wisconsin persons, lists of the tasks and subtasks required to plan a new mine in Wisconsin were developed. Times and costs were assigned to all tasks and subtasks and these data reviewed by all cooperators. Critical Path Method Diagrams were then developed for a generalized mining project. Total time and cost for the premine planning process was estimated to be 25..1 years and 223 person-years of professional time excluding public affairs effort respectively. By eliminating redundancies in the process and by increasing project efficiency through early public review and participation, recom¬mendations were made to lessen the time and lower the cost of premine planning. The streamlining recommendations could shorten the overall critical path length to 18.16 years and lower the cost to 208 person-years of professional time excluding public affairs effort. The estimated distribution of professional effort (cost) for mine planning in Wisconsin approximates 50.5% for traditional mine engineering tasks, 36.6% for environmental-regulatory tasks and 12.9% for traditional geological-exploration tasks.

Jan 1, 1979