Search Documents

By E. R. Davis, R. J. Knott

The paper discusses some of the tools of management in the field of project control, especially in engineering. Project control includes planning and cost engineering, and involves various phases: the conceptual Design and Planning Phase, the Definitive Design and Capital Budgeting Phase, and the Implementation Phase. Each of these phases is discussed in in, together with the use that can be made of data banks, progress reports, and computer systems.

Jan 1, 1982

By B. McCosker

The choice of the appropriate delivery process for a project is often not adequately thought about. The industry needs to be prepared to break its preconceived mind-sets on delivery procedures. Industry should also be prepared, on a project by project basis, to commit to a critical review as to how the assessment and then selection of the best procurement method can best optimize the project outcome for both client and contractor. Conventional standards and biased reliances and experienced based preferences should be challenged. To achieve this requires a paradigm shift in attitude to both the process of tendering and the evaluation of tenders. Tender and contracting practices are dynamic and have moved away from solely cost based assessments. Tendering contracts arise imposing changed duties upon owners. Traditional contract delivery models have shifted, reflected in part by the trend towards relationship contracting. The categories of contract options are not closed. Many are but hybrids of other time-tested models. This paper considers options available for any brownfield or greenfield project. The principles outlined are translatable to supply, upgrade, operation and maintenance arrangements.

Jan 1, 2002

"Chairman: Professor J. C. Griffiths Rapporteur: Mr J. P. G. PRETORIUSPapers:Mine-mill production scheduling by dynamic programming by R. J. Roman Optimization of a large mining venture by J. C. Paynter, B. K. Loveday and C. G. Robinson Economic surface mining of multiple seams by T. V. Falkie and W. E. PorterIn introducing his paper, Mr Roman said that whereas in manufacturing plants the yearly production levels were usually chosen to produce the largest annual cash flow, in a mining operation, the raw materials (ore) were exhaustible so that the production had to be scheduled to maximize the total net present worth of the operation. This optimum production schedule could be determined by using dynamic programming. The required information was readily available to management at most mines. The 'possible operating range' of production rates lay between the rate with the highest profit per ton. and that with the highest profit per year. The optimum production rate started typically at the top of this range and decreased slowly as the deposit was depleted.Dynamic programming was used to determine several production schedules for a hypothetical mine-mill complex. The effects of changes in the ore grade estimates, size of deposit and acceptable rate of interest on the production schedule were taken into account. Apart from the fact that the net present worth of the overall profits was larger than that obtained by conventional methods, it appeared from the cases studied that the amount of metal recovered was also greater.Dr it P. King commented that this was a very interesting application of dynamic programming. He pointed out, however, that the market price of the metal was likely to vary significantly and randomly during the life of the mine, and he suggested that the problem should, therefore, be reformulated as a stochastic dynamic programming problem.If the price of the metal rose to abnormally high levels, a much higher than normal production rate could be expected. The results of analyses given in Table 5 showed that the production rate was a function of market price. In his view the stochastic problem could be solved just as easily as the deterministic problem.In reply to a question by Dr King as to whether the function relating recovery to production rate (Table I) was based on real data, the author replied that it was based on the results of an analysis conducted at the Union Carbide Corporation's Pine Creek tungsten mine in California.Dr D. M. Hawkins stated that costs were incurred when the production rate was altered, for example, in appointing or laying off staff, and that in practice it may be necessary to take these costs into account in finding the optimum production rate. Mr Roman replied that, while normal administrative costs were accounted for, the additional costs incurred in appointing and laying off staff were not taken into account."

Jan 1, 2014

"Chairman: Mr. K. F. LaneRapporteur: Mr C. T. ShawPapers:Design of crushing plant flow sheets by simulation by T. GurunThe impact of transportation networks upon the potential supply of base and precious metals from Sonora, Mexico by P. de V. Harris and D. E. EurestyProfitability sensitivity analysis of a mining venture by C. A. Beasley and E. P. PfleiderTechnological innovation and its potential effect on the opening of new gold mines in South Africa by N. C. JoughinMr Turgay Gurun, in presenting his paper, indicated that this simulator was no purely theoretical exercise, but that the model had been used in the design of crushing plants of capacities ranging from 3 000 tons per day to 66 000 tons per day, and that recently the design of a plant of capacity of 99 000 tons per day had been studied.The crushing plant simulator was an independent portion of a much more comprehensive simulator for the design of a. complete recovery plant. It would be possible to use each section of this simulator on its own, and simulators would be designed to cover flotation concentrates, cash flow analyses of the entire project, and so on.Each simulator would be backed by a comprehensive data bank. For example, the crushing plant simulator was backed by such a data bank which included the performance and cost data from five manufacturers for an average of 30 items of process and materials handling equipment each. This meant that data preparation involved generally less work than would be required for a manual calculation. On average, data preparation for one run took 30 minutes and three minutes of computer time on an IBM 360/40 completed the run. The model could be valuable as a design tool in that it allowed the designers an opportunity to make a thorough examination of many alternative designs. It was also of value to plant operators as it could be used to predict the consequences of operating decisions.This paper generated much interest and there were numerous questions and contributions, so many, in fact, that the discussion had to be cut short.It was pointed out by Mr K. F. Lane that crushing plants represented a very large capital investment. A plant designed for 40 000 tons per day at 98 per cent efficiency might well in practice be run at 50 000 tons per day at, say, 83 per cent efficiency. He asked how, therefore, their design could be investigated without building economic criteria into the model? The author conceded that this was a tender point. He would have liked to have given facilities for more variability of the metallurgical information. He pointed out, however, that while there was no overdesign for conservatism built into his system, some overdesign was inevitable as the performance characteristics given by the manufacturers were generally conservative. Also, in his system, if lower recovery was allowed for, the system would nut through more tonnage."

Jan 1, 2014

By D. F. Sinclair

It is often said in business that if you don't have a customer you don't have a business. The same rule applies to project evaluation; if you don't have customers you really don't have a viable project. It is therefore essential that in the early stages of project evaluation the following fundamental questions are addressed: ? What products will this project produce? ? Who are the potential customers? ? What are the customers' requirements with respect to grade and impurities? ? Do they have adequate capacity to take the production from the proposed project? ? Will the products introduce adverse effects in the customer's process circuits? ? Will additional waste streams requiring disposal be produced? In the past the attitude has been along the lines of the customer will take whatever we produce at the mine site. Times have now changed with customers now operating under much tighter environmental regulation with waste disposal becoming increasingly difficult. It would therefore be prudent that the principles of product stewardship be used as a tool in project evaluation. This paper will provide a general discussion on customer requirements and provide detail on case studies of the impact of mine products on smelter process circuits. It will provide examples where there were synergies between the mine product and the smelter circuit and where the mine product had adverse impacts on smelter performance.

Jan 1, 2007

By G. C. Thompson

A total system for the simultaneous management of various projects is presented. The objectives of the present organizational structure of the Coal Division in respect of projects are listed, as are the requirements for effective functioning of this organization. The processes involved in strategic planning and in the identification. evaluation, and development of projects are described. The monitoring and control of capital as well as project construction and production management. are discussed. Finally, the important role of project work in the development of management is stated, and the necessity for the continual assessment of the effectiveness of the project organization is stressed.

Jan 1, 1981

By P. R. Jochhens

The Past. In the past, large metallurgical companies (for example the mining houses) had the necessary infrastructure both to develop metallurgical flowsheets and to undertake the construction and project management of metallurgical plants. Effectively, the sole contribution by contracting companies was the supply, and possibly the installation, of specific items of equipment. OBITUARY: AUSTIN WHILLIER (1927 - 1981) On Thursday, 13th August, 1981, Dr. Austin Whillier passed away peacefully in Johannesburg after a long illness. This event has been a serious blow indeed, and its effects will be felt, not only by the Chamber of Mines of South Africa and the South African mining industry, but also throughout many scientific and technical spheres both in South Africa and further a field.

Jan 1, 1981

By F. van Heerden

The paper sketches the. management of the various phases in a cost-reimbursable, plus-fee contract. which is claimed to be the most flexible of all contracts. In this type of contract, the contractor is reimbursed for all the direct costs Incurred, plus a percentage fee to cover his profit (or overheads and profit). The client usually reserves the right to approve all drawings, equipment purchases. contract awards, technical specifications. project cheques and change orders.

Jan 1, 1982

By H. W. Read, L. G. D. Napier

Change is endemic in our society. Future change will be accelerated by an explosion in technology, communication, and political thought. To meet these challenges, rapid structural changes have been taking place in mining organizations both here and abroad. The management of shaft-sinking projects is a case in point. Shaft sinking is a seminal element in the sustained well-being of a deep level mining venture. Its accomplishment is fraught with risk, involves a high level of capital expenditure, and is a precursor to profitable mining investment. The purpose of this paper is to present a concise and practical picture of the concepts, methods, and techniques of professional project management as applied to shaft-sinking projects.

Jan 1, 1994

By A. P. L. Kotzé

This paper gives a brief description of the control measures used in the establishment of the Grootegeluk Coal Mine, near Ellisras in the Transvaal. Specific reference is made to the planning offunds, cost and financial control, and economic evaluation.

Jan 1, 1982

Paper written on project work carried out in partial fulfilment of BSc Engineering (Mining) The aim of this project is to determine whether certain pillars occurring within the no. 1 shaft and no. 2 sub-shaft ground are feasible for extraction. The extraction of these pillars is essential in prolonging the life of Kloof Main Shaft as its VCR resource becomes depleted. Extraction of these pillars will require a combination of designs and factors, with rock mechanics and ventilation being the main considerations. Primarily for the pillar extraction, an initial production target of150 kg gold, mine able in one year from commencement of ?opening up? was set. The planned target has been exceeded and the feasible pillars identified are expected to yield an additional 1 390 kg of gold to the shaft?s production profile. However, not all the required ventilation designs have been completed to date, the reason being that at the time of the project, many of the pillar areas were inaccessible and thus ventilation conditions are unknown. This project is therefore an ongoing process and will require further design once all targeted pillar areas have been opened up. A preliminary costing analysis of the pillar mining was performed and it was found that all targeted pillars with the exception of 38?61 pillar are profitable.

Jan 1, 2005

By S. Vujic

The exploitation of stone (trachyte) at the ?Srebro? open pit mine, located on the northern slopes of the Fru?ka Gora National Park (Serbia) central area begun in 1964. Stone exploitation in this locality does not endanger the environment in an ecological sense, does not pose a threat to plants and animals, and apart from the terrain configuration changes, it did not leave behind permanent consequences to the environment. Projects for permanent cessation of mining operations and for land reclamation and spatial arrangement were completed in these circumstances. The paper gives a short review of the condition at the open pit mine; furthermore, the key problems and basic demands are presented, together with a concept of technical and biological land reclamation and the spatial arrangement of the mining complex. Keywords Open pit mine, land reclamation, spatial planning, spatial arrangement, National Park, Fru?ka Gora, Srebro.

Jan 1, 2011

By R. G. Koelmans

In 2001 Platinum overtook gold in foreign revenue earnings for South Africa. The export sales from platinum group metals amounted to R29.3 billion as opposed to gold export sales of R28.6billion1. Organizations must undertake new ventures to replace old, worn-out and obsolete assets with new ones. These assets could be a building, a new product or process, a new mine, or anything that can help the organization to achieve its objective. These ventures are projects by their nature. When a project is pronounced a success, the judgement is usually based on some factual evidence, although not every one uses the same data. From the literature, it is obvious that there is a lack of consensus and objectivity as to what constitutes a successful project. The purpose of this paper is to address the following questions: ?What constitutes a successful project? ? How does one measure project success? ?How can one work toward project success? This paper addresses the requirements for project success of three of the primary stakeholders of a project, namely the business or client, the employees as far as the project team is concerned, and the local community. Indicators are developed into a work breakdown structure (WBS)-like chart to demonstrate success indicators. These indices take cognisance of all the constituents required for project success. The indicators are further developed to take cognisance of the requirements of the local communities. These indices are then weighted to arrive at a total score for the respective stakeholders. Using these WBS models, the success and performance of a project can be evaluated. This score is considered an objective measure of project success. Projects are evaluated more consistently across different projects and the project manager is provided with a management tool that can assist him/her in ensuring greater project success. The shortcoming of this approach is that the weights of the different indices have been estimated at this stage. Research will have to be conducted to more accurately reflect the weights assigned to the indices.

Jan 1, 2004

By D. C. Andersen, G. L. Smith, A. M. Marsh, J. Pearson-Taylor

Central to the success of any mining company is the ability to manage capital investment effectively so as to ensure acceptable stakeholder returns within an overall strategic context. Critical to this process is the effective selection and implementation of a strategically aligned project portfolio that enables optimal resource exploitation while operating within mandated bounds and identified constraints. Consideration is given to the strategic long-term planning process, an investment prioritization methodology and specific tools and techniques based on the discounted cash flow philosophy.

Jan 1, 2006

By G. L. Smith

Central to the success of any mining company is the ability to manage capital investment effectively so as to ensure acceptable stakeholder returns within an overall strategic context. Critical to this process is the effective selection and implementation of a strategically aligned project portfolio that enables optimal resource exploitation while operating within mandated bounds and identified constraints. Consideration is given to the strategic long-term planning process, an investment prioritization methodology and specific tools and techniques based on the discounted cash flow philosophy.

Jan 1, 2007

By R. Tinsley

Project-finance risk assessment is mature and approached systematically. Mining industry due diligence remains fragmented with specialists addressing different aspects of the project such as reserves/JORC, environmental impact, commodity market, even financial analysis/ modelling. Each professional has a natural tendency to believe that the risk factors they have examined are the key ones necessary to be reviewed, as if their review will stand in isolation from others in the way a project materialises. By first laying out the project risk categories and risk matrices, this paper examines the due diligence process with a keen eye to the risk assessment and overlap/interaction. Some cross fertilisation of due diligence techniques from other industry sectors is placed into the mining context. Six case studies are then presented with regards to due diligence features in each project's feasibility review or financial information/ offering memorandum. A power case first shows the differences between the due diligence expectations of banks versus bond financings. Then some Australian and Indonesian mining development cases are analysed to see the due diligence learning points. Some of these were project/due diligence failures. The conclusion focuses on the value of a systematic risk assessment for project evaluation, all from the project-finance perspective.

Jan 1, 2007

By W. A. Smith, M. C. Bekker, C. Marnewick

Projects or project-orientated approaches have become a common form of work in nearly all sectors of economies. This has led to concepts such as ‘projectified’ and ‘project orientated’ organizations. By defining projectification of a company, industry, or economy as the share of project work in total work, one can reasonably determine the impact that project management, and by default projectification, has had on that company, industry, or economy in terms of staff optimization and allocation. This paper presents the results for such a projectification study of the South African mining industry. This sector has long been a significant contributor to the country’s economy from a gross value added (GVA) and employment point of view. Understanding the impact of projectification and the project management way of work on this industry may potentially add significant value to both the mining and project management knowledge areas. We show that although the mining industry is considered by some to operate in archaic ways, the level of projectification has increased over time, and now represents approximately one third of all work conducted.

May 1, 2021

By J. Autio, H. Malmlund

The excavation damage zone (EDZ) caused by drill and blast excavation consists of intense damage adjacent to the remaining half barrel of the blast hole, new fracturing induced by the blast and reactivation of pre-existing fractures. The properties of intense microfracturing adjacent to the half barrels of remaining blast holes are based on study of rock samples from ZEDEX-tunnel and it’s extension at Äspö and the Research tunnel at Olkiluoto in Finland. The new and reactivated fracturing is based on results of mapping of slots cut in the rock in ZEDEX-project. The zone of increased porosity adjacent to half barrels, which penetrates to a depth of some centimeters was studied by using novel 14C-PMMA method. The penetration of the radial fractures, which is an order of magnitude deeper, was studied by mapping using color penetrant. Results of EDZ studies carried out at Äspö HRL in Sweden and in Research Tunnel at Olkiluoto show that the properties of EDZ can be affected significantly by engineering design. The result imply that the additional pore volume caused by distinct fracturing around the blast holes caused by state-of-the-art smooth blasting technique could be of the same order as that of the damaged zone adjacent to the surface of the half barrels. Durch Bohr- und Sprengarbeiten entstandene Eigenschaften der Auflockerungszone: Die durch Bohr- und Sprengarbeiten entstandene Auflockerungszone besteht aus einem großen, an das Resthalbrohr des Bohrloches angrenzenden Schaden, neuer Rissbildung und einer Reaktivierung der bereits existierenden Risse. Die Eigenschaften einer immensen, an die Halbrohre der Restbohrlöcher angrenzenden Mikrorissbildung beruhen auf einer Studie über die aus dem ZEDEX-Tunnel gewonnenen Gesteinsproben und deren Fortsetzung im Untertage-Labor Äspö (Hard Rock Laboratory, HRL) in Schweden und im Forschungstunnel bei Olkiluoto in Finnland. Die neue und reaktivierte Rissbildung basiert auf den Auswertungsergebnissen der Schlitze, die bei dem ZEDEX-Projekt ins Gestein geschnitten wurden. Die Zone der vermehrten, an die Halbrohre angrenzenden Porösität, die in ein paar Zentimeter Tiefe eindringt, wurde anhand der neuen 14C-PMMA-Methode untersucht. Das Eindringen der etwas tiefer gelegenen radialen Risse wurde anhand eines farbigen Eindringungsmittels untersucht. Die in Äspö und Olkiluoto durchgeführten EDZ-Studien zeigen, dass die EDZ-Eigenschaften wesentlich durch Engineering Design beeinflusst werden können. Das durch Bohrarbeiten verursachte Hohlraumvolumen der Rissbildung um den Tunnel herum ist ähnlich wie das Hohlraumvolumen der Bruchzone um die Bohrlöcher herum. Caractéristiques d’une zone endommagée par le creusement résultant d’un creusement par forage et dynamitage: La zone endommagée par le creusement résultant d’un creusement par forage et dynamitage présente un endommagement intense adjacent au demi-cylindre restant du trou de mine, une nouvelle fracturation et la réactivation des fractures préexistantes. Les caractéristiques de la microfracturation intense adjacente aux demi-cylindres des trous de mine restants reposent sur l’étude des échantillons de roche en provenance du tunnel ZEDEX et de son extension au laboratoire souterrain d’Äspö (« Hard Rock Laboratory » ou HRL) en Suède et du tunnel de recherche d’Olkiluoto en Finlande. La fracturation nouvelle et réactivée repose sur les résultats du placement des rainures sur la roche dans le projet ZEDEX. La zone de porosité accrue adjacente aux demi-cylindres et pénétrant à une profondeur de quelques centimètres à fait l’objet d’études recourant à la nouvelle méthode 14C-PMMA. La pénétration des fractures radiales, considérablement plus profondes, a été étudiée par placement en utilisant un agent pénétrant coloré. Les résultats des études EDZ effectuées à Äspö et à Olkiluoto montrent que les caractéristiques de l’EDZ sont susceptibles d’être affectées de manière significative par la conception technique. Le volume vide de fracturation résultant du dynamitage autour du tunnel est du même ordre que celui de la zone concassée autour des trous de mine.service.

Jan 1, 2003

By J. le Grange, M. Tullmin, A. Strauss, F. P. A. Robinson, C. A. O. Henning

An experimental feritic stainless steel with a chromium content of 40 per cent was welded by laser and electron beam (EB) welding processes. These techniques were found to be particularly suited to the welding of this alloy in that the impact toughness of the weld metal and heat-affected zone (HAZ) of the laser welds compared favourably with those of the parent aloy. When the EB process was used, the impact toughness of the weld metal was over 180 J/cm2. Grain growth in the HAZ was minimal for welding with these two processes. Corosion tests, conducted in a solution consisting of 20 per cent sulphuric acid and 100 p.p.m. of potassium thiocyanate, and In a highly corrosive industrial solution, indicated that the laser and EB welds were free of sensitization effects, thus confirming the metalographic results.

Jan 1, 1989

By G. E. Blight

The mining industry is making increasing use of pumped tailings fills. The properties that affect the performance of tailings fills are described by means of typical examples. They are the particle-size grading for maximum density, the water content for pumpability, settlement after placing, compression and drainage under stress, shear strength, and resistance to shock loading.

Jan 1, 1979