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By L. Buckingham

Barrick Goldstrike Mines Inc. has embarked on a continuous improvement effort to ensure that Barrick Gold Corporation will retain its lead in the gold industry in years to come. The continuous improvement initiative is based on careful mapping of the key levers associated with each activity of business. The individual levers are then evaluated to determine their potential to affect the profitability and safety of the operation. The most promising are diagnosed for root causes. These root causes are then addressed to enhance benefits. Through a structured approach of mapping, brainstorming, evaluating and instigating change with follow up measurement and reporting; Barrick Goldstrike is anticipating an increase in throughput at the autoclave facility of 10% with little or no capital expenditure. The resultant approach to Continuous Improvement will be utilized throughout the Goldstrike facility and then throughout Barrick's world-wide operations.

Jan 1, 2002

By G McMillan, P Mulvey

"Geochemical characterisation is done based upon the geology and metallurgical batch testing prior to commencement of the operation of the plant.  Tailings repository design is based upon geochemical assessment of the waste material, as well as the geomechanical issues associated with storing the waste. The resultant conceptual and detailed design is incorporated into the environmental impact statement (EIS), upon which mine approval is based. The entire environmental monitoring and harm mitigation program, which is usually a condition of the Mine Lease approval, is based upon the applicability of the original characterisation.Tacit to this process is that there is no change in the geochemistry of the tailings, i.e. no change in the implications for acid & metalliferous or saline/neutral mine drainage (AMD/SNMD) generation. But any changes in milling and processing can have a substantive impact on the geochemical behaviour of the tailings metallurgy, and potentially render an operation non-compliant within the conditions of the mine license.Environmental and statutory approval implications for continuous improvements of metallurgy need to be understood because unintended consequences could cost more than the benefits of the improvement, and in some cases cost more than all the profit made from the mine.  Examples uncovered during audit and consultant practice will be presented together with a process to ensure implications for adverse environmental harm and license conditions are fully considered.*This paper is only available for individual download. It is not included in the conference proceedings*CITATION:Mulvey, P, 2013. Continuous improvement - how changes in metallurgy can have a substantive impact on environmental impact and closure - lessons learnt from environmental auditing, presented to MetPlant 2013 Conference (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jul 15, 2013

By Scott Ellenbecker

The formation in Newmont Mining?s Phoenix Mine near Battle Mountain, NV contains high levels of abrasive quartzite as well as gold, copper and silver. Newmont started mining operations at Phoenix (formerly Battle Mountain Gold) three years ago and the planners knew they were working with a challenging geological formation. But as it turned out, it was more challenging than anticipated. Mine manager Mark Evatz said, ?Anything that touches Phoenix rock wears fast. The rock fights back here.? To contend with the hard conditions, Newmont uses Atlas Copco?s Pit Viper 271 (PV-271) blasthole drill. Because of the hardness of the rock, drilling at Phoenix requires hammer drilling and the mine uses Atlas Copco TD65 hammers with 171 mm (6.75 in.) bits. The mine?s PV-271?s are outfitted with a single 41 m3/min (1450 cfm), 2.4 MPa (350 psi), oil-flooded air compressor. Phoenix has six Atlas Copco PV-271 drill rigs plus an Atlas Copco DML and a DM45 midrange blasthole rig. The mine?s goal is to keep 3.6 Mt (4 million st) of muck in inventory to stay ahead of the shovels and support needed operational flexibility (ore control related). Drilling efficiency has been a continuous point of improvement since operations began at the mine. The single-pass depth capability of 16.5 m (55 ft) on the PV-271 helped with that. Originally, the plans called for 6-m (20-ft) bench heights, supported by 7-m (23-ft) drill depths, and time spent moving from hole to hole was eating up productivity. Drilling on that plan resulted in drilling an average of 14 m/h (47 ft/hour). When depths were changed to 13-m (44-ft) drill depth, supporting blasting of 12-m (40-ft) benches, they were able to use the single pass capacity of the PV-271. Performance increased to more than 18 m/h (60-ft/hour) an hour. Although the drill depth change largely supported the improvement, other aspects of continuous improvement associated with improved knowledge of the Pit Viper drills helped as well.

Jan 1, 2009

By Tsuchida N

The history of world nickel production has been affected significantly by the supply and demand situation and fluctuation of LME price of nickel metal. In the beginning of the 1980s, the decline of price and demand lead to the withdrawal of un-competitive producers and the shrinkage of the production capacity. During the same period, Sumitomo Metal Mining maintained the production level with continuous improvement of the traditional matte electrorefining process. However, Sumitomo has recognised that the continuous improvement alone does not promise us the ability to catch up with rapid changes in the world. In the meantime, Sumitomo intensively researched chloride hydrometallurgy and has developed the chloride process for the nickel refining. This includes the solvent extraction and chloride electrowinning in the mixed sulphide process and the chlorine leach of the anode slime arising from matte electrorefining. In the late-1980s, Sumitomo Metal Mining decided to develop a new nickel refining technology based on chloride hydrometallurgy. The new process was designed from the comprehensive aspects involving safety and the environment. Construction of the plant for the matte chlorine leach electrowinning (MCLE) process was commenced in 1991. The MCLE plant with a capacity to 2000 tonnes per month has been commissioned at Niihama since 1992. The process has provided high productivity, overall good economics and high quality of electrolytic nickel produced. After the establishment of the process, Sumitomo has maintained continuous improvement of the new process and has attained the best practice of the work classification.

Jan 1, 1996

One of the more recent developments within the mining industry has been the adoption of formal continuous improvement programs. A continuous improvement (CI) program was launched across Kalgoorlie Consolidated Gold Mines (KCGM) in early-2002. The purpose of this program was to identify further operating improvements within departments. The focus of the continuous improvement program was not only on the areas of the operation which were performing below expectations but also on areas of the operation which were performing well but could still be further improved.The effectiveness of a continuous improvement program depends on the stability of the processes in place and the participation of many employees from all levels of the business.Continuous improvement has had some successes and failures at KCGM and this paper will discuss both within the open pits department. Further improvements that could be made to the process will also be discussed. Kalgoorlie Consolidated Gold Mines Fimiston operation is located in the Kalgoorlie Goldfields and it the largest gold mine in Australia producing over 800 000 ounces of gold per annum.

Jan 1, 2004

By Coates J. R, Firth I. C

The Imperial Smelting Furnace at Cockle Creek, NSW, was constructed in 1961 and is the oldest facility using the Imperial Smelting process in operation. In recent years there have been significant improvements in many areas of the operation, including production, safety, hygiene and environmental performance. Steps taken to achieve these improvements are described. Plans to secure a profitable future while meeting environmental requirements are outlined.

Jan 1, 1993

By Jeane Hull

Jan 1, 2009

By Ghassan Skybey

Australian coal mines uses state of the art technology in coal rib reinforcement. This paper highlights the development over the past 15 years in coal rib support technology, along with the advantages and disadvantages of each system. It also outlines the current trend in using coal rib reinforcement in speeding up the dowels installation to improve the current low drivage rate. An innovative cuttable dowel is discussed which improves the drivage rate. This new dowel is self anchoring it uses no resin anchor it has a 5 tonnes (5.51 tons) anchor capacity and can be fully installed in approximately 10 seconds.

Jan 1, 1995

By Markku Rytkonen, Shaolong Chen, Ilpo Kylmäkorpi, Hannu Mansikkaviita

Though the Peirce Smith (P-S) converter is a traditional type of furnace, continuous improvement in its mechanical and electrical design is still Kumera's approach. Efforts are made particularly on the following aspects: converter head shape for easy fabrication and structural strengthening, oxidation air swivel joint for low pressure drop and low noise level, wind box for even air distribution to tuyeres, drive unit and its control for reliable and handy operation. These improvements have successfully been applied in recent P-S converter deliveries.

Jan 1, 2009

By Robinson Irarrazabal, Edison Collinao, Rodrigo de Carvalho, Patricio Davila, Marcelo Tavares

"In recent years, DEM (discrete element method) softwares, along with 3D laser measuring equipment, have become powerful tools to describe mill charge behavior, as well as forces acting on the liners of SAG mills. With the aim of contributing to streamline this application of the advanced technologies ME Elecmetal and Universidade Federal do Rio de Janeiro, UFRJ, proposed a new approach to improve the design of mill liners using elements from mechanistic modeling of grinding. The paper presents a methodology for continuous improvement of liner design, which uses information from the DEM collision energy spectra in the mill discriminated for the different components (ore and steel balls), as well as information on the breakage properties of the ore being ground. From these it proposes the concept of "effective collisions", which corresponds to the collisions that are of sufficient magnitude to cause breakage, thus allowing to discriminate from impacts that do not cause breakage either in a first impact or after repeated loading. It also tracks the collision of steel balls against the shell in order to assess their potential damage to the liners. An industrial case study is presented of a 38’ diameter SAG mill, which was experiencing challenges associated to liner breakage and low efficiency with the old liner design. Through a modification of the liner design, simulations demonstrated the potential benefit associated to reduction in ultraprojection and improvement in mill capacity. Implementation of the new design in the SAG mill was carried out, resulting in increase in daily throughput from 6 to 12%. Further, the time spent in liner change was reduced by 47% given the reduction in the numbers of parts. This operation also benefited from having no stops due to unplanned shutdowns to replace broken tiles. These demonstrate the benefit of coupling advanced computational tools to sound engineering principles in continuous improvement of liners."

Jan 1, 2014

By J. van Huyssteen, M. Cantor

Newmont Ghana Gold Limited's Ahafo Operation has matured from its project ramp up stage into steady state operations after three years of operation. Management focus has shifted from addressing construction and commissioning problems to optimization and improvement. This focus change has coincided with the introduction by Newmont of a Continuous Improvement (CI) program across the company which provided a project management methodology that can be used in the execution of smaller scale projects. This paper focuses on the application of CI principles at the Ahafo Plant through the discussion of several case studies that demonstrate how these principles are applied.

Jan 1, 2011

By M. Mikolás, L. Pomothy, K. Špakovská, M. Vanek

"Enterprises are faced with increasing economic competition and managers are obliged to look for methods that will ensure a competitive edge in their companies’ markets. These methods include managerial concepts that employ common sense and are low cost. One of these approaches is the KAIZEN methodology, of Japanese origin; kaizen means continuous improvement (CI) when translated. A mining company, despite some of its idiosyncrasies, is just an enterprise where the application of KAIZEN can be advantageous. The company investigated, OKD, is the only domestic producer of hard coal in the Czech Republic and operates four mines that produce 11 Mt of coal annually. The OKD management team opted for KAIZEN as their principal method of continuous quality improvement. This paper suggests ideas for development and application of processes that provide for continuing improvement of production and management. The authors have taken the OKD Company to be their benchmark in the field of mining activities. The paper also focuses on possible difficulties accompanying the introduction of CI sustainable methods. Three years of application of CI methods has increased the income of the company by almost US$38.1 million, which provides a strong argument for continued application."

Jan 1, 2015

By Andrew Dobson, Cheryl Allen, Enrique Acuña

"Totten Mine return air raise was designed with two parallel fans equipped with silencers to reduce the noise emitted from the outlets into the environment. As development and production of the mine progressed through the past years, the silencer system needed to be upgraded, and additional maintenance strategies have been necessary to meet the regulatory noise limits enforced by the province of Ontario. The current mine plan will require the fans to reach the upper limit of their capacity by Q1 2019. To achieve this operational target, additional silencing capability has been required and Totten Mine has explored alternatives to further extend the noise silencing capacity available considering the current constraints at the mine site. The alternatives included a new silencer baffle design and a new layout that have allowed doubling the length of the silencer system. Using acoustic measurement data collected on several occasions, this paper presents and discusses the performance of the various silencing systems which have been installed on the return air fans at Totten Mine.INTRODUCTION Vale Canada Limited’s Totten Mine is a base metal, underground mine extracting nickel and copper, situated in the Sudbury Basin of Ontario. The mine initiated operations at the end of 2013, and is equipped with two main return air fans and two main fresh air fans located on surface. Both fresh air and return air fans are set in a parallel arrangement to operate as integrated units and are equipped with variable frequency drives (VFDs) to allow for the remote modification of their operating set point, usually between 600 to 880 rpm, depending on the mine’s requirements. The main return air raise (RAR) fans are also equipped with dissipative baffle silencers to attenuate the noise emitted to the environment. Approximately four years ago, acoustical measurements conducted to verify compliance with the applicable regulatory criteria, and respond to noise concerns from neighboring residents, concluded that the sound emissions of the main return air raise exceeded the noise design parameters. The acoustic tones of the fans were audible offsite, at a residential location, approximately 9 km northeast of the mine site. The elevated sound levels and offsite audibility was due to degradation of the original discharge silencers from moisture and particulate being drawn from underground workings and passing through the silencer baffles. The audibility was also due to an outlet directivity pattern which directed noise towards the residential location."

Jan 1, 2019

By W. Almdal

"To compete in the ever expanding global market, companies must continuously improve. Benchmarking, a tool that can help determine where the best areas for improvement are, is more than comparing measures, it is comparing how business is carried out and how decisions are made. The key to success is in integrating benchmarking results into the organization, so that those most affected by the results own them and are empowered to use them as a positive change agent. This is a necessary step to achieving substantive change to practices and achieving optimum performance improvement. IntroductionBenchmarking is a powerful tool that can assist in the continuous goal of improvement. Benchmarking is more than comparing productivity rates or unit costs, it is seeking out best practices and assimilating them into a business to provide a positive change agent.Benchmarking is a continuous process - is time consuming, labour intensive, and requires a lot of discipline. There are no easy answers and no easy solutions, just a lot of work. The results, however, are nothing short of spectacular. More and more companies are adopting benchmarking practices because it is a key tool of the learning organization and will become part of the way business is done, part of the way it is managed. Business must change to stay ahead or to get ahead and benchmarking can accelerate the process of business change. Improvements in an organization can happen faster and more effectively with a benchmarking approach."

Jan 1, 1994

By S. A. Voltura

The Phelps Dodge Miami smelter has smelted copper concentrate using the ISASMELT technology since 1992. The design throughput rate was 591,000 tonnes/year and after a slow start-up, the production rate has exceeded the design after the seventh year of operation. In 2002, the smelter consumed 719,000 tonnes of copper concentrate and has the potential to hit the permitted rate of 772,000 tonnes/year. Improvements to the smelting vessel and the surrounding support processes have allowed for continuous improvement from start up until now. This presentation will outline the chronological events and the improvements completed to accomplish these improvements

Jan 1, 2004

By Rudolf E. Greuer

Modeling a mine ventilation system is a formidable mathematical problem requiring the solution of twice as many equations as there are airways with half of these being quadratic equations. The addition of a mine fire to the problem adds many more complexities. The U.S. Bureau of Mines and Michigan Technological University attacked this problem in stages. During the 1970's and 80's, a series of computer simulation programs were developed which offered progressively increasing levels of modeling capability and accuracy. The current version of this software, MFIRE 2.0, was released in 1993. This programs provides for full dynamic state mass flow-based modeling of a mine ventilation system, and includes natural ventilation, mechanical ventilation, air reversals and recirculation, methane and fire contaminant spread, and moisture condensation and evaporation in the mass flow and heat exchange calculations. This program is a useful tool for routine ventilation planning and can significantly improve mine safety by enabling detailed quantitative analysis for mine emergency preplanning. This paper reviews the evolution of the MFIRE program from its infancy as a simple digital network simulator replacing analog computers to the present version.

Jan 1, 1994

By T. Y. Chong, J. A. Folinsbee, M. Fullam

PJV Dome Mine has used some form of gravity concentration since start of milling operation in 1909 to recover free milling gold. Amalgamation and conventional jigs were first used and were replaced with the Knelson Concentrators in 1993. The Knelson concentrates produced were upgraded on a conventional shaking table prior to smelting and refining into gold bullion. In May 2002, a comprehensive review of the latest gravity recovery technology led to a piloting campaign aimed at further improving gravity recovery. The Knelson concentrates, subjected to intensive cyanide leaching in an Acacia pilot plant, were found to be amenable to intensive cyanide leaching with over 98% of the gold being dissolved within 24 hours. An Acacia Intensive Leach Reactor was successfully installed and commissioned in December 2002, to replace the shaking table. his paper describes pilot scale testing, installation, commissioning and optimization of the Acacia Intensive Leach Reactor. Also, the economic impacts on down stream processes are highlighted.

Jan 1, 2005

By Dale Lens, W. S. (Wayne) Cusitar

"The use of continuous loading and conveying technology for mining is currently practiced in relatively few mining environments and, even in these cases, on a non-exclusive basis. For the most part, and particularly in hard rock mining, appropriate equipment technology has only recently been developed for continuous loaders, mobile low profile crushers and flexible face conveyors. Mining R&D work by Inco Limited has promoted the development and proving of a loader suited to hard rock conditions and capable of sustained loading rates of500 tonnes per hour. Current R&D work at Inco will test the production capabilities of a low profile mobile crusher by CMS/Eagle and a flexible/ mobile face conveyor system by DME. This follows successful production testing of the Belt Bender concepts in potash mining in Saskatchewan and the development of enhanced extensible conveyor equipment features by DME. Numerous applications are seen for variations of the LCC technology in soft rock, hard rock and surface mining environments. Introduction In some respects, this paper is an announcement of new technology which has the potential to bring revolutionary change to the mining industry. It is also the story of technology transfer, in which mining concepts that have developed independently in underground soft rock and hard rock mines and in surface mining operations are being brought together for a common benefit. It is also the story of key developments in equipment technology which 'complete the cycle' of cooperating technical capabilities to enable the revolution to begin. The phrase ""technological revolution"" requires some defmition: an equipment innovation, or invention, or improvement, will only be revolutionary if its use gives rise to a significant new mining practice."

Jan 1, 1987

By J. Jerome MacDonald, Stephen B. Flewelling

"In the base metals industry of today, operations required to continuously improve productivity and reduce unit production costs. Consistent with these goals is the improvement of the muck haulage cycle from open stopes with the No. 12 Mine.Existing haulage from open stopes occurs with LHD units experience at Brunswick indicates that LHD units have a higher unit cost per tonne mucked than loader-truck combinations when the haulage exceeds approximately 150 m.The reintroduction of open stoping at Brunswick made existing loader-truck combinations unsuitable. It was recognized that application of recent continuous loading technology could potentially result in significant unit cost savings and productivity increases.A review of the technology resulted in the testing of the Voest Alpine AL60 loader in the open stopes located on the 1000m Le vel. Testing began in January 1988 and finished in late November 1988. The test will provide experience as well as quantified production and maintenenace parameters f or the purpose of quantifying production unit costs and system productivity, ultimately resulting in a decision to further utilize or not utilize the loader as a primarymucking unit at Brunswick .INTRODUCTIONBrunswick Mining and Smelting Corporation Ltd. produces approximately 10500 tonnes per day from the No. 12Mine located 35 km southwest of Bathurst, New Brunswick Mining is the largest (single mine) producer of zinc in the world having mined over 52 million tonnes since 1964. Many years of production still remain with proven and probable reserves in excess of 90 million tonnes. Reserves grade at an average of 3.65% Pb. 8.99070 Zn, 99g/mt Ag and 0.32% Cu . The operation employs 1446 people with approximately 800underground including operations and maintenance staff.In the No. 12 Mine two major mining methods are presently utilized . The primary method is Mechanized Cut and Fill (MCF) accounting for approximately 6500 tonnes per day from four major areas. The remaining 4000 tonnes per day is produced from open stopes with the majority of 2800 tonnes per day being produced by the 1000 level.The 1000Level contains 30 million tonnes segmented into open stope blocks 30 m high, 15m and 30 m on strike , with a transverse width of 10m to 50 m (Fig. I). Stopes are organized on a primary secondary stope arrangement along strike. Primary stopes are undercut and overcut full size with the back fully cablebolted. All stope and lateral development is driven 4.0 m high. All stopes to date are flat bottom (Fig. 2). Primary stopes are filled with cemented rock- fill , secondaries with conventional rockfill, Haulage from the stopes is primarily with 8-yard LHD units ; mucking is approximately 50% conventional and 50% remote. Haul distance to date has averaged approximately 150m with current stope haul distances of approximately 300m. Haulage is presently to a small jaw crusher situated on the 1000 Level. From August 1989on, haulage will be to a set of ore passes feeding to a large gyratory crusher situated on the 1200 Level. Start up of the gyratory crusher corresponds to an increase in tonnage from 1000 Level to 4100 tonnes per day."

Jan 1, 1989

By Josh B. Taggart

Some twenty to twenty-five years ago we saw the beginning of mechanization in our coal mines, It has now progressed to the point Chat as instruments of production the pick and shovel are things of the past, They had to give way to better and more efficient methods--so mechanization, followed by and combined with automation, has become common-place in our mines. Our coal could not keep its competitive position without this progress Without it our industry could not look to the future with any degress of confidence. Today we lock back and see cases of regained and salvaged markets. We see better coal products being produced at decreasing costs. We see better utilization of manpower and a stronger, more confident industry, Our hats arc off to those mining men, equipment manufacturers, labor leaders, and others who had the foresight to work toward these ends and the ability to bring them about.

Jan 1, 1962