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By P. Maltais

Over the last 10 years, Computer Aided Design, Finite Elements Analysis and field testing of prototypes have enabled the cycling industry to grow and to significantly improve its products. However, today's cyclists have become more and more demanding, making these classical design approaches almost obsolete. Devinci understood that problem four years ago and fully revisited its design approach; to offer bicycle frames better suited to real life riding, one must fully know those real life conditions. In partnership with the University de Sherbrooke, Quebec, Canada, Devinci then developed a bicycle enabling them to measure the actual load applied on a bicycle frame in real-time for real riding conditions: the instrumented bike. Today, Devinci uses its instrumented road and mountain bikes, combined with virtual prototyping and laboratory testing capabilities to develop better bicycles, faster.

Jan 1, 2006

By Paul A. Filteau

Asbestos ranks among the leading minerals produced in Canada. It is also mined in Russia, Rhodesia, South Africa, Cyprus, Italy, the U.S.A., Japan, China and several other countries. The most abundant variety, chrysotile, and also the most valuable form of asbestos produced, makes up 90% of the world's supply. In Canada, chrysotile is found in the provinces of British Columbia, Ontario, Newfoundland as well as in Quebec, the latter accounting for almost 90% of all the fibre produced in this country. A number of developments emerging this year could make 1968 a record production and export year for Canada's asbestos mining industry. Asbestos fibre consumption in increasing in the U.S., Canada, up 10% to date this year, Japan and in Latin America. Demand in Western Europe is again on the upswing, following a cut-back last year. As a result, shipments from Canadian mines for the first eight months of this year reached some 916,968 tons versus 873,402 in 1967, an increase of 43,566 tons or 5%. Indications are that Canadian asbestos production will for the first time ever top 1.5 million tons in 1968.

Jan 1, 1969

By Craig Ford

Inmet Mining is committed to implementing the highest corporate responsibility standards in its mining operations worldwide. Inmet is 100% owner of Minera Panama, a world-class copper project that is currently in the feasibility phase in north-central Panama. Panama has limited experience with modern mining, limited mining capacity, and the project context involves significant social, environmental and political complexity. The Project area is remote with recent in-migration of latino and indigenous people, informal and small-scale mining, local subsistence populations and considerable biodiversity value, coupled with a complex jurisdictional setting. In short, it is increasingly the kind of project mining companies are taking on because the easy projects have already been developed. With such challenging conditions, anticipating and managing social risks is critical to effective project management. To this end, between August 2007 and the third quarter of 2009 Inmet seconded Monkey Forest Consulting Ltd to the project to assist Minera Panama in building and implementing an effective, early phase external relations strategy. The team was also tasked to find and develop a locally based team that could sustain success through project development and into operations. Today?s presentation was created by Inmet and Monkey Forest and describes some of the lessons learned in implementing an effective early phase process for managing social issues.

May 1, 2010

By L. Bloom

In 1996, lack of confidence in assaying methods and sample handling affected companies as diverse as Bre-X and Timbuktu. Share prices and the ability to raise financing are impacted when the quality of assay data is suspect. Overseas projects are subject to enhanced scrutiny when local facilities are used that are unfamiliar to brokers, financing agencies and banks. Quality control systems can be implemented but there are associated costs. These costs should reflect the risk to the mining company, investors and financiers and the size of the proposed investment. In this regard, assay control can be considered a form of insurance to enhance the value of an exploration or mining project. Providing reliable assay data in a production laboratory is challenging. Pressures such as time constraints and profitability affect data integrity. In Australia and North America, reliable assaying services have been provided by several laboratories. Mistakes are primarily due to human error but systems are available that monitor results and identify these types of errors. As the mining industry expands globally, mining companies encounter difficulties in some of these areas due to lack of infrastructure, poor communications, bureaucracy and political risk. These challenges also apply to the operation of laboratories, enhancing the risk of compromised data.

Jan 1, 1997

By L. Bloom

In 1996, lack of confidence in assaying methods and sample handling affected companies as diverse as Bre-X and Timbuktu. Both share prices and the ability to raise financing are impacted when the quality of assay data is suspect. Overseas projects are subject to enhanced scrutiny when local facilities are used that are unfamiliar to brokers, financing agencies and banks. Quality control systems can be -implemented but there are associated costs. These costs should reflect the risk to the mining company, investors and financiers and the size of the proposed investment. In this regard, assay control call is considered a form of insurance to enhance the value of an exploration or mining project.

Jan 1, 1997

By Brian Koch

Michels installed 242 drilled shafts to support the piers for a new basket-handle, true-arch twin bridge across the Mississippi River from Moline, IL to Bettendorf, IA. The installation of the drilled shafts was completed with the simultaneous use of two Liebherr LB36 and one IMT 300 drill rigs. Utilizing barges, 233 drilled shafts were installed in the river. Michels crews also installed 7-ft to 10-ft permanent steel casing into the bedrock, and drilled to depths of 60 feet for each shaft. Despite working in strong currents, freezing temperatures and on rocking barges, Michels crews placed the shafts within 3 inches of plan position. Since the drilled shafts are the key piece in supporting the bridge structure, Michels provided cross-hole sonic logging to verify the integrity and strength of the concrete within the shafts and to add another level of quality control for the owner/customer. Extensive planning took place each day to ensure that tugboats, the linchpin of the project, were being efficiently utilized to shift the barges and materials daily. On any given day, Michels transported five concrete trucks by barge from shore to shaft sites to pour between 40 and 240 cubic yards of concrete. The Michels environmental team was diligent with preparing, discussing and implementing a water treatment plan that was accepted by all state and federal agencies and adhered to strict environmental regulations. Grain hopper barges were rented to control and treat the water that was used in the drilling operations. Another challenge crews ran into was the discovery of caverns when drilling into some parts of the bedrock. Michels worked with the engineer to develop a plan to construct the drilled shafts that encountered the caverns.

Jan 1, 2019

By Olivia Gamache

When working in remote and extreme environments, projects are faced with new challenges for engineering and project execution. This is heightened when also working in countries with a developing environmental regulatory framework, small skilled workforce available for recruitment, and minimal infrastructure such as power, roads, and water. There is an increasing realization that social and environmental aspects need to be built into project execution. Giving proper attention to these issues during project development and execution, and maximizing opportunities is an ongoing challenge.

May 1, 2013

By W. M. Hart

Business Process Improvement (“BPI”) Change to Survive “It is not the strongest of species that survive, nor the most intelligent, but the one most responsive to change.” [Charles Darwin] “If you want to understand something, try to change it.” [Kurt Lewin, social scientist] Many companies have tried one or more process management initiatives. Each effort may help develop a culture that is more receptive to change. Executive Management needs to be unwavering in support of change with systems and structures, staffing, development of people, measures, with incentives and rewards. General Electric developed principles for quality change management that are necessary for effective, continuing Business Process Improvement (BPI). Change Acceleration Process (“CAP”) One of the tools General Electric developed has been used successfully by companies around the world in a wide variety of industries. This tool, named Change Acceleration Process (“CAP”), is designed to improve acceptance of change. Acceptance is the method by which the creative energies of the workforce can be fully tapped. Over time, every employee receives CAP training at least once, and in many instances three (3) or four (4) times, and will work on one or more High Performance Teams. Thus, BPI can achieve and maintain its goals. The CAP tool focuses on: • Leading Change • Creating a Shared Need • Shaping a Vision • Mobilizing Communication • Making Change Last • Monitoring Progress • Changing Systems and Structures

Jan 1, 2006

By R. E. Mclvor

This is an update of an original dissertation on this topic by Lavallee, McIvor and Stolovitch (1992). A step-by-step, technical procedure used to measure and improve the performance of plant grinding circuits was adapted into a training program. ?Systematic Design of Instruction? was applied to: ? Determine if training was a suitable way to deliver this new technology; ? Define the technical content of the program; ? Select program specifications based on learner and context characteristics; ? Design, create and test prototypes of the training modules; and, ? Establish a process for plant implementation. The training program covers numerous skills that are extremely valuable for plant personnel, not only in the grinding area, but also for many other parts of the plant. This paper describes how new skills are brought into the workplace through designed instruction can be an effective alternative to hiring during severe skilled labor shortages.

Jan 1, 2008

By Jane Spooner

"The papers presented in this edition of the Bulletin cover some of the business issues that face mining companies exploring or operating in jurisdictions outside Canada. While technical innovations may, generally, be seen as fast-moving and farreaching, these papers also show that changes in approach and thinking continue to be evaluated and implemented.The Forum paper co-authored by Roger Taplin of McCarthy Tétrault LLP and Marchand Snyman of Muratie Investments Pty Ltd. highlights the quite radical changes that have taken place in South Africa’s mining industry with the introduction of the Mineral and Petroleum Resources Development Act, 2002, in October of that year, together with the Broad-based Socio-Economic Empowerment Charter for the South African Mining Industry and the Mineral and Petroleum Royalty Bill of March 2003."

Jan 1, 2004

By E. M. Haynsworth

The disposal of phosphatic clays has presented a problem to the phosphate industry since the mining of phosphate rock first began. As the flotation process was introduced in the late 1920's, the problem of clay disposal was increased significantly since clay is present in proportionally greater quantities in reserves yielding flotation concentrates. Because of their physical character and the tremendous surface area per unit volume, these clays have the characteristic of retaining large volumes of water as they are slurried during processing. The phosphatic clays with which we are dealing consist primarily of apatite, wavellite and montmorillonite. In the beneficiation process, we remove the -150 mesh material as waste. However, the particles are essentially smaller than -325 mesh, and more than 70% are smaller than three microns. The disposal of clay and the recovery of a portion of the water require settling areas with a capacity ranging up to 2 cubic feet for each cubic foot of phosphate matrix mined. According to a recent study by the Bureau of Mines, the average cost for disposal of these wastes is 24.5 cents per ton of, product (U. S. Bureau of Mines Circular 8404). This is a major cost of phosphate rock production.

Jan 1, 1970

Project Details ? Located 420 km northeast of Yellowknife, Northwest Territories ? Jericho kimberlite discovered in 1995 ? Feasibility study showed +3,000,000 carats recovered from 2.6 million tonne reserve ? Nine year mine life ? Approx. 100 person workforce in full production ? First mine for Tahera, First new mine for Nunavut Completed Ambitious Construction Schedule During 2005 o Feb ? Mar/05 Winter road mobilization o Mar ? Dec/05 Pre-stripping, earthworks o Mar ? Apr/05 Camp facility, occupied May 3 o May ? Dec/05 Process plant o Jun ? Dec/05 Maint. shop, fuel storage, power plant o Jan ? Mar/06 Commissioning, start-up o April 2006* COMMERCIAL PRODUCTION

May 1, 2006

By John Ratti

Building on Canadian Capabilities for Space Resource Missions: Space resource science and technology mission building blocks Canadian historical perspective Status and future pursuits It takes Canadian Teamwork to succeed in space exploration! Space resource science and technology building blocks: Orbiting / Delivery Elements Spacecraft Sensors Landed elements Roving / Mobility, Autonomy Sample acquisition and handling Sensors, GN&C Science Operations Partnerships: Government ? Industry Between Industry With Academia and Scientists

May 1, 2013

For the past two years, Cliffs Natural Resources in Minnesota has tried an experiment: it has staffed a booth at the Iron Range Earth Fest. ?It was a little unusual for a mining company to participate in an event that centers around preserving the Earth?s resources,? said Julie Lucas, environmental manager at Hibbing Taconite Company. ?But Cliffs is a sustainable company and we want to take every opportunity to share information about our practices. We found the response to be overwhelmingly positive.? Cliffs? outreach effort is just one of the surprising ways mining companies across Minnesota are reaching out to stakeholders and finding success. The 85th annual SME Minnesota Section Meeting (73rd Annual University of Minnesota Mining Symposium), held April 17-18 in Duluth, MN, demonstrated the Minnesota mining community?s commitment to connection and collaboration, and how that approach is bringing success.

Jan 1, 2012

The relationships between Aboriginal Traditional Owners and mining companies have often been mired in dispute, particularly since the High Court Mabo decision and the Native Title Act of 1993. In the Pilbara region, Rio Tinto Iron Ore (RTIO) impacts the traditional country of 12 Aboriginal Traditional Owner/language groups. Over the past 12 years the company and the Traditional Owners have negotiated and settled several significant land use agreements including the Yandi Land Use Agreement over the Yandicoogina mine in 1997, between Hamersley Iron (now Rio Tinto Iron Ore) and three language groups û the Bunjima, Nyapaili and Innawonga people and the Eastern Guruma Indigenous Land Use Agreement (ILUA) of 2006. These substantive agreements are now being followed by a new generation of region wide ILUAs which are close to conclusion. Arising from these regional agreements is a new framework for engagement which has been informed by the implementation of the previous agreements in the Pilbara and across the Rio Tinto group of companies. They are driven by both a company desire to have a consistent approach to engaging with Traditional Owners and the Traditional Owners wanting to have a similarly transparent and consistent standard of performance by the company in implementing the agreements which can deliver improved employment, cultural heritage engagement and direct and indirect benefits for the life of mining by the company. During the past three years the growth in the Pilbara, Western Australia brought new opportunities with people flocking to the region for employment flowing from the mining boom. Housing was at a premium and FIFO (fly-in, fly-out employment arrangements) was developed as a method to manage the general growth and demand for skills. Despite the recent down turn in the world economy since September 2008, which has reduced demand for minerals, the Pilbara continues to enjoy high levels of employment and as a result there is still significant pressure on housing and services provision. Although there has been vast economic growth in the Pilbara not only by mining companies but also oil and gas companies, the 2006 census data indicated that the direct benefits of improved employment, business development and engagement in the mainstream economy continued to exclude Aboriginal people. Indigenous people constitute a significant proportion of the population in the Pilbara region, some 6000 people û currently 14 per cent of the population rising to 18 per cent by 2015 û yet they remain at the bottom of the socioeconomic scale. More than 40 years of mining has returned relatively little to this group of people who are the permanent residents of the region and are connected through their traditional culture to this country (Taylor and Scambary, 2005). Ensuring local Aboriginal participation in the mainstream economy has been a challenge for resource companies, Traditional Owners and local residents in the Pilbara. The case study explores the relationship between a mining company û Rio Tinto Iron Ore and the Traditional Owners of the Pilbara. It examines two projects that have been developed to engage Indigenous people in the development of their region and through regional representation and business development to build a sustainable future for themselves and their future generations and at the same time ensure social cohesion to support social licence to operate. The case study also examines the process that was followed by Rio Tinto Iron Ore and its operations in undertaking a regional agreement for land access, participation and the integration of local Indigenous people into their business and the local economy.

Jan 1, 2009

By J. Ellzey Hayden

THE Cliffs Shaft mine of the Cleveland Cliffs Iron Co., located in the city of Ishpeming, Mich., is the largest producer of hard hematite ore on the Marquette iron range. The two shafts, A and B, lying 820 ft. (250 m.) apart on the east-west trend of the ore formation, were sunk in the early eighties, and, except for four years, have been steady producers of iron ore. Their location, on a hill overlooking the general offices of the company on the one side and the city of Ishpeming on the other, has made the shaft houses landmarks. In the spring of 1919, as the old wooden shaft houses had become shaky and out of line, and would soon be unsafe, it was necessary to replace them with the least possible delay. Three plans of construction were, therefore, considered: To replace the old shaft houses by somewhat similar structures made of wood; to use steel and radically change the design; or to build reinforced-concrete shaft houses outside of the wooden structures, completely enclosing them. The first plan was disapproved, because it is anticipated that the mine will have a long life and the proximity of other buildings makes the danger from fire rather great. Delay in receiving material, and the necessity for closing the shafts during erection, were other factors in the situation. The second plan was disapproved on account of the high cost of steel, slow delivery, and interference with hoisting during the period of erection. The presence near one of the shafts of a large bed of hard gravel suitable for concrete made, the cost of the third plan considerably less than the second, and little, if any, delay in hoisting was expected. Our expectations in this regard' were fully realized. Furthermore, the work could be done by unskilled labor, which was plentiful, and the erection could be quickly started. When the proposition was submitted to Mr. W. G. Mather, president of the company, he recommended that, on account of the prominence of the buildings due to their location, an effort should be made to combine in the design as far as practicable something of architectural beauty. Following his recommendation, the original plans were submitted to the

Jan 8, 1920

By James W. Mahar

The following paper summarizes our observations on building response to mine subsidence and techniques for mitigation of building damage. The subsidence cases are located in Illinois. The general description of the geologic and mine conditions are primarily for those sites. Data on building response and mitigation measures were collected under grants supported by the Abandoned Mined Lands Reclamation Council (AMLRC) of Illinois and the U. S. Bureau of Mines, in Twin Cities, Minnesota. Case histories include pit and sag subsidence primarily beneath abandoned room and pillar mines. The majority of the paper deals with structures affected by sag subsidence. Most of the structures are one and two story homes. The first section of the paper summarizes the typical geologic and mining conditions at the sites. Building response to pit and sag subsidence follows the first section. Emphasis is placed on the behavior of concrete and masonry foundations, and wood frame and masonry superstructures. The third section describes mitigation techniques used to prevent or minimize building damage. A summary of the observations and critical parameters is given at the end of the paper.

Jan 1, 1982

By Marco D. Boscardin

Control and mitigation of building response to construction activities are assuming a greater role in design decisions for underground construction. Alternatives for controlling building response have multiplied with the continued development of ground modification methods, better control of construction activities that cause ground movements, and increased understanding of building behavior and response. This paper describes approaches to estimating building response to construction-related ground displacements caused by adjacent excavation and highlights the discussion with several case history examples. Examples discussed includes experiences with two, seven-story historic structures, supported by timber piles with granite block pile caps, which were underpinned in preparation for ground-freezing ground stabilization and tunnel construction beneath the buildings. The elevation of each building column was monitored and elevation adjustments were actively performed during construction. The second example examines the performance of a slurry wall braced cut, 45 to 50 feet deep penetrating through a stiff crust into a soft clay layer and associated building response. This cut was immediately adjacent to two, approximately 15-story office buildings, which were supported by deep foundations founded in the stiff crust.

Jan 1, 2003

By Manchanda H, Agarwal J.

The construction industry has one of the largest numbers of injuries compared to other industries. Thus, reducing accidents and determining construction risks are extremely important. One of the essential steps for construction safety management is hazard identification and risk assessment, since the most unmanageable risks are from unidentified hazards. While the urban rail transit systems are being developed rapidly in almost all major cities of India, adjoining Existing Building Structures and historic sites are facing possible threats of unexpected damages and accidents. The protection of these structures becomes one of the major challenges specifically when the infrastructure being developed involves construction of underground tunnels passing through old cities. The assessment of settlement induced damage on buildings during the preliminary phase of tunnel excavation projects, is nowadays receiving greater attention. Analyses at different levels of detail are performed on the surface building in proximity to the tunnel, to evaluate the risk of structural damage and the need of mitigation measures. The current paper presents current practices being adopted in India for prediction and excavation of tunnelling induced ground movement and building damage risk-assessment. The paper highlights empirical and numerical approaches towards predicting settlement induced damages on buildings during the tunnelling, detailed step by step methodologies for conducting building condition surveys, evaluating associated hazards, and adopting adequate building risk identification and mitigation methods. The paper also discusses associated technical and contractual challenges and highlights way forward to overcome them.

Sep 1, 2022

By M I. Roberts

Corporate and workplace culture, as many owners, directors, executives and managers know, is by far the most powerful determinant of productivity. It’s much more significant than buildings and equipment. Yet although no one today would build a building or machine without a plan, few leaders have a plan for building and sustaining a safer and more productive culture.Using practical ways, culture can be planned and shaped as desired. Success requires implementing a project plan for changing the systems that drive behaviours that in turn shape attitudes. The combination of behaviour and attitude together with leadership largely shape culture.To improve performance, leaders need to:1. improve the organisational systems that drive behaviour2. action a project plan for improving specific performance metrics 3. demonstrate leadership that is conscious, disciplined, committed and passionate for purposeful use of human energy.This paper explains all three factors in practical ways with operational and corporate examples. It details understanding and applying the power of fundamental statistical analysis tools to recalibrate, focus and drive proactive leadership that takes responsibility for process improvement, supporting people and ensuring accountability.Experience and practical understanding of human and organisational behaviour confirm that the Measurement ? Analysis ? Reporting system combined with conscious leadership is by far the most powerful driver of behaviour. This wisdom produces profound changes in leadership style and behaviour. It develops outstanding leadership to create and sustain a safe and highly productive culture reliably producing consistently high quality products. It is the key to developing accountability, employee retention and a sustained competitive advantage.CITATION:Roberts, M I, 2016. Building safe, productive cultures and leadership, in Proceedings International Mine Management Conference, pp 163-178 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016