Search Documents

By B. Caro Vargas

The Toulon Tunnel project is a key component of the highway corridor on the French Riviera between Marseille and Nice and is a fundamental transportation infrastructure for the region. The first design studies started in the 1960s. The tunnel project is comprised of two separate tunnels: south and north. The north tunnel was built between 1992 and 2002 after 10 years of difficult construction. On March 15, 1996, for example, a collapse of the tunnel in the Marchand area generated a sinkhole in the city center, causing a 20-month delay. The south tunnel alignment runs parallel to the north tunnel below Toulon?s historical downtown at a depth of 20 to 40 m (65 to 131 ft) with some areas with less than 10 m (32 ft) of cover. The risk management program was studied to be a state of the art program in urban tunneling construction.

Jan 1, 2012

By Desiree Willis

One of New York City?s largest subway projects is under way 43 m (140 ft) beneath the surface of downtown Manhattan. The East Side Access project, more than 30 years in the making, was halted after a partial excavation in the 1970s due to a lack of funding. The project, once dubbed the ?Tunnel to Nowhere,? has been revitalized into a groundbreaking subway line that includes unique tunnel boring machines (TBM), construction methods and muck removal systems. Project overview The East Side Access project involves construction of a new 6.7-km (4.2-mile) subway line needed to relieve heavy traffic congestion between the boroughs of Queens and Manhattan. The line will serve approximately 160,000 commuters daily between Grand Central and Sunnyside rail stations. Manhattan and Queens will be connected under the East River by the 63rd Street tunnel, a submersed double-decker tube. The submersed tube consists of reinforced concrete sections barged in place on the riverbed. The tube contains operational subway lines on the top deck, while the bottom deck (the ?Tunnel to Nowhere?) will become operational when the East Side Access project is completed in 2013.

Jan 1, 2008

By Jeremy Morris

The city of Indianapolis has more than 25,000 homes currently on septic systems. Many of these systems do not function well because of their age and surrounding soil conditions. As Indianapolis has worked to eliminate septic systems and install sanitary sewers in large unsewered areas on the north-west side, capacity of the existing Belmont North Interceptor (BNI) became a concern. The BNI system currently services an area of approximately 80 km2 (31 sq miles) located within the northwest quadrant of the city (Fig. 1). Monitoring of the existing interceptor indicated portions of the sys-tem flowing half- to two-thirds full during dry weather conditions and surcharging during some wet weather conditions. Further analysis of the BNI based on growth projections coupled with increased sewershed yield resulting from the city?s septic tank elimination program (STEP) indicated dry-weather flows could potentially triple over the next 20 years. Based on these modeling results and current wet weather capacity issues, the city determined further STEP projects could not be performed within the BNI service area until

Jan 1, 2011

De Beers? Finsch diamond mine began operation in the 1960s as a surface project using the latest technology available. During the 1990s, the operation, located about 160 km (100 miles) west of Kimberley, South Africa, began its move as an underground mine. The earlier stages (Blocks 1, 2 and 3) of underground work at Finsch used open stope mining methods, also using the latest in technology. The mine began developing Block 4 in 2004. How-ever, studies on this level showed that block caving was a more efficient mining method than open stoping. It was during those studies that De Beers determined that Block 4 would be a good candidate for testing Sandvik?s automated truck haulage technology.

Jan 1, 2008

By Michele Ashby

The mining industry is facing new risks from peak commodities, the energy and economic crisis and stock market pressures. The Green Mining Industry Initiative is a risk management strategy for the future of the mining industry. Defining the Risks The bad news is peak commodities, energy and economic crisis and stock markets collapsing are the issues that are already hitting everyone?s bottom line and draining the treasuries of every mining company around the world. Higher energy costs are affecting the bottom line more than ever before, which is creating more risk for companies. Mining companies have major land positions around the world and they have major energy needs. Uncontrollable increases in energy costs, increased regulations for diesel fuel emissions and energy intermittencies are costing mining companies more time, money, and man-power, which are cutting into profits and hitting the balance sheet. The good news is, there are practical energy solutions which are off the grid, tried and true methods which can be implemented in a cost-effective manner and will increase profitability and save shareholder values as well as energy security for these companies and their projects. To date, most of the mining resource industry has not yet considered or used other forms of power like clean, sustainable, or alternative energy for their own energy needs. The reasons have primarily been pushback from the mining industry due to beliefs of older technologies in alternative energy, a lack of understanding of the cost advantages long term, and perceptions of environmental relativity.

Jan 1, 2008

By Wojciech Klecan

Cobb County, located on the northwest side of Atlanta, GA, is continually growing and, like many other metropolitan areas, it needs to increase the capacity of its waste water system to meet future demand. The Cobb County Water System (CCWS) is the responsible agency for water distribution, waste water collection and treatment in most areas of the county. CCWS, one of the most progressive agencies in the metro-Atlanta area, is addressing its future waste water capacity needs in the southern part of the county with the construction of the South Cobb Tunnel and Pump Station. This project consists of an 8.8-km- (5.5-mile-) long, 8.2-m- (27-ft-) diameter, tunnel boring machine (TBM) excavated waste water storage and conveyance tunnel; six tangential vortex-flow intakes ranging from 1,533 to 5,700 L/s (35 to 130 mgd) peak flow capacity, two construction shafts, six 1.8-m (6-ft) finished diameter connecting tunnels ranging in length from 6 to 975 m (20 to 3,200 ft) and a 5,700-L/s (130-mgd) wet/dry pit pump station. The pump station will have a semi-circular wet well with a dividing wall that extends almost to the top of the shaft and a spilt dry well for reliable operation. Roller gates will control the flow to the wet well from the tunnel. The pump station will have six 1,420 L/s (32.5 mgd) pumps and two sets of stair wells and elevators. With a finished diameter of 32 m (104 ft) and a depth of 62 m (204 ft), this is the largest pump station shaft constructed so far in Georgia for the dewatering of a waste water tunnel. The pump station shaft was also the highlight of the well attended and successful 2009 Shaft Design and Construction Short Course held in Atlanta, Sept. 10-11. The two-day course was sponsored by the Underground Construction Association of SME and Pennsylvania State University and concluded with a field trip to the pump station shaft. The tunnel starts south of the city of Austell and finishes at the South Cobb Water Reclamation Facility (WRF), located on the banks of the [ ] Chattahoochee River just north of Interstate 20 (Fig. 1). The South Cobb Tunnel will run 30 to 137 m (100 to 450 ft) below the surface, with an average depth of about 91 m (300 ft), through metamorphic rocks (Fig 2). The construction contract was awarded to Shea-Traylor JV with the lowest bid price of $305 million and notice-to-proceed was given on July 14, 2008. Jordan Jones & Goulding, Inc. (JJG) is the project designer and performed the geotechnical investigations. Parsons/Jacobs Associates is the construction manager. The South Cobb Tunnel is CCWS?s second deep hard rock tunnel. The 15.3-km- (9.5-mile-) long, 5.5-m- (18-ft-) diameter TBM excavated the Chattahoochee Tunnel was the first deep tunnel to be construced in Cobb County. Construction began in 2000 and the project was completed four years later. It is located about 16 km (10 miles) northeast of the South Cobb Tunnel in similar geology. It was designed by JJG to meet east Cobb?s long-term waste water capacity needs and provide flow equalization to the R.L. Sutton WRF. The Chattahoochee Tunnel was named ?Outstanding Civil Engineering Project of the Year? by the Georgia Sec-tion of the American Society of Civil Engineers in 2006.

Jan 1, 2009

From the massive equipment that moves the earth, to the parts that keep the equipment moving, it was all on display for more than 35,000 people who at-tended MinExpo 2008 at the Las Vegas Convention Center Sept. 22-24. In the largest show in the illustrious history of MinExpo, the success of the recent commodity boom was reflected in the more than 55,700 hm2 (600,000 sq ft) of floor space that was jam-packed with nearly 1,300 vendors. Among them, the makers of the industry?s largest machines, displaying their latest and greatest trucks, shovels, excavators, drills and other mining equipment. During the nearly decade-long commodities boom, equipment makers have worked hard to keep up with demand while also investing heavily in research and development. The beneficiaries of this R&D is the end user who saw first-hand at MinExpo 2008 the many advances that have already been made in safety, comfort and productivity from all the manufacturers. R&D has also helped spark more talk of automation, which is being used already at some of the world?s largest mines. Caterpillar and Komatsu have worked with the technology in surface mining and Bucyrus and Sandvik are among the industry leaders applying the science of automation to underground mines. Technology has in-creased greatly since the idea of moving massive equipment remotely was first knocked around and the idea of entire fleets operating around the clock seems to be getting closer to reality. But, until that happens, MinExpo attendees were treated to a show that featured some of the most impressive current machines the industry has to offer. In the largest booth space of the convention, Caterpillar (www.cat.com) displayed the culmination of an ambitious $280-million dollar investment, with the introduction of its new mining fleet of four new trucks. The F-series was un-veiled with common features in safety, cabs, engines, frames and bodies and Tier 2 compliant engines. The F series also features a return to the electric drive option. ?When our customers asked us for improvements to our mining trucks, we responded by making a record investment in every single truck in our line, as well as the increased capacity to produce more of them,? said Cater-pillar group president Stu Levenick. ?New technologies have allowed us to make trucks more reliable, easier to maintain and more friendly to the operator and to the environment.? The 793-series is in the 218- to 227-t (240- to 250-st) class that will be available in both mechanical (793F) and electric (793F ac) versions. The electric drive-only 313- t (345-st) 795F was also introduced, while the flagship 797B truck is in the process of being replaced by the new 797F mechanical drive, maintaining its 345- to 363-t (380- to 400-st) target payload. Completing Caterpillar?s new mining truck line will be new versions of the 785 and 789 mechanical drive trucks. The next generation of trucks will be phased into production during the next two years, with the Cat ac drive models expected to go into production in late 2010. The $280-million in-vestment is Caterpillar?s largest commitment ever to the mining industry

Jan 1, 2008

The theme of the 2012 North American Tunneling conference (NAT) was ?Tunneling: Driving Value.? This theme best reflects where the tunneling and underground construction industry is to-day. Major advances that have been made in technologies have provided tremendous improvements in productivity, which, in turn, have allowed the industry to deliver more cost-effective and less disruptive solutions to the nation?s infrastructure needs. Despite a weak economy, domestically and globally, cities and states continue to spend billions on infrastructure improvements. For the underground construction industry, that means more transportation and water, wastewater, storm water projects and other underground structures. And, for each project completed, underground construction and tunneling technology grows. The NAT conference, put on by the Underground Construction Association (UCA) of SME, provides an outlet for technology transfers among professionals. This year?s conference, held in Indianapolis, IN June 24-27, attracted 918 attendees, up from 803 at the last NAT in 2010. The accompanying exhibit also featured 116 exhibitors occupying 140 booths. That was up from 108 booths in 2010. So, the meeting continues to grow as underground construction professionals throughout the world seek to learn from their peers.

Jan 1, 2012

By Bruce Cavender

Historically, the processing function has been regarded as efficiently managed as long as production costs were kept low, recovery was adequate and sufficient plant capacity was avail-able. In this paradigm, processing is viewed as capable of making only a limited contribution to a company?s competitive advantage. However, the processing function can provide a primary vehicle for building critical competitive capabilities. Processing organizations should be encouraged to become so accomplished they generate new opportunities for other functional groups and thereby influence a company?s overall strategy. This requires a deep shift in processing?s role, in its self-image and in the expectations of it held by managers in other functions. Specific plant improvement techniques ? total productive maintenance (TPM), loss control, etc. ? should be viewed primarily as means for building strategically valuable processing capabilities. Different improvement strategies create different kinds of capabilities and present new strategic options. Broadly speaking, a mineral-producing company seeks competitive advantage through two principal activities: the development of new mineral production and reserves and the optimization of existing operations. These lead to increases in ore reserves, production levels and cash flows that are manifested in increased profitability and, hopefully, increases in the price of the firm?s stock. The profitability of a minerals company is a function of the overall profitability of the industry sector in which the company participates and the firm?s competitive position within that sector relative to those of its competitors. Competitive advantage within the industry comes from two sources: the ability to maintain lower prices than competitors for the same product (cost leadership), or from the sale of products with unique properties that justify higher prices (product differentiation; Porter, 1980). Most mineral companies produce fungible commodities that are sold to anonymous customers, and sustainable cost advantage is the only long-run strategy available to these companies to enhance profitability.

Jan 1, 2008

By F. Calizaya

The Western Mining Training and Translation Center is a consortium of four universities devoted to developing educational and training projects to reduce the incidence/accident rates in the mining industry. The center consists of Missouri University of Science and Technology, Montana Tech, the Colorado School of Mines and the University of Utah. It is fully funded by the National Institute for Occupational Safety and Health (NIOSH). The center manages 15 educational projects and one translation project. Hazard Identification and Risk Assessment (HIRA) for Small Mines is an educational project managed by the University of Utah. The objectives of this project are to identify critical mine hazards, assess risks; outline procedures to reduce accident/incident rates in small mines in the western United States and to train mine workers and super-visors on HIRA in each participating mine. To accomplish these objectives, the HIRA personnel visited 15 small mines in Utah, Colorado, Nevada and California. At these mines, most operators were employing independent contractors to perform several tasks ranging from drilling, blasting and mucking of rock at the work site to hauling ore to a processing plant. The operation of diesel-powered equipment was one of the major tasks performed by the contractors. This article presents three case studies in which contract workers performed a number of tasks with no reportable incidents but did so unsafely. It also highlights the training received by most contractors, the constraints imposed upon them and the safety hazards to which they are exposed most frequently.

Jan 1, 2008

By Gregory T. Ziegler

A complex soil profile and high water table, together with a below-grade active subway tunnel, an above-ground elevated railway line, and the heavily travelled Northern Boulevard all passing above the tunnel alignment, combined to make mining of New York?s Northern Boulevard Crossing what is widely considered to be the most challenging portion of the multi-billion-dollar East Side Access project. The Northern Boulevard Crossing is a vital link in this project which, when completed, will connect the Long Island Railroad to Grand Central Terminal in Manhattan. How the sequential excavation method (SEM) tunneling was successfully accomplished, despite the obstacles, was a textbook exercise in practical innovation coupled with close cooperation between the owner, the construction manager, Hatch Mott MacDonald, the designer, Parsons Brinckerhoff, the contractor, Schiavone-Kiewit, and spe-cialty geotechnical contractor, Moretrench.

Sep 1, 2013