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The global recession of the 1980s drove commodity prices down and intensified cost competition. The 1990s saw a restructuring of the mining industry with the survivors adopting new technology, significantly increasing workplace productivity and reducing capital and operating costs. Major changes in mining industry business strategies evolved in the late-1980s including the development of miner - supplier - manufacturer - partnerships, cultural changes in work practices and common goals between the partners to reduce the cost of production. These industry trends are putting new demands on mining machine manufacturers and dealers both on the `hard' side of the machine business, such as research and product development programs, and on the `soft' side in terms of business processes, use of human resources and communication. The paper describes several mining industry trends as identified by a large supplier to the industry, and discusses the impact they are having, and will have, on mining machine development and the provision of product support services to the industry.

Jan 1, 1995

By AIME AIME

BUSINESS forecasting may be an inexact science, if it is a science at all, but in the opinion of the statisticians of the American Telephone & Telegraph Co. it is a valuable aid to the making of future business plans, whether it be used by a telephone system, a manufacturer whose distribution is country-wide or, one whose trade is confined to certain sections. Whatever the defects of business forecasting may be; the American Telephone & Telegraph Co: has employed it since 1921, not only for charting the probable; course of telephone traffic over long-distance lines, but' to determine the needs for new plant and equipment: caused by shifting tides in business or increases in population or general industrial expansion.

Jan 1, 1929

A low grade, refractory ore gold mine with high striping ratio such as at Macraes is always challenged in ways to improve margins. Common practice approaches used at OceanaGold Ltd Macraes are to maximise grade delivery, optimise recovery and reduce unit costs, as well as take any opportunities to incorporate new technologies and implement enhanced commercial strategies.   The Business Improvement (BI) programme was implemented across the Macraes operations in late 2003 and is being rolled-out to all other parts of the business. The core focus of BI at OGL is to: +        increase revenue, +        reduce cost, and +        improve processes.   A dedicated BI team comprising of a manager, team leaders and business analysts were engaged to identify and manage a series of opportunities to reduce operating expenses, optimise capital outlays and generate extra revenue. The Business Improvement Programme, though in its formative phase, has begun a cultural change within the organisation. Many people are starting to challenge the way they do things and are looking for ways to continually improve business performance.   The BI team encompasses individuals from different departments who can offer the diverse skill set necessary to produce intended results. The current team is made up of a BI manager, BI Team Leaders in Mining and Processing and analysts from Mining, Processing, Commercial and Plant Maintenance workgroups. A team member has recently been formally trained as a Six Sigma Black Belt. ] The BIÆs team role is to assist in the establishment of project management processes for each improvement idea. In addition the team will assist in tracking implementation, identifying and unblocking restrictions and limitations as well as setting up metrics to quantify the level of benefit returned and sustained.   From a more strategic point of view, the BI team is advancing the Business Improvement capability of the company by developing long term Communication and Training strategies. These strategies will set the direction of BI initiatives in the years to come to: +        educate the OGL workforce in basic BI techniques, +        assist the OGL workforce in applying basic BI techniques, +        communication the direction of BI in OGL, and +        close the information feedback loop to facilitate transparent communication between the OGL workforce and the BI team.

Jan 1, 2004

By A. O. Filmer

In the mining and metals industry, business strategy demands that leaders extract more from any set of capital assets. This improvement is achieved through a combination of continuous improvement and upgrading of the assets. Continuous Improvement involves a series of incremental changes in the workplace to stabilize the process, remove waste, and test the limits of process capability. Enhanced Technology involves the replacement of an existing as set with a different process or equipment, to achieve a similar function in a more efficient and effective manner. The paper compares and contrasts the two methodologies and outlines the key business considerations which dictate how and when to select one or other improvement method. The paper also addresses the implications for these two improvement methods for those undertaking R&D in support of the mining and metals business.

Jan 1, 2009

By Shannon Studden, Angela King, Allan Koski

Cliffs Natural Resources is an international mining and natural resources company with over 160 years of history. A member of the S&P 500 Index, the company is a major global iron ore producer and a significant producer of metallurgical coal. Throughout its history, employees have been the foundation of the company’s success, which has long embraced a focus on continuous business improvement.

Jan 1, 2014

By O. A. Bascur

It is difficult to analyse the economics without an integrated view of mine transactions, stockpile inventories, process flows and assays. The lack of integration of mining and metallurgical information with sufficient detail to analyse and act is a problem. However, to take action requires real time information from manufacturing assets, corrected for gross errors from trucks, shovels, conveyors, faulty sensors, bad instrument calibration. Validation methods use process models to identify inconsistent information in the case of corrupt actionable information. This paper presents new strategies that transform the data into business information for continuous improvement and optimization. This technical presentation will review recent implementations enabling large metallurgical complexes to improve their data quality for overall production and energy management. A competence center emerges as an enabler for implementing operational intelligence. The evolution of Web services to troubleshoot plant information and to collaborate at the enterprise level is presented.

Jan 1, 2014

By Alexandre Keunecke Hardt

A dinâmica competitiva do mercado globalizado demanda informações confiáveis no dia-a-dia das empresas. Essas informações são preciosas, pois estabelecem vantagens que permitem que as empresas mantenham suas lideranças no mercado. Enquanto sistemas de Business Intelligence (BI) normalmente pertencem ao mundo da gestão e da estratégia, os conceitos da Indústria 4.0 trazem um conjunto de novas oportunidades para obtenção e extração de dados direto do chão-de-fábrica, permitindo com isso que decisões operacionais e táticas suportadas por esses dados sejam tomadas quase em tempo real. Uma solução BI desenvolvida em tecnologia OLAP (Online Analytical Processing) possui na etapa de ETL (Extract Transform Load) um de seus maiores gargalos. Este trabalho propõe uma ferramenta de processamento desenvolvida em Spark, denominada neste trabalho como BI 4.0, que resolve esse problema ao realizar o ETL de forma escalável, distribuída e com alta performance, trazendo ganhos significativos para o negócio.

Aug 17, 2017

By M. Bunch

"THE SUPER CYCLE IS GONE The utopia of the rising sales volume, for mining companies from 2002-2011, was entirely due to rising production volume and prices. The Australian mining sector experienced an 18 percent annual growth rate in revenues, and 11 percent growth in prices. (1) However, EBIT remained flat during the same time period. In addition, Australian mines saw a 7 percent annual decline in both labor and capital productivity. (2) Mines in the U.S. and Canada produced similar results, whereas the world-wide mining industry has seen a productivity drop of 40% since 2001. (3) The decade “Bull Run” of rising prices was trashed by companies that chased low-quality assets while increasing debt on their balance sheet. It seemed everyone believed the “super cycle” would last forever, while completely ignoring the history of cycle downturns. Worldwide mining operations are as much as 28 percent less productive today than a decade ago, according to new McKinsey research. The results from McKinsey’s new MineLens Productivity Index (MPI), which adjusts for declining ore grades and mine cost inflation, show that the pronounced decline in productivity is evident across different commodities and is seen in most mining players and geographies. (4) McKinsey sees three important areas of focus to address the root causes of productivity decline. 1) Embed effective management operating systems at mines 2) Prioritized operational excellence and capabilities development 3) Focus on innovation Reality has now settled back in and companies are struggling to make ends meet. The basic management staple of controlling costs and improving the production/productivity that was lost in the excitement is now back in play. Traditional cost-cutting approaches, such as across-the-board spending cuts, layoffs, and hiring freezes are only short-term initiatives and will not permanently improve a company’s cost structure or improve long- term competitiveness. This can only be accomplished by engaging front-line employees and empowering them to make necessary improvements in their daily work. It is time for leaders to lead and develop cultures of continuous improvement within their organizations in order to sustain their mining project to the end of mine life. Successful operating managers require two different skill sets of Leadership and Management; knowing how to lead people in their organization and how to manage the work they do."

Jan 1, 2016

By P. J. Petit

"The complex planning required to achieve any planned production yields multiple and dissociated responses over the life of project (LOP). The customary decision-making process negates the possibilities of developing optimized and integral solutions from operating levels up to business and strategic levels. This results in an inefficient project or overall underperformance of the operation.In the project setting, disconnected trade-offs and improved performance studies become inadequate, because they are site-specific and use only a few comparative parameters. They are often based on a small data-set.Decisions taken to achieve overall objectives require the correct determination and dissemination of key performance indicators (KPIs). The KPIs indicate efficiency in operation, whereby the marginal rate of technical substitution corresponds to the rate of production. It is the necessary condition for optimization. Performance realization for sustainability follows optimization modelling, the latter often being presented with financial results such as business net present value (NPV). It considers techno-financial constraints and provides a strategic and aligned outlook of KPI decisions for an enhanced and integrated outcome.This paper explains a mining case study that is rendered efficient, and through business optimization (BO) short-term and sustainable targets are reached. Business optimization increases the NPV by 14.7%. This is achieved by challenging conventional decision-making associated with maximizing business value by including environmental externalities within the LOP."

Jan 1, 2016

By Roger Davieds

FACT: a company?s profitability (or loss) is directly related to the efficiency and effectiveness of its maintenance operation. Fact: in order to contribute in a positive manner, maintenance must understand what its true purpose is in the organization. It is easy to say our main purpose is to increase: ?equipment uptime ?OEE ?asset life cycle We all understand this; so does management.

May 1, 2010

By Dick Ruby

Most miners know that Latin America's major mineral areas are in the mountains of Mexico and down the backbone of the Andes in South America. These areas comprise some of the more rugged and challenging parts of the world's geography, and the risks of doing business in these areas are just as difficult as the impressive task of extracting and processing ores. However, Latin America does contain mineral deposits, some untouched and many to be discovered, that convince venturesome people that the tremendous effort required to mine them will be worthwhile. The rewards have often been adequate in the past. Hopefully, they will be in the future. Background The safest statement that can be made about Latin America is that the "ballgame is constantly changing." Here are some examples: Chile. Under President Frei in the 1960s, Chile welcomed foreign mining interests, even though the government was acquiring significant ownership interests in the big copper properties. Then, under Allende in the 1970s, the big mines were taken over and compensation was denied on various grounds including the allegation that extraordinary profits had been made that should have been taxed. After Allende, an about-face was made in policy; former owners of the expropriated mines received some compensation and new foreign investment was seriously welcomed. Many major companies announced intentions to return to Chile. Some have. Peru. After a military takeover in 1968, Southern Peru Copper

Jan 7, 1983

By G Campbell-Cowan

Much has been written about the fact that most transformation efforts disappoint. This paper addresses factors that should be taken into consideration in planning and implementing transformation programs to ensure success.In 2009, St Barbara commenced a transformation program to address issues of chronic poor quarterly operational performance; financial pressure caused by the unreliable operational performance; and an inability to develop business plans with integrity and to reliably deliver on the plans. As a result of a number of years of disappointing operational performance, St BarbaraÆs culture was not conducive to business success.This paper uses lessons learnt during St BarbaraÆs transformation program to highlight key characteristics of change programs that can generate significant sustainable benefits. While there were many benefits from the transformation program, the most significant impacts of St BarbaraÆs program have been transformation of the companyÆs culture and capability of people as business leaders; the establishment of a business systems framework to guide the design and development of systems; and developing support functions, for example centralised procurement and supply chain, business improvement and technical services.CITATION:Campbell-Cowan, G, 2012. Business transformation - Lessons learnt for successful change, in Proceedings International Mine Management 2012, pp 135-142 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By G. Walsh, L. Wolkovitch, A. Savage, V. Romero, T. Zimmerly, G. Imahara, J. Hyneman, K. Byron, D Tapster, S. Belleci, J. Metzger, M. Stanley

Testing was conducted at the Energetic Materials Research and Testing Center for the MythBusters on three separate occasions. This testing included (1) an experiment designed to create diamond from graphite using the shock and pressure of a detonation, (2) the flattening of a car using a steel plate driven by a rocket sled, and (3) the bifurcation of a car also using a rocket sled. All tests were successful; diamond was produced following the detonation of ANFO, and extracted from a graphite / cobalt matrix. A plate was accelerated to 646 mph (1040 km/hr) using a two-stage sled system loaded with 5” (12.7 cm) high velocity aircraft rockets (HVAR) into a car, which was subsequently demolished. Finally, a steel wedge was pushed to 541 mph (871 km/hr) by a one stage sled using HVAR rockets, and was able to cleanly cut a target car in half.

Jan 1, 2010

"Butte originated as a placer mining camp. The first gold discovery was made in the year 1864, near what is now Main Street. Placer mining was vigorously prosecuted along Silver Bow Creek and in Missoula, Buffalo, Town and Parrot gulches for a period of five years, at the end of which time, in 1870, the camp was practically deserted. In the meantime, the quartz veins so prominently traceable over the hillsides were located, the first location being made by W. L. Farlin and called the Black Chief claim, and later restaked as the Travona. Reasoning from the presence of the gold placers, free-milling gold ores were eagerly looked for by the early prospectors. Claims covering the great Rainbow and other silver lodes were located in the sixties. The presence of valuable silver ores in these veins caused the staking out of many claims, believed to be valuable only for silver, but which later proved to be enormous copper producers.Treatment of these early discovered rich ores was first attempted in arrastres. Later, stamp mills were built. The Centennial dropping 10 stamps, was the first, and in 1875 Mr. Farlin built the Dexter 10-stamp mill, intro¬ducing chloridizing-roasting. More successful processes were soon introduced and several large mills built, among which were the Alice, Lexington, Silver Bow, Moulton and Bluebird, in all representing a total of 290 stamps. The silver mining industry reached its zenith in 1887 and declined rapidly in the early nineties, following the sudden drop in the price of silver in 1892.During this period of silver mining activity the business of copper mining was making rapid strides. Development of the veins, located as silver veins, had uncovered copper ore in many instances. There was great activity in ""claim staking'' in the years from 1871 to 1879, during which period most of the claims covering the present productive copper area were located."

Jan 1, 1913

"The zinc concentrator of the Butte & Superior Copper company, shown on the opposite page, represents an industry which is coming into importance in Butte. The existence of large bodies of zinc ore in some of the silver veins of Butte has been realized for years, but it is only recently that some of them have proved amenable to successful concentration. Most of the zinc ores thus far found in the camp are mixed with considerable pyrite, but those found in the Black Rock and Elm Orlu mines contain very little pyrite, so that a concentrate low in iron is possible.The Butte & Superior mill is rated at 1,200 tons daily capacity. The ore is sphalerite, most of which is finely disseminated through a hard quartz gangue, with small quantities of galena, pyrite, chalcopyrite, rhodocrosite and rhodonite. In mining, the included granite and the low grade vein matter are sorted out and used for waste filling so that the ore as it goes to the concentrator will carry about 20 per cent of zinc, 1 per cent lead, .25 per cent copper, 8 to 10 ozs. silver and a little gold. The ore bodies ranging from 5 to 103 feet in width, are mined by the square set method and filling of stopes with waste rock.The ore is hard and tough requiring extensive crushing and grinding equipment, consisting of Blake and gyratory crushers, 54-inch and 42-inch high speed rolls, Chili mills, Tube, and Conical mills. All of the lead con¬centrate and part of the zinc concentrate are recovered in the upper part of the mill by jigs and tables. The classifier overflow and the re-ground jig and table tailings go to settling tanks and from there to the Hyde Flotation process, where the balance of the zinc concentrate is recovered, and the tailing go to waste."

Jan 1, 1913

By Leonard P. Colvin

Like all successful American enterprises, the mining industry is constantly trying to increase production, lower costs and improve working conditions. Companies are, of course, intensely interested in new equipment to help them gain these important ends, and one recent development-the mechanical raise climber--contributes to all three goals. Properly used, it increases production, cuts costs and has a number of important safety aspects all of which are the subject of this article.

Jan 1, 1962

Jan 1, 1914

By W. H. Gunniss

When the copper smelters were built, in Montana, all of the refractory products which were used in their construction were shipped in from Eastern factories. It was apparent that if a material suitable for the manufacture of these products could be found within the State, a saving of freight could be effected and a new industry built up. Prospecting for such materials was started and experiments were made with samples from numerous deposits. Considerable effort and funds were expended in an attempt to manufacture silica brick from Dillon quartz, a light colored sandstone that is found near Dillon, Mont., on the Oregon Shortline railroad. As a brick material the Dillon quartz was a failure, but it has proved very satisfactory as a silica cement. It is now being used in laying silica brick and for reverberatory furnace bottoms. A bed of quartzite that is particularly suited to the manufacture of high-grade silica brick was finally discovered at Browns Spur, 6 miles west of Anaconda. The material from this deposit is now being used in the manufacture of the Anaconda silica brick, which have gained a wide reputation for heat-resisting and lasting qualities. The analysis of an average sample of this quartz is: SiO2, 96.7; Fe2O3, 0.3; Al208, 2.5; CaO, 0.3 per cent. The very low percentage of fluxing ingredients makes this a most refractory material. All of the Anaconda silica brick are hand molded. Various types of brick machines have been tried, but the hand-mold process proved the best suited to the manufacture of silica brick from this material. The silica is first put through a jaw crusher and is then dumped into wet pans, where 4 per cent. of lime paste is added, to produce a bond. Without the lime the material would not be plastic enough to mold. After a few minutes' grinding in the wet pans the material is conveyed to the molder, who forces it into the molds by hand. The brick are then dumped on pallets and placed in the drier, where they are left. until dry enough to be set in the kilns. Some of the brick are re-pressed before being dried. They are burned about five days, in round down-draft kilns. It is not necessary to have as much heat in the kilns as the brick will be subjected to when in use in the furnaces. Montana refractories are used in smelters throughout the West. Prospecting for fire clays was also carried on. After experimenting with clays from several different deposits, it was found that a mixture of

Jan 1, 1914

By W. Spencer Hutchinson

It is the purpose of this paper to describe a method used to determine the corundum contents of samples of hard crystalline gneiss containing both corundum and red garnet. A chemical analysis of the rock for alumina would not fix the amount of corundum became at least three other constituent minerals of the rock, mica, feldspar, and garnet, contain alumina combined with silica. Following are the principal minerals found in the samples, together with their specific gravity and hardness as given by Dana: The corundum occurred in crystals of a gray or bluish gray color, in minute grains and coarser up to 0.5 in., and no massive or block corundum was observed. The larger crystals were commonly quite slender, well defined, and the normal hexagonal form clearly developed. They lay with the structural planes of the gneiss, and sometimes appeared prominently in relief on weathered surfaces. In some cases these crystals had suffered partial or total alteration to mica, margarite, or other soft minerals, a condition illustrated by sample D, which appeared to be studded abundantly with corundum on the flat faces. Garnet, a striking feature of nearly all the samples, was present in small rounded crystals of a pink to red color. The samples were first broken to pass a No. 4 mesh screen. This was done with a hammer on an iron plate, particular care being taken to avoid the breaking of the crystals finer than need be to pass the screen. A portion of the sample weighing 500 g. was then taken and, with a little water added, was scoured round and round in an iron bucket with a wooden block, until the coarse crystals of corundum were cleaned of adhering pieces of mica. The bucket was then re-

Jan 1, 1914

By Earl S. Bardwell

In his paper entitled, Development of Hindered-Settling Apparatus, Dr. Richards has related the history of the development of the hin-dered-settling classifier and given illustrations of the several types of this apparatus which he has designed.' An earlier paper,2 Close Sizing Before Jigging, shows the nature of the hindered-settling phenomenon and the results which it produces. In the first-mentioned paper Dr. Richards describes the method of getting hindered settling and shows the relation that the constriction bears to the classifier. The question of proper ratios between the area of the sorting column and the area of the constriction opening Dr. Richards leaves open, aside from certain statements as to the ratios which have been found to give good results in practice. While working with a hindered-settling classifier of the type now in use at the Boston & Montana Reduction Plant of the Anaconda Copper Mining Co. a number of interesting facts were brought out which have thrown considerable light on the question of proper ratio between the area of the sorting column and the area of the constriction and which will be made the subject of this paper. Free and Hindered Settling.—If a mineral particle be dropped into a vessel containing still water, the particle will sink in accordance with the laws of free settling in water, which are as follows: 1. Of two grains having the same specific gravity but differing in size, the larger will settle in still water at the greater velocity. 2. Of two grains having the same size but differing in specific gravity, the heavier grain will settle at the greater velocity. From these laws it becomes evident that the velocity of settling depends primarily on the specific gravity and the size of the mineral grain. The fracture of the mineral may exert a very considerable

Jan 1, 1914