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By M. Ruel

In today's highly competitive worldwide market, it is becoming extremely important for managers to make sure that all resources are used where needed the most. That way, all resources are generating added value, process control equipments are maintained in an optimal state for best performance, and final product is produced at least cost. Performance monitoring is the only way to ensure that everyone is working on top priorities toward the same goal. How can we add value to these warehouses of data? The data is there and the information is hidden; it is just waiting to be extracted. A process performance monitoring system is able to determine if a loop, a system, a unit, or a plant meets the expected performances. The system prioritizes the areas that need attention. It also provides historical reports of the plant status by areas, by loops, and by identified problems. This information is provided to different categories of users in an appropriate format for each one. The system also includes diagnostics and tools to detect and analyze problems.

Jan 1, 2007

By John Campbell, William Trahant

"Total Quality Management (TQM) is becoming a reality in the mining industry. Widely adopted in the manufacturing and services industries, TQM has become the operating style of choice in numerous mining companies across the Americas and Australia. Iron Ore Company of Canada, Inco, MSA, Graniterock, Magma Copper, and CRA's Hamersly Iron - all are pioneers of TQM. These companies and others are confronting the challenges of implementing TQM and are managing the changes required of their people and cultures. What these companies are doing, why they are doing it, and how they are successfully managing the changes are the subjects of this paper.Driving the need for change in these organizations are a host of issues, some of which all mining companies are facing. Requirements from customers for ISO 9000 certification is becoming one of the initial motivators for Total Quality Management. These standards, commonly used in manufacturing throughout the European Community (EC), emphasize quality in the processes that create outputs, instead of just the outputs themselves. Iron Ore Company of Canada, for instance, responding to the requirement of one of its customers, British Steel, has become one of the first mining companies to meet the quality standard. Suppliers who meet the standards are highly desirable to customers who are themselves operating under the ISO or their national quality guidelines."

Jan 1, 1995

By G. F. Trainor

The complex ore body at CNRL?s Horizon mine presents some unique challenges in managing ore and waste delivery. With 25m x 25m ore blocks shovels often take bucket loads from multiple blocks to fill one truck load. With CNRL monitoring 22 different qualities per material a precise calculation of the blended quality of ore on the back of each individual truck is essential to meet the daily blend requirements at the plant. Additionally, one of these qualities must be closely monitored and controlled at a singular level as delivery of certain grade and quantities can cause serious disruptions at the plant. The waste material also requires special handling and delivery for its use in dyke construction for tailings impoundment. Shale materials used in the construction contain high levels of saline that must be contained to prevent seepage into ground water. This paper will discuss how the use of Wenco?s survey-grade GNSS system on shovels, its dispatching algorithm, and fleet management applications give CNRL the ability and confidence to control and report on these three issues.

May 1, 2013

By I. Clauzier

"A new method of managing electricity to reduce costs andimprove profits is discussed. Before taking steps to better manage electricity, it is essential to understand the terms peak demand and energy and their effect on an electrical bill. Knowing how electricity is presently used in the plant is the important first step. This goes beyond knowing how much electricity is used at each time of day, the individual contribution of every plant process to the total plant load must be known. At this point, each process is ranked according to importance to production in order to identify possible savings opportunities. These improvements can then be implemented by simply improving operations or in some cases, through the use of an automatic control system. IntroductionIn today's competitive environment, controlling costs is becoming increasingly important. All costs associated with operation must be controlled in an effort to improve competitive position. Electricity is a cost component that can and should be managed.Although the term management can mean different things to different people, the intent is always the same: to make the best possible use of existing resources, whether labour, equipment or electricity.The simple approach to managing electricity presented in this paper consists of four steps.I. Understand Peak Demand and Energy. It is essential to understand the terms, peak demand and energy and their effect on your electrical bill.2. Know Your Present Electrical Use. The present use of electricity in the plant must be known. This goes beyond simply knowing how much is used at each time of day, to accurately knowing how each process is contributing to the total plant electrical load, and ultimately to the electrical bill.3. Identification of Savings Opportunities. With this information, energy savings opportunities for reducing the electrical bill and improving profits can be identified.4. Implementing Improvements. Having identified areas of potential savings, improvements can then be implemented in order of their significance. This could be a matter of simply improving operations, or in some eases may mean the use of an automatic control system.These four steps can result in significant dollar savings."

Jan 1, 1987

By T. Gerritsen, R. MacRosty, R. Pula, P. Gebski, W. L. Ying

Furnace run-outs can cause extended furnace downtime for repair, while leaks or more severe failures in the cooling system can lead to brick hydration or in severe cases, steam explosions. These incidents can result in lost production, damage to equipment, injuries and casualties. To prevent such incidents, reliable and accurate techniques to monitor the critical components of the furnace such as refractory lining, furnace structure, taphole integrity and main water circuits are required. This paper describes several advanced methods that have been developed to assess the condition of furnace integrity, refractory lining, tapholes and cooling water circuits.

Jan 1, 2015

"In numerous meetings, conferences and discussions over the past year, the Conference Board of Canada has been impressed with the efforts of Canadian organizations to improve their competitive position. The attempt should be made to try to pull together and synthesize what has been heard. The topic of this paper, however, is even more daunting. The task is not only to analyze and discuss what is happening now, but also to look into the future—to the year 2000.The future seems to have an endless capacity for surprises, often unpleasant. This is one of the lessons learned in the twentieth century, particularly over the last 15 or so years.This paper covers three areas of managing in a changing com¬petitive environment: (1) the major global and domestic trends that will influence the ways in which Canadian organizations are managed (2) how Canadian companies are responding or will need to respond to these trends; and (3) the implications of the preced¬ing for human resource management and human resource professionals."

Jan 1, 1991

By K. Musgrave

"The ISO 9000 Quality Management System Standards have become internationally accepted as the way to manage quality assurance. The author has developed a Maintenance Management System Standard using ISO 9001as a model and is working with a major basemetal mining company to implement this. This paper describes the structure of the standard and the steps required for its implementation.Using a management standard ensures that a system is maintained, reviewed by internal audit, and when instances of failing to follow the procedures (nonconformances) occur, that corrective action is taken. It also ensures that regular reviews are made and that the sys-tem is continuously improved.The Standard is designed so that if an organization decides to register to an ISO 9000standard, the Maintenance Management System will be in a format that is compatible and can be incorporated with little effort into the Quality System.IntroductionIn reviewing maintenance operations at many mining companies, and often seeing those same organizations some years later, two recurring issues have been noticed..The first issue is how dependent effective maintenance is upon individual supervisors and crews. In one situation, a mine that had an excellent maintenance system in the 1980s. Now, with new supervisors and crews, it is starting to develop a system that will bring it back to where it once was. No written procedures remain from the earlier excellent system.The second issue is that most operations feel that maintenance is the sole responsibility of the maintenance supervisors and crews. Nothing could be further from the truth. Maintenance, like safety, is everyone’s responsibility. If the operator does not report problems and perform daily checks, and if the production supervisor runs equipment until it fails, then nothing the maintenance crew does will prevent emergency breakdowns and lost production. More importantly, equipment will be operated in unsafe conditions, putting employees at risk and, with today’s regulations, leaving supervisors open to prosecution.The Maintenance Management System outlined in this paper is designed to establish the present best practices as standard procedures, to provide a continual review so that these practices are improved in the future, and to identify instances where the system fails so that corrective action is taken. The mine referred to above is using this approach to make sure that, this time, the system it implements will survive."

Jan 1, 1997

By Keith C. Hendrick

"Metal prices are frequently the most critical and least predictable element in determining the profitability of mining operations. Short -term fluctuations can be offset in varying degrees by hedging or other market actions. Such solutions are not practical for the longer term, The paper investigates the nature and extent of metal price risks and evaluates methods to reduce them.IntroductionIt is management's responsibility to improve the odds by managing the-risks by identifying them clearly, assessing them accurately, minimizing them where possible-and, then, timing decision s success fully.In determining the profitability of current operations, preparing forward plan s or developing feasibility studies for new projects or expansions, pr ices are usually the most critical input. Being market determined rather than cost based, they can also be the most unpredictable As a result, commodity prices are frequently the greatest of all risk factors.Nature of Commodity PricesThe cyclical nature of commodity prices is well known. They are stable only when supply is in balance with demand and forecast to remain that way. An imbalance on either side of the equation can lead to a price reaction completely out of proportion to the actual or perceived surplus or shortage.This exaggeration arises through the cumulative effect of market forces. When the market senses an uptrend, consumers buy for the expected increase in activity. They also seek additional quantities for inventory before price s rise. Merchants defer spot sales anticipating higher price s, speculators go along for the same reason, and producers raise prices in response to demand. Events tend to confirm the expectation of each party and strengthen their reaction causing prices to move higher."

Jan 1, 1983

By H. Warren Newcomen

The southwest wall of the Lornex Pit at the Highland Valley Copper mine has been experiencing slope displacements since 1978. Measures to manage the displacements on previous pushbacks have included stepping out, scheduling pushbacks to unload the crest of unstable areas, slope dewatering and mining with intensive slope monitoring. The final pushback on this wall is currently being mined and substantial modifications to the slope geometry could prove to be uneconomic. As a result, a campaign of surface water collection and diversion, horizontal drainhole drilling and deep well drilling is currently underway to maintain an acceptable degree of stability to the end of mine life. The various factors contributing to instability, including engineering geologic controls, rock mass strength, and surface and groundwater hydrology are presented. Movement trends, displacement magnitudes and stability analyses results are also discussed.

May 1, 2002

By C. S. Maggs, L. Shwydiuk, H. W. Newcomen

The southwest wall of the Lornex Pit at the Highland Valley Copper mine has been experiencing slope displacements since 1978. Measures to manage the displacements on previous pushbacks have included stepping out, scheduling pushbacks to unload the crest of unstable areas, slope dewatering and mining with intensive slope monitoring. The final pushback on this wall is currently being mined and substantial modifications to the slope geometry could prove to be uneconomical. As a result, a campaign of surface water collection and diversion, horizontal drainhole drilling and deep well drilling is currently underway to maintain an acceptable degree of stability to the end of mine life. The various factors contributing to instability, including engineering geologic controls, rock mass strength, and surface and groundwater hydrology are presented. Movement trends, displacement magnitudes and stability analyses results are also discussed.

Jan 1, 2003

By L. K. Walker, G. A. Kosick, P. D. Young

"MillEX is an information management system designed by mineral processors for mineral processors. The system utilizes ""cutting edge"" software technology to gather and store all automatically and manually recorded data from the plant operation and laboratories. This data is delivered to the desk of superintendents, metallurgists, technicians and managers, and permits the user to query, correlate, graph, report and present this data in minutes. In the past this task would have taken days and even weeks of tedious work to complete.MillEX allows the engineer/analyst to quickly develop a very thorough understanding of the complex relationships of process variables and equipment that exist in the plant, and their effect on product quality and quantity. The time and resources that are currently wasted on duplicating data entry will be an effort of the past.This paper describes the structure of MillEX and how it conforms to the needs of mineral processing personnel.INTRODUCTIONPicture a personal computer on your desk which will carry out the following commands:1. Plot a graph over the last six months, using weekly averages, of percent minus 200 mesh material in the primary cyclone overflow.2. Overlay this graph with a graph of concentrate grade versus recovery over the same time period.3. Retrieve a prior month end report, update all operating supplies tables and metallurgical performance with this months data, and embed the graphs created above.4. Edit text and print the current month end report. This is only one example of the type of power MillEX isbringing to the mineral processing industry."

Jan 1, 1992

By J. R. Donald

"Project development has been increasingly formalized in the past decade, with most organizations having extensive and descriptive deliverables documents and processes to govern the stage gate progress of capital projects. Although this has improved the general governance of capital project development and execution, it has perhaps not led to improved business success. This paper identifies specific challenges associated with developing complex projects with multiple stakeholder interests over the long timeframe of the project life cycle. The paper outlines these challenges and suggests management approaches and aspects of project development where increased focus is required to achieve improved business outcomes."

Jan 1, 2015

By Elizabeth Gardiner

Tailings and water management facilities are integral components of mine and mill operations. They must be managed for the long term to ensure that safe and environmentally responsible stewardship is achieved. The Mining Association of Canada (MAC) has developed and published two manuals to provide guidance to mining companies on sound practices for the safe and environmentally responsible management of tailings facilities: ???A Guide to the Management of Tailings Facilities; and ???Developing an Operation, Maintenance and Surveillance Manual for Tailings and Water Management Facilities. The Guides were designed to help companies develop and implement tailings management systems that include environmental and safety criteria, to improve the consistency of application of sound engineering and management principles to tailings and water management facilities through their full life cycle, and to demonstrate this to regulators and the public.

May 1, 2003

By Ben Cottrell

In this paper technical drilling is referred to as the process of collecting engineering and metallurgical parameters for subsequent mine design considerations. Throughout the development of a mineral exploration property there are various opportunities to ?piggy-back? technical drilling onto the routine exploration drilling process, helping to reduce future costs and delays associated with re-drilling and missing information. This article is written from the engineers and metallurgists point of view, to outline some best practices for exploration borehole planning and technical data collection requirements.

Aug 1, 2013

By G. Lucas

"Material substitution occurs continuously in response to competitive and economic pressures. Technical development can accelerate or slow substitution by improving the performance of the invading or defending material. The choices are seldom simple and have to be made in the context of continuous commercial change.The development and commercialization of a new aluminum material is examined. The material has been introduced into· several different markets, so it is possible to compare and contrast the degree of success obtained in each.IntroductionAluminum-based materials have been in use for over one hundred years and , therefore, the development of a new family of alloys is rare. In the early 1970s, Dr. L.R. Morris and his coworkers at Alcan' s Kingston Research Centre started work on what was, at the time, something of a scientific curiosity-a family of alloys strengthened by an unusual mechanism.This paper deals with the development and commercialization of what became known as the Alcan 255 alloys"". These alloys have found uses in several markets, usually as improved substitutes for existing materials. Forecasting the usefulness of a substitute material in an existing marketplace is difficult, in part, because even material users are seldom able to specify precisely their requirements. This uncertainty can cause the failure of some substitutions but can also lead to opportunities which were not initially obvious.Technical BackgroundPure aluminum is a soft, weak material. It can be strengthened by the addition of various alloying elements and by work hardening. Alloying elements usually act by forming solid solutions which are stronger than the pure metal or by precipitating during heat treating or aging and so preventing the easy movement of dislocations during deformation. Elements which can perform either role had been investigated for decades and were thought to offer little chance of technical breakthrough in 1970. An outgrowth of the then new and exciting research on directional solidification seemed, however, to offer such promise.Some aluminum-iran-manganese alloys will solidify under certain conditions as 'coupled growth' eutectics (Figs. I and 2). The microstructure shows one phase growing as long rods through the other. This is an uncommon structure and it was investigated to see if it had equally unusual properties. On deformation by rolling the rods were broken up into small equiaxed , evenly-spaced particles (Fig. 3). Materials with this structure were found to be stronger than other alloys with similar amounts of alloying addition, and to resist thermal softening remarkably well. This combination of properties was thought initially to be due directly to the particles by a dispersion strengthening mechanism, but later this was found not to be strictly true."

Jan 1, 1987

By Chris Twigge-Molecey, John Peacey

To meet the business objectives of a metallurgical project, there is often a need for new and untried technology or equipment, whose very novelty can present serious risks to meeting those objectives. The key risk management approach is a rigorous stepwise progression from theoretical evaluations and laboratory tests to pilot plant trials. These must be followed by demonstration-scale trials before final construction of a commercial scale plant, paying particular attention to the magnitude of the scale-up between phases. Success depends on following a well-defined program, not eliminating any steps, and ensuring adequate resources are available to the development team. Chapter 6 discusses the nature of technology risks to metallurgical plant projects, and the rigorous management practices needed to identify, analyze, evaluate, and avoid or mitigate them.

Jan 1, 2015

By J. L. Collins

"This paper deals with the quantitative analysis of mine maintenance records. Based on a case study of dozer engine records, the author suggests an easy method of deriving useful information for managerial decisions in a step-by-step manner.More specifically, the paper deals with the following topics:• determination of the most economical replacement time,• determination of reliability characteristics,• determination of the number of replacements, and• determination of the number of spares.IntroductionThe mining industry collects a lot of information about every aspect of its activities, an example of which appears in Table I. In Table I , the distribution describes the operating hours at failure of 56 different dozer engines used in severe applications. Besides calculating an average and possibly a standard derivation from the data, little else is derived, at least from a statistical point-of-view.More information can be obtained from these records that could help management in the decision-making process.To illustrate this point, the sample data appearing in Table I will be analyzed in detail by making use of well-known concepts in reliability engineering.Distribution of DataTable I represents a distribution obtained from the recorded hours cumulated from the operators' time cards. The operating hours have been divided into fourteen classes for each 1000 hours of engine running, e.g . all engines scoring an operating time of between 1001 and 2000 hours formed a class , those scoring between 2001 and 3000 hours another one, etc. Generally, the class interval should be a multiple of the equipment preventive maintenance check period.The minimum acceptable sample size should be large enough to ensure that the score in each class interval is at least one. Ideally, the score for each class interval should be at least five so that a chi-square test could be carried out if necessary.The average life of an engine can be found by adding the products of the frequency and the class mark (mid-point) values. Therefore:"

Jan 1, 1987

"The content of production reports has its origins in raw measurements taken in harsh production environments. The ensuing measurement/estimation errors always affect reproducibility such that, regardless of the fact that they are balanced through statistical data reconciliation, reported numbers are simply the most probable values of inferred probability distributions. This has important implications for how metal recoveries should be monitored and reported. Indeed, in a context where many process optimisation activities are based on small improvements in recovery, there should be no doubt that inadequate handling of measurement/estimation errors can easily exaggerate or mask actual changes in process performance. However, estimates of the reproducibility of reported metal recoveries are rarely reported to plant management. This situation persists despite the fact that a code compliant metal accounting system must inform management about business risks related to metal accounting. To this extent, this paper focuses on the continuous management of reproducibility level of metal recoveries in compliance with the best practices. Sensitivity analysis of primary and secondary metal accounting models is performed to show the resulting probability distributions for metal recoveries. Some guidelines are given for designing and managing metal accounting systems capable of achieving and sustaining predefined levels for the reproducibility of metal recoveries.INTRODUCTIONEach and every mineral processing plant produces daily, weekly and monthly production reports in which metal balances for payable and penalty elements are presented. While such production reports are usually consulted in offices, underlying raw measurements are taken in harsh production environments where mechanical vibrations, humidity, corrosion and dust, to name a few, disturb measurement procedures. It is thus no surprise that several authors (Francois-Bongarcon & Gy, 2002; Gaylard, Randolph, & Wortley, 2014; Holmes, 2010; Spangenberg & Minnitt, 2014) have reported pervasive issues related to mass/sampling measurements in the context of mineral processing."

Jan 1, 2016

By Akira Fujisaki

"The oil crisis accelerated the change of non-ferrous metals' demand structure. Maturing societies in developed countries and preference for lighter, thinner and smaller products are eroding the non-ferrous metal industries' growth potential. Inventory-control, stockpiling and developing new demand are measures Japanese smelters have taken to cope with the changing demand.The most effective means for risk management of product demand lies in the cooperation between ore producing countries and metal consuming developed countries to assist developing countries in their efforts to ""take-off"", which in turn will bring about a surge of demand for metals.SummaryThe non-ferrous metal industry in the world is suffering its most serious slump since the war. With some of the markets of the advanced industrialized countries approaching saturation point and economized usage of natural resources and substitution growing, the possibility of a quick recovery of the demand for base metals is dim.To cope with the changing product demand Japanese producers have had recourse to such measures as strict inventory control and stockpiling for the purpose of stabilized imports. They have also tried hard for securing raw materials and promoting new field s of demand but the very core of ""risk management"" has been the diversification of line s of business to bolster and stabilize the foundation of management of the non-ferrous metal industry in Japan.To see the demand for nori-ferrous metals recover from the slump and be put on a path of solid development, we have to wait for the economies of the developing countries to ""take off"" and for its realization the economies of the developed countries must be reactivated with new growth industries playing a leading role, and the transfer of technology and money recycling must be carried out smoothly under an orderly international trade system."

Jan 1, 1983

By W. J. Weymark

"The Gregg River project is located 40 kilometres southwest of Hinton, Alberta, adjacent to and east of Jasper National Park. This metallurgical coal mine has been developed as a joint venture between Gregg River Coal Ltd. (a subsidiary company of Mana/ta Coal Ltd.) and seven Japanese companies. This 200-million dollar project consists of a conventional truckshovel open-pit operation and a coal preparation plant rated at 2.14 million tonnes of clean coal per year. Mining operations started in October 1982 with plant start-up following in April 1983. Introduction This paper is an overview and update of the Gregg River project, a metallurgical coal mine being developed as a joint venture between Gregg River Coal Ltd. (a subsidiary of Manalta Coal Ltd.) and seven Japanese companies. The Gregg River Coal leases cover 3440 hectares and are located 40 kilometres south of Hinton, Alberta, adjacent to and north of Cardinal River Coal Mine (Fig. 1). This 200-million dollar project consists of a conventional truck-shovel operation and a coal preparation plant rated at 2.14 million tonnes of clean coal per year. A total of 31.5 million tonnes of clean metallurgical coal will be sold to the Japanese over a fifteen-year term. At present, mining operations are ahead of schedule and the plant started up on schedule in April 1983. Access and Climate An all-weather road, Highway 40, connects the minesite with Hinton (the nearest commercial centre) and a Canadian National Railway (C.N.R.) spur line connects the minesite with the C.N.R. main line in Edson. Hinton is accessible by road chartered airline and rail. ' ~h~ rug~ed and varied topography in the area creates large vanations m temperature and precipitation over short distances. The region is characterized by precipitation throughout the year long cold winters and short cool summers. The mean temperatur~ of the area range from a low of -14°C in January, the coldest month, to a high of 12°C in July, the warmest month. Long-term precipitation data indicates a mean yearly precipitation of 870 mm of which 620Jo occurs during the summer months."

Jan 1, 1985