US Coal Markets and the Potential for Longwall Mining Operations (2005)
US Coal Markets and the Potential for Longwall Mining Operations (2005)
Description
Originally presented at Longwall USA 2005, this presentation explores the uncertainty for coal development opportunities.

Related Resources

Producing High Quality, Lignite Free Sand
MMI
Dexter Sand and Gravel is part of Delta Companies, a subsidiary of Colas USA. Delta owned another sand and gravel operation near the current Dexter, Mo., site that was running out of reserves. So in 2009, Area Manager Mike Martin and Delta Mining Engineer Scott Jinks started looking for a new site close to the old operation. They found it in Dexter, just two miles south of the old site. The company broke ground at the Dexter site in February 2012. By April, crews were pouring concrete for the foundations, and construction was underway in May. The site was producing sand by the end of July. Problem “This site is a great sand deposit with a small amount of gravel that is easily separated,” Martin said. “The challenge with this deposit is that it contains trace amounts of lignite.” Martin said that lignite, a material similar to soft coal, causes problems with concrete sand because it is lighter than the sand and essentially pops out as the concrete sets, causing voids in the finished concrete. Martin and Jinks were concerned with the quality issues caused by lignite and looked at viable options from several aggregate processing equipment manufacturers. Ultimately, they decided to work with McLanahan Corporation, which was represented in Missouri by Mike McCarron, Sales Manager for Continental Equipment. The team came together to design the plant and make sure the equipment could separate the lignite and make the desired products.
Part 4 - Information Systems and Maintenance Work Control
PAUL D TOMLINGSON
Part 4 – Information Systems and Maintenance Work Control - Parts 1, 2 and 3 of this series established that many existing fully-integrated information systems do not provide adequate support of supervisor’s maintenance work control needs. Work order elements are too complex and time consuming for use in the ‘pressure-cooker’ working environment of maintenance supervisors. As a result many supervisors are using ineffective work control procedures that neither control work nor provide field data for required information. In turn, maintenance planners are compelled to prepare ‘official’ work order documents to capture missing data. Many planners are simply ‘work order administrators’ with no time left to plan. When management requires information, these planners may be ‘creating’ bogus information misleading management decision-makers. Since not all work requires planning, a simpler work order element for supervisors can meet their work control needs and also allow them to control all non-planned work. Information system problems are acknowledged by system developers but without being corrected. However, many maintenance organizations have contributed by not developing a well-defined maintenance programs and specifying their information needs. Instead, they have accepted and tried to use the generic information output of overly complex package systems. This ‘log jam’ requires corrective actions. An outstanding PC-based system that satisfies the supervisors work control requirements, returns planners to their full time planning tasks and creates essential information has been identified. The system developer’s introductory presentation was obtained and is attached.
Gold Mill Grinding—Example of a Detailed eLearning Operator Training Module
PERFORMANCE ASSOCIATES INTERNATIONAL
This video provides an example of the content and structure of a Performance Associates International computer-based operator training program. In this video, we focus on the user experience of our eLearning module for operators in a gold mill grinding circuit. This example demonstrates the following program features: • Language toggle controls. • Interactive process flowsheets. • Process descriptions. • Principles of operation. • Workbook feature. • Equipment (SAG mill) 3D animation. • Process variables. • Control loops. • Interlocks. • Alarms. • Interactive plot plan. The grinding circuit is just one of 11 modules included in the complete plant operator training program. Each individual module covers the technical aspects of a specific plant area. The program also contains modules presenting basic introductions to many applicable unit operations and a variety of basic mechanical skills. Additionally, detailed maintenance training modules cover each significant piece of equipment in the plant. A comprehensive training component to develop supervisory skills is included as well. Building, running, and maintaining a new plant is a significant investment. A work-force well-trained from top to bottom is the best way to protect that investment by ensuring a successful start-up and continued operations at peak performance. If you are building a plant and preparing your operators and supervisors for start-up and operation, please stop and ask the question “what components of this training program do I NOT want my operations team to be thoroughly familiar with?”
Gold and Silver Recovery—Carbon Adsorption Training
PERFORMANCE ASSOCIATES INTERNATIONAL
Founded in 1983, Performance Associates International (PAI) is the worldwide leader in mine and plant industrial training. Our custom interactive modules have improved start-up success and operations for hundreds of clients on nearly every continent. In this training module, we cover how activated carbon is used to concentrate gold and silver from pregnant leach solution. The concentrating process is based on the concept of adsorption, in which complex gold, silver, and (if present) mercury molecules are adsorbed—or adhered—onto small, millimeter sized particles of activated carbon. The adsorption process is carried out at atmospheric temperature and pressure. During the process, the metals migrate from a cyanide leach solution to the surfaces of carbon pores. In addition to the animation, this module includes an animated process flowsheet, process variable target ranges and control methods, as well as alarm response procedures. This module covers one area of a gold ore processing plant. In a typical plant of this type, there would be another 4 to 8 modules that would cover the other plant areas with each module containing the same type of training materials, but specific to that plant area. In the training environment, some concepts are difficult to explain using still 2-D or even 3-D images. When this is the case, we develop animations and/or simulations in order to ensure better transfer of knowledge to our trainees.
Performance Associates International Assists Torex Gold With Start-Up Success
PERFORMANCE ASSOCIATES INTERNATIONAL
Far too often, natural resource companies start up new plants without a properly trained operations and maintenance team. The results can be disastrous for both safety and revenue. Obviously the ultimate objective is a plant that operates in a safe and profitable manner. In most cases, the pre-start-up safety training is satisfactory, resulting in few if any accidents during start-up and ongoing operations. However, many plants drop the ball when it comes to properly training operations and maintenance personnel. The payback on a properly executed training program far outweighs the cost. If you are going to budget for high-quality engineering, efficient procurement, and experienced and proven construction management (including commissioning), why leave training open to chance? Performance Associates International (PAI) developed an extensive operations and maintenance training program for Torex Gold’s El Limón-Guajes project in the state of Guerrero, Mexico. In 2015, PAI industry training specialists traveled to the project site to carry out the training for Torex Gold employees in anticipation of plant start-up and gold production. The venture was a “massive success,” according to Nelson Bodnarchuk, Director, Operational Systems. This video tells the story of that success, including generous feedback from the executive officers at Torex recognizing our role in the partnership.
Performance Associates International (PAI) y Torex Gold colaboran para una puesta en marcha exitosa
PERFORMANCE ASSOCIATES INTERNATIONAL
Con demasiada frecuencia, las compañías de recursos naturales ponen en marcha plantas nuevas sin contar con un equipo de operaciones y mantenimiento debidamente capacitado. El resultado puede ser desastroso tanto en términos de seguridad como de ingresos. Obviamente el objetivo fundamental es una planta que funciona de forma segura y rentable. En la mayoría de los casos, la capacitación sobre seguridad que se da antes del arranque de la planta es satisfactoria, resultando en pocos accidentes (o ninguno) durante la puesta en marcha y operaciones subsecuentes. Sin embargo, muchas plantas son negligentes cuando se trata de la buena capacitación de su personal de operaciones y mantenimiento. Un programa de capacitación bien ejecutado compensa con creces los costos de ejecución del mismo. Si se va a presupuestar una ingeniería de alta calidad, un proceso de adquisición eficiente y una gestión de construcción experimentada y comprobada (incluyendo el comisionamiento), ¿por qué dejar a la suerte la capacitación? Performance Associates International (PAI) desarrolló un programa de capacitación por computadora comprensivo, el cual abarca operaciones y mantenimiento, para su planta de oro El Limón-Guajes en el estado de Guerrero, México. En el 2015, los especialistas de capacitación industrial de PAI viajaron al lugar del proyecto para entrenar a los empleados de Torex Gold en anticipación de la puesta de marcha de la planta y la producción de oro. El emprendimiento fue un “éxito masivo,” según Nelson Bodnarchuk, Director, Sistemas Operacionales. Este video cuenta la historia de ese éxito, incluyendo comentarios generosos de los oficiales ejecutivos de Torex, quienes reconocen nuestro papel en la colaboración.
Why Simulation?
IMMERSIVE TECHNOLOGIES
Simulation based operator training has been successfully applied to a range of diverse industries where high risk and high costs are everyday issues requiring smart solutions. Whether piloting a plane or launching a space shuttle, simulation training has been proven to dramatically reduce risk, cost, unscheduled maintenance, increase trainer effectiveness and efficiency while maximizing productivity. Within the often hazardous mining industry, simulation training has quickly gained recognition as a significant method of increasing site safety and profitability through improved operator skill and knowledge. Simulators provide operators a safe environment to learn and practice their skills while allowing the operator to practice for a range of possible emergency situations. Many of these situations are too dangerous, too difficult or too expensive to test in an actual mine. Operators can also be shown and assessed for the proper operating technique much more quickly and accurately than the traditional in machine approach. Focus on improving operator technique with Immersive Technologies’ simulators has delivered proven results including longer tire life, reduced spot time, reduced brake abuse, improvements in fuel use, reduction in engine overspeeds and more. Simulator training allows operators to be shown and assessed without the need to borrow machines from production. This allows new operators to practice many skills before being placed into a production circuit. Because operators are consistently shown and assessed on the proper operator techniques they have a better understanding and knowledge of the real machine. Following Immersive Technologies release of the world’s first mining dump truck simulator in 1998, their customer results, support network, machine range, global mining footprint, level of realism and OEM endorsements are without equal in the industry. Highlighting the benefits of simulation training, four leading Original Equipment Manufacturers, Caterpillar, Hitachi, Komatsu and Liebherr have chosen to exclusively sign technical information licensing agreements with Immersive Technologies, providing access to proprietary technical information necessary to accurately replicate the operation of their mining equipment. After significant supplier evaluation each major OEM has chosen to exclusively recommend Immersive Technologies' Advanced Equipment Simulators. This unprecedented support and commitment from the OEM's has helped to firmly entrench Immersive Technologies' Simulator technology as the industry leader. This provides customers the comfort of knowing they are investing wisely in a proven and accepted technology that is here to stay. As the world’s largest supplier of mining equipment simulators, Immersive Technologies’ has a customer base that includes many of the world’s leading mining operations, mining contractors, training schools and original equipment manufacturers. Widely recognized as the global industry standard, Immersive Technologies’ has extensive experience in delivering complete training solutions to the mining industry with measurable safety and business improvement outcomes. Immersive Technologies has worked closely with thousands of mining training professionals, managers, and executives to deliver comprehensive solutions that have been proven to improve safety and mine profitability.
Making Equipment Replacement Decisions
PAUL D TOMLINGSON
Competition among industries has become globally oriented. Thus, every industry will be examining how they can become more profitable. Increasing the productivity of equipment will be among the logical steps. In turn, older, less productive equipment will be replaced. Modern production equipment will be expensive as well as more complex. Thus, as new capital outlays are considered, there must be more careful consideration than ever before. The singular economic approach to replacing equipment involving primarily accounting personnel must give way to a company team approach. To assure that the best equipment for the job at the best price is purchased, economic as well as performance considerations must be weighed. Maintenance is especially sensitive to this requirement since the new equipment is likely to have many new technological advances that will make it more difficult to maintain. Thus, new maintenance techniques must be introduced and maintenance personnel must be properly trained in applying these techniques. Therefore, plant managers should provide policies that ensure each department recommends features of the new equipment that impact performance and maintenance. Although decisions must embrace performance and maintenance, acquisition cost and long term capital expenses remain an important ingredient. Then, as team decisions are made, there will be better assurance that the right choices are made and that the equipment will effectively support the productivity and profitability requirements of the future
Superior Maintenance Performance: Three Conditions - One Answer
PAUL D TOMLINGSON
I have attached a PowerPoint (PPT) presentation on how to implementing a Mine Maintenance Management Program. But before you study it please understand that superior maintenance performance is built on three conditions: 1 - Maintenance proficiency – Maintenance personnel from manager to worker are proficient in all aspects of management, control and work execution. 2 - Knowledgeable support – All mining departments understand the help needed to make maintenance successful and provide it. 3 - Strategic direction – Mine managers assign mutually–supporting departmental objectives, provide policies to guide interdepartmental actions and verify performance. The one proven answer that meets these conditions is a quality maintenance program. That program must spell out who does what, how, when and why. These guidelines must be applied to the nine essential maintenance management phases: How to (1) Request or (2) Identify work, (3) Classify it to determine the best reaction, then how to (4) Plan, (5) Schedule, (6) Assign, (7) Control and (8) Measure the resulting work and finally, (9) Assess accomplishments against goals such as performance standards and budgets. All personnel in maintenance as well as those who interact with maintenance must be included in the program since every maintenance action requires a supporting or cooperative interdepartmental reaction. Just as the maintenance planner follows specific planning procedures, so must the purchasing agent who orders major component replacements for the job the planner is organizing. After 44 years as a mining maintenance management consulting in all types of mining operations, I can confidently state that the absence of a quality program will preclude meeting these three conditions and frustrate all efforts to achieve superior maintenance performance.
DIFFERENTIAL ENERGY In Coal Blasting
Dyno Nobel
The primary benefit from the TITAN emulsion technology is being able to note on the post blast reports that no postblast NOx fumes were present. Additional benefits include increased water resistance, increased actual energy yield verses theoretical value, increased product sensitivity resulting in high order detonation, ability to control density, redistribution of energy, increased detonation pressure, same cost per loaded foot, greater fragmentation versus cast movement, and allowing emulsion to be loaded to a lower density in highwall row resulting in the same pounds stretched to a greater height. Success measurements in the overburden truck/shovel blasts included consistent productivity (bucket fill times and bucket volumes) even in harder material located below the sandy strata, reduced post blast NOx fumes based on fume classification chart, few shovel operator complaints, and equal or reduced drill and blast budget. Seventeen blasts were completed without NOx fumes. The pounds per loaded foot was reduced from 51.5 with 40/60 HANFO to 43.1-47.1 range loading TITAN XL 1000. The average difference lbs/ft = 12.36% when 7.6% was needed for cost neutral. Stemming height was reduced from 22 ft to 20 feet to improve surface material displacement. Success measurements in the coal blasts included no roll crusher plugs from slabs, improved shovel production through uniform fragmentation, and equal or reduced drill and blast budget. Ten blasts were completed over afive-week period with no post blast fumes. There was good material movement, uniform fragmentation and generally no complaints or negative comments from shovel operators. Average difference lbs/ft = 11.98% when 4.5% was needed for cost neutral. Pounds per loaded foot averaged 45.33 compared to 51.5 with HANFO.
MacLean Innovation Report 2018 - Changing the face of the mining industry
MacLean Engineering
Sometimes a turning point can only be seen clearly in hindsight. Such is the case for the mine of the future as we begin 2018, coming out of a 2017 where major mining companies continued to demonstrate capital spending austerity and focus on debt reduction. All the while, there were growing signals that digitalization, electrification and automation were all gaining momentum, even though actual examples of minesite implementations could as of yet, still be counted on one hand. MacLean took the opportunity that industry downturn presented over the past several years to focus intensely on three key product development ventures – first and foremost, the battery electrification of our entire fleet, which will be complete by the end of 2018; second, the successful introduction of face bolting as a feature on our 975 Omnia bolter; and, third, the launch of the latest addition to our utility vehicle product line – the LR3 Boom Lift for heavy load and high reach applications. The past year was one where for the first time we had a fleet of battery electric vehicles working underground, allowing us the ability to validate our performance and total cost of ownership (TCO) models with real-world data, while at the same time continuing to build out our EV offer across the product lines. Looking forward, as we work hard to fully electrify our fleet of ground support, ore flow/secondary reduction, and utility vehicles, we’re keenly aware that electrification is but one step in the ongoing mechanization of underground mining, a transition to the mine of the future that will be increasingly efficient through digitalization and automation that will increase production and reduce costs.
SIL2 / SIL3 certification for its Centurion Guided Radar
Hawk Measurement Systems
Hawk Measurement acquires SIL2 / SIL3 certification for its Centurion Guided Radar to improve reliability in safety instrumented systems in hazardous operations. Hawk Measurement Systems (HAWK), a global leader in measurement solutions, has announced that it has earned Safety Integrity Level rating SIL2 / SIL3 to aid in reducing safety risks in hazardous applications from the International Electrotechnical Commission. This Commission's (IEC) standard IEC 61508 defines SIL using requirements grouped into two broad categories: hardware safety integrity and systematic safety integrity. A device or system must meet the requirements for both categories to achieve a given SIL. Achieving this SIL certification means HAWK’s Centurion Guided Radar measurement systems will provide operators with the added insurance that it will consistently and reliably identify all processes considered hazardous and, if failure was to occur, determine that level of risk. The rating will help evaluate whether this specific technology for the measurement of multiple mediums such as liquids, sludge, powders and granules to a range of 18.5m (60ft) for level meets the selected risk tolerance level. These standards have been widely accepted globally to help define Safety Instrumented Systems and their reliability as a means of assessing and improving their safety. According to Jack Evans, President (Hawk Measurement America), “Risk reduction can be an expensive procedure and operators are looking to reduce that risk to a level as low as reasonably practicable. We take great pride that our Centurion Guided Radar measurement systems have sufficient operating history and that they have a proven track record. HAWK has long been committed to safety and risk reduction and earning SIL2 / SIL3 compliancy will establish a rigorous development process so that our customers can benefit from the advancing technologies that we have to offer. This certification is just another way we assist our customers achieve compliance while demonstrating our involvement to reduce risk.” HAWK is a world leader in level, positioning and flow measurement, providing cutting edge equipment to the global industrial market. With 30 years of experience and a record of success in a wide range of areas including mining/mineral processing, water supply/waste water, bulk material handling and chemical, our on-going commitment is to provide industry leading technology with cost-effective solutions. For more information and global representatives: [email protected]
Complimentary Maintenance Management Course
PAUL D TOMLINGSON
Complimentary Mining Maintenance Management Course - Maintenance is always more successful when operations, management and staff departments have a more comprehensive understanding of how maintenance works. Then their roles in the support, cooperation and direction of the interdepartmental maintenance effort can create the circumstances that can yield improvement. Education and training of operations, management and staff department personnel adds directly to the effort of improving maintenance.   Those who perform and control maintenance possess significant diagnostic and repair talent. But these skills do not automatically yield management skills. As a result, maintenance often struggles to limit downtime and meet equipment reliability needs. Within maintenance there are many capable personnel who could easily acquire essential management skills providing training and education are provided. The unfortunate reality is that no such training is being provided. Instead, the unfortunate practice of promotion from within does not always produce capable maintenance managers. Typically, an outstanding craftsman is, over time and attrition circumstances, promoted to maintenance manager. Through no fault of his own he had not acquired the requisite management skills for the job. Nor had training been provided. The end result is poorly managed maintenance that ultimately impacts mine operation performance. This oversight requires correction.   When effective maintenance education and training are available and accessible, those who can influence maintenance improvement will use it. Outstanding craftsman will aspire to efficient supervision and management.Operations managers will connect better maintenance to greater availability.Managers will realize cohesive interaction among departments to assure profitability. Complimentary Mining Maintenance Management Course - Over 600 Society of Mining, Metallurgy and Exploration (SME) member organizations are benefiting from the Mining Maintenance Management Course (see attachment) being offered as a complimentary professional courtesy. If you are member of SME you may access the course: Log into http://community.smenet.org Click: Browse then select link to Mining Maintenance Management Course Library. PPT course topics (01 – 22) appear with Word reference (MIT) files for each course topic. Select and download course topics to make them available to your personnel. If you are not an SME member, the course can also be made available for transmission to your organization. Please inquire.   Paul D. Tomlingson, Mining Maintenance Consultant (Retired) Legion of Honor Member – Society of Mining, Metallurgy and Exploration (SME) Denver, Colorado USA [email protected]                  
Vertical Shaft Impactors
Stedman Machine Company
The Stedman V-Slam™ is the vertical shaft impactor for all your coarse-to-fine crushing needs. It offers significant savings over higher-priced competitive crushers. The V-Slam, with its low horsepower per ton of throughput, minimizes operating costs. Our vertical shaft impactors feature multiple rotor configurations for various applications. From open and enclosed rotors to the Stedman Patented Tubular Rotor, each machine is configured to provide customers exactly what is needed for their unique application.The V-Slam has a wide speed range as well as the highest rotor tip speed allowing a high degree of process control.The new Patented Tubular Rotor provides many benefits over the standard shoe and anvil designs as well as rock-shelf applications. The easily replaceable and indexable rotor tubes, cut your total operating cost and maintenance time in half, making V-Slam the easiest VSI to maintain and one of the best impact crusherson the market.Vertical Shaft Impactor ApplicationsLimestoneSand & GravelGlassFerro Silicon & Silicon CarbideAluminum Dross & Other SlagsBurnt MagnesiteTungsten CarbideTrona SulfateBariteBakery WasteZeoliteand much more...Click here for information on retrofitting your existing VSI to the NEW Stedman Tubular RotorGive Your Materials a Spin in our Test Facility VSIThe Stedman Testing & Toll Processing Facility is the place to test your material in our full size VSI. If it can be crushed, ground, pulverized or mixed, chances are we’ve done it. We have more than 10,000 test reports to help get you to the best solution quickly. To learn more about what to expect from testing, read this article that ran in POWDER BULK ENGINEERING magazine.
H-Series Multi-Cage Mill
Stedman Machine Company
H-Series™ Impact MillsThe Stedman H-Series multi cage mill is best at pulverizing, grinding, crushing and mixing abrasive and non-abrasive materials – wet, sticky or dry. The H-Series works more efficiently than other types of pulverizer machines and provides a finer, more uniform grind.H-Series cage mills can handle up to 240 tons per hour and are reversible for extended wear life. The H-Series cage mill is engineered and constructed to operate at or near-peak efficiency longer, providing a greater return on capital investment over its life than competing equipment.H-Series Features and BenefitsCapable of producing a variety of product gradations, easily altered by changing the impact mill speedQuick-opening housing for inspection and maintenance allows for minimum downtime for wear part replacement and inspectionInspections typically require only 5 minutes and complete change out of wear components in as little as one hour or less versus 4 hours or more with other millsCompact, unitized construction, occupies up to 45% less floor spaceReversible DesignProvides optimum utilization of crushing componentsImpact Mill Applications:AglimeAgricultural GypsumRoof & Floor TileClay & ShaleCoalFertilizerSaltsBreak Into Your New Cage MillThe Stedman Testing & Toll Processing Facility is the place to test your material in our full size equipment. If it can be crushed, ground, pulverized or mixed, chances are we’ve done it. Schedule your product testing in our H-Series today. To learn more about what to expect from testing, read this article that ran in POWDER BULK ENGINEERING magazine.PotashCornAnimal FeedsAluminum DrossCorn FiberGrainsGelatin
Is Your Jobsite a Wasteland? Check Out These 3.5 Ways to Reduce Waste and Costs
Command Alkon
                  No, I’m not talking about piles of leftover debris or even the kind of “trashy” look that’s common on construction sites. While neatness is nice, especially on a highly visible site, the waste I’m referring to is all those insidious, sometimes hidden, wastes that may not look messy but can make a real mess of budget forecasts and construction schedules.Jobsite waste – and the losses it creates – is a serious problem throughout the HBM industry. In fact, according to a 2016 McKinsey study, “Large projects across asset classes typically take 20 percent longer to finish than scheduled and are up to 80 percent over budget.”Most budget overruns are not the result of leftovers or throwaways. Most are a result of squandering 1) time, 2) motion, and/or 3) accuracy. Eliminating waste is an ongoing challenge, but these best practices can help you recognize – and correct – this resource-draining scourge:1) TIME. Wasting time is probably the most common and costly jobsite activity, especially since it’s virtually always unintentional and unobtrusive. What’s the best way to spot it? Recognize that all wait time is wasted time. Any person, place or thing that sits idle or is not ready when needed is generating waste.When workers wait on instructions or tools or equipment or approval or inspection, their time is being wasted. When tools, parts or equipment are unavailable or inoperable, time is being wasted. When one process or procedure is stalled waiting for another to be completed, valuable time is being wasted.Wasted time typically results from inadequate planning, communication or resource allocation, so invest in these timesaving preventive measures instead:1) TIME. Wasting time is probably the most common and costly jobsite activity, especially since it’s virtually always unintentional and unobtrusive. What’s the best way to spot it? Recognize that all wait time is wasted time. Any person, place or thing that sits idle or is not ready when needed is generating waste.When workers wait on instructions or tools or equipment or approval or inspection, their time is being wasted. When tools, parts or equipment are unavailable or inoperable, time is being wasted. When one process or procedure is stalled waiting for another to be completed, valuable time is being wasted.Wasted time typically results from inadequate planning, communication or resource allocation, so invest in these timesaving preventive measures instead:Begin with informed planning that includes all pertinent people. Early integration and transparent information sharing improve efficiency at every operational stage.Forecast construction schedules, budgets and requirements so that you can realistically anticipate tools, materials and labor.Create and communicate contingency plans so that the entire crew stays up to date and in sync.Use technology to communicate.  Radios, mobile phones, tablets and other digital tools speed communication and improve clarity. 2) MOTION. Going back to the truck to grab another tool, hunting down a colleague for collaboration, moving critical materials or machinery from its current location to where it’s needed, dispatching and transporting workers, even unloading deliveries and distributing parts are all costly operations that reduce productivity. Any unnecessary or unplanned movement of people, equipment, tools or materials wastes valuable time and energy.To minimize wasted motion, use efficient workplace procedures and productivity-enhancing devices:Plan ahead to place and prepare critical equipment for use at the point of operation.Corral required tools, parts, kits and equipment in well-stocked, well-organized, well-maintained work carts.Equip workers with tool belts, trays, bins and pouches for easy accessibility.Use rail-lock aerial accessories (tool bins, pipe racks, cradles, panel carriers, etc.) when working on scissor lifts, boom lifts or other platforms for safe, secure, fast access.Use communications technology to locate misplaced or misappropriated resources.Designate a worker to make deliveries and tools runs as needed.3) ACCURACY. Precision in quality control, inventory management, and maintenance and replacement programs is vital for preventing wasted materials and labor. Symptoms of sloppy jobsite practices include tasks that can’t be done due to damaged, defective or missing materials; rework due to poor quality or specification mismatches; “shrink” due to lost or stolen tools or inventory; breakage due to careless handling or improper use; and mistakes in ordering, stocking, storing, handling and accounting for materials.Verifying resources and quality takes attention and vigilance. These common-sense practices can bring valuable order and discipline to your jobsite:Make sure all workers have a clear project understanding, including the latest drawings, specifications and contingency plans.Lock up tools and equipment at days’ end and when not in use.Remove and replace damaged tools or materials immediately.Designate a specific person to order, inspect, label and monitor materials, especially near job’s end, to avoid leftover inventory.Are time and resources going to waste on your bsite? Command Alkon helps make fast work of unnecessary jobsite losses.To reduce the costs, risks, and waste that result from out-of-stock and over-stock situations, inefficient hauling practices, and lack of transparency, the HBM industry relies on Command Alkon’s supplyCONNECT to manage daily replenishment plans. By promoting collaboration among supply chain trading partners, supplyCONNECT saves money and time – ensuring that the right amount of inventory is delivered to the right place at the right time.
Is Your Jobsite a Wasteland? Check Out These 3.5 Ways to Reduce Waste and Costs
Command Alkon
No, I’m not talking about piles of leftover debris or even the kind of “trashy” look that’s common on construction sites. While neatness is nice, especially on a highly visible site, the waste I’m referring to is all those insidious, sometimes hidden, wastes that may not look messy but can make a real mess of budget forecasts and construction schedules.Jobsite waste – and the losses it creates – is a serious problem throughout the HBM industry. In fact, according to a 2016 McKinsey study, “Large projects across asset classes typically take 20 percent longer to finish than scheduled and are up to 80 percent over budget.”Most budget overruns are not the result of leftovers or throwaways. Most are a result of squandering 1) time, 2) motion, and/or 3) accuracy. Eliminating waste is an ongoing challenge, but these best practices can help you recognize – and correct – this resource-draining scourge:1) TIME. Wasting time is probably the most common and costly jobsite activity, especially since it’s virtually always unintentional and unobtrusive. What’s the best way to spot it? Recognize that all wait time is wasted time. Any person, place or thing that sits idle or is not ready when needed is generating waste.When workers wait on instructions or tools or equipment or approval or inspection, their time is being wasted. When tools, parts or equipment are unavailable or inoperable, time is being wasted. When one process or procedure is stalled waiting for another to be completed, valuable time is being wasted.Wasted time typically results from inadequate planning, communication or resource allocation, so invest in these time-saving, preventive measures instead:·         Begin with informed planning that includes all pertinent people. Early integration and transparent information sharing improve efficiency at every operational stage.·         Forecast construction schedules, budgets and requirements so that you can realistically anticipate tools, materials and labor.·         Create and communicate contingency plans so that the entire crew stays up to date and in sync.·         Use technology to communicate.  Radios, mobile phones, tablets and other digital tools speed communication and improve clarity.2) MOTION. Going back to the truck to grab another tool, hunting down a colleague for collaboration, moving critical materials or machinery from its current location to where it’s needed, dispatching and transporting workers, even unloading deliveries and distributing parts are all costly operations that reduce productivity. Any unnecessary or unplanned movement of people, equipment, tools or materials wastes valuable time and energy.To minimize wasted motion, use efficient workplace procedures and productivity-enhancing devices:·         Plan ahead to place and prepare critical equipment for use at the point of operation.·         Corral required tools, parts, kits and equipment in well-stocked, well-organized, well-maintained work carts. ·         Equip workers with tool belts, trays, bins and pouches for easy accessibility.·         Use rail-lock aerial accessories (tool bins, pipe racks, cradles, panel carriers, etc.) when working on scissor lifts, boom lifts or other platforms for safe, secure, fast access.·         Use communications technology to locate misplaced or misappropriated resources. ·         Designate a worker to make deliveries and tools runs as needed.3) ACCURACY. Precision in quality control, inventory management, and maintenance and replacement programs is vital for preventing wasted materials and labor. Symptoms of sloppy jobsite practices include tasks that can’t be done due to damaged, defective or missing materials; rework due to poor quality or specification mismatches; “shrink” due to lost or stolen tools or inventory; breakage due to careless handling or improper use; and mistakes in ordering, stocking, storing, handling and accounting for materials.Verifying resources and quality takes attention and vigilance. These common-sense practices can bring valuable order and discipline to your jobsite: ·         Make sure all workers have a clear project understanding, including the latest drawings, specifications and contingency plans.·         Lock up tools and equipment at days’ end and when not in use.·         Remove and replace damaged tools or materials immediately.·         Designate a specific person to order, inspect, label and monitor materials, especially near job’s end, to avoid leftover inventory.Are time and resources going to waste on your jobsite? Command Alkon helps make fast work of unnecessary jobsite losses. To reduce the costs, risks, and waste that result from out-of-stock and over-stock situations, inefficient hauling practices, and lack of transparency, the HBM industry relies on Command Alkon’s supplyCONNECT to manage daily replenishment plans. By promoting collaboration among supply chain trading partners, supplyCONNECT saves money and time – ensuring that the right amount of inventory is delivered to the right place at the right time. 
Interested in BIG Productivity Gains? Wipe Out Non-Productive Driver and Fleet Time
Command Alkon
There’s some good, solid news for the construction industry: Dodge Data & Analytics Index projects that we’ll have “moderate strengthening” through the end of 2018. But in terms of productivity, we appear to be heading in a different direction. Of note, a recent survey of 600 global construction leaders* compiled by PlanGrid and FMI Corporation mentions: ·        •Poor communication, rework and bad data management cost the construction industry; $177 billion annually in labor costs in the United States alone.        •Construction workers lose almost two full working days per week solving avoidable issues and searching for project information. ·       • Each construction project team member spends more than 14 hours weekly on average dealing with conflict, rework and other issues. ·         •Almost half of all rework is due to poor communication among project stakeholders, and poor project information, while 26% of rework is due to poor communication or miscommunication between team members caused unresponsiveness of team members; the inability of project stakeholders to collaborate effectively; and the lack of a common platform for all team members to communicate and share project data. ·        •The most common goals for technology adoption included providing better access to project data, improving project productivity and increasing the accuracy of project information. ·        •Workers are not taking full advantage of mobile devices and IT investments.      Stamp Out Non-Productive Driver and Fleet Time for Big Productivity Gains It stands to reason that companies who address productivity issues will not only avoid scrambling for information and wasted hours and energy but also quickly gain competitive advantage. If you’re managing drivers and trucks that wheel in and out of numerous sites during the day or week and aren’t using automatic processes via technology to more efficiently track and manage your fleet, there’s more good news. You can increase driver productivity and avoid the 20-40 minutes per truck per day that’s lost through clocking in and out and other non-productive activities during: ·         •Time in Transit ·         •Time at the Job Site ·         •Time in the Yard Forty minutes per day, per truck may seem marginal at first glance. But 200 minutes/week x 48 weeks/ year = 9,600 minutes, 160 hours or a total of 4,000 hours of inefficiency for a fleet of 25 trucks. Time in the yard is the lever most within a producer’s control and represents over half of the total nonproductive time per truck. So, rather than simply adding incremental trucks and drivers to the fleet to boost productivity (which unfortunately only adds to the total non‐productive hours and fails to improve operational processes), consider a solution that: ·         •Uses automatic processes via technology to more efficiently track and manage your fleet. ·         •Enables your drivers to punch the clock from in the cab, an efficiency enhancer that alone could save you up to 20 minutes per day (this is time spent in your own yard, under your own watch, that you can act on quickly to recapture those minutes, regardless of what happens away from your yard). ·         •Captures a meaningful portion of that lost time from each driver. ·         •Provides a constant view into the location and performance of your entire fleet. ·        •Is adaptable and helps your teams collaborate in real-time with a “central source of truth” and access to relevant data when you need it. At least 50% of employees’ non‐productive time can be captured back efficiently and effectively when the right combinations of levers are pulled – both in terms of area of focus (i.e., time in yard) and adaptability to each individual customer’s business process requirements. This equates to big productivity increases over both the short- and long-term. Learn more about how Command Alkon’s TrackIt solution offers an industry specific, flexible and fully customizable solution to track your fleet and meet your specific needs, including in-cab time and attendance functionality focused at recapturing lost time in the yard, helping you drive a more efficient fleet and improve your profitability. *500 respondents from the United States and 99 from Australia, New Zealand, United Kingdom and Canada. Of those surveyed, 49% work for general contractor firms, 36% came from specialty trades and 15% were owners. Over 300 respondents came from the commercial sector and the other respondents represent industrial and manufacturing, heavy civil, healthcare, power (oil and gas, and energy), education and government.
Interested in BIG Productivity Gains? Wipe Out Non-Productive Driver and Fleet Time
Command Alkon
There’s some good, solid news for the construction industry: Dodge Data & Analytics Index projects that we’ll have “moderate strengthening” through the end of 2018. But in terms of productivity, we appear to be heading in a different direction. Of note, a recent survey of 600 global construction leaders* compiled by PlanGrid and FMI Corporation mentions: ·         Poor communication, rework and bad data management cost the construction industry; $177 billion annually in labor costs in the United States alone. ·         Construction workers lose almost two full working days per week solving avoidable issues and searching for project information. ·         Each construction project team member spends more than 14 hours weekly on average dealing with conflict, rework and other issues. ·         Almost half of all rework is due to poor communication among project stakeholders, and poor project information, while 26% of rework is due to poor communication or miscommunication between team members caused unresponsiveness of team members; the inability of project stakeholders to collaborate effectively; and the lack of a common platform for all team members to communicate and share project data. ·         The most common goals for technology adoption included providing better access to project data, improving project productivity and increasing the accuracy of project information. ·         Workers are not taking full advantage of mobile devices and IT investments. Stamp Out Non-Productive Driver and Fleet Time for Big Productivity Gains It stands to reason that companies who address productivity issues will not only avoid scrambling for information and wasted hours and energy but also quickly gain competitive advantage. If you’re managing drivers and trucks that wheel in and out of numerous sites during the day or week and aren’t using automatic processes via technology to more efficiently track and manage your fleet, there’s more good news. You can increase driver productivity and avoid the 20-40 minutes per truck per day that’s lost through clocking in and out and other non-productive activities during: ·         Time in Transit ·         Time at the Job Site ·         Time in the Yard Forty minutes per day, per truck may seem marginal at first glance. But 200 minutes/week x 48 weeks/ year = 9,600 minutes, 160 hours or a total of 4,000 hours of inefficiency for a fleet of 25 trucks. Time in the yard is the lever most within a producer’s control and represents over half of the total nonproductive time per truck. So, rather than simply adding incremental trucks and drivers to the fleet to boost productivity (which unfortunately only adds to the total non‐productive hours and fails to improve operational processes), consider a solution that: ·         Uses automatic processes via technology to more efficiently track and manage your fleet. ·         Enables your drivers to punch the clock from in the cab, an efficiency enhancer that alone could save you up to 20 minutes per day (this is time spent in your own yard, under your own watch, that you can act on quickly to recapture those minutes, regardless of what happens away from your yard). ·         Captures a meaningful portion of that lost time from each driver. ·         Provides a constant view into the location and performance of your entire fleet. ·         Is adaptable and helps your teams collaborate in real-time with a “central source of truth” and access to relevant data when you need it. At least 50% of employees’ non‐productive time can be captured back efficiently and effectively when the right combinations of levers are pulled – both in terms of area of focus (i.e., time in yard) and adaptability to each individual customer’s business process requirements. This equates to big productivity increases over both the short- and long-term. Learn more about how Command Alkon’s TrackIt solution offers an industry specific, flexible and fully customizable solution to track your fleet and meet your specific needs, including in-cab time and attendance functionality focused at recapturing lost time in the yard, helping you drive a more efficient fleet and improve your profitability. *500 respondents from the United States and 99 from Australia, New Zealand, United Kingdom and Canada. Of those surveyed, 49% work for general contractor firms, 36% came from specialty trades and 15% were owners. Over 300 respondents came from the commercial sector and the other respondents represent industrial and manufacturing, heavy civil, healthcare, power (oil and gas, and energy), education and government.
Eliminate Paper Processes so You Can Focus on What Really Matters
Command Alkon
What's All the Buzz About Electronic Tickets?Paper tickets - this has been a trending topic across the Heavy Building Materials industry for quite some time. Why? Because paper processes are entirely outdated and inefficient, and in an industry that is on-the-go, they can be a hassle to keep track of. Using paper discourages quick billing and quick driver turn around. With the use of mobile technology, drivers can now deliver electronic tickets as soon as materials are delivered. This means quicker invoicing to suppliers and enhanced partnerships. Let's Break It down for You - How Can MOBILEticket Improve Your Business?·        MOBILEticket provides paperless tickets that can’t be lost, rained on, or thrown away. The ticket is an electronic document that is distributable via email without scanning.·        MOBILEticket’s native integration with MCM’s Apex system provides seamless data routing from dispatch to the drivers.·        The intuitive workflow within MOBILEticket makes it easy to learn for new employees.·        Using tablets in their trucks, MOBILEticket can be set up and implemented quickly.Midwest Concrete Materials Sees the Advantages of Implementing MOBILEticketBeing a Command Alkon customer for years, Midwest Concrete rolled out MOBILEticket to the aggregate side of their business. The implementation and training process was straightforward as MCM was already using a number of Command Alkon products. The results of this tool were almost immediate - radio traffic decreased, driver time in the yard decreased and MCM’s internal staff were able to invoice quicker.Placing Focus on What MattersMCM’s drivers appreciate not having to contact dispatch for questions on their tickets. With the paperless tickets they no longer have to manually fill out paper tickets and they get their next ticket displayed on their tablet as soon as they submit the existing ticket. Having all the ticket information on their tablets reduces the amount of questions they have to ask dispatch and there is no risk of the ticket being lost on the jobsite. The reduction in radio traffic increases driver efficiency and allows dispatch to focus on coordinating schedules and getting orders into the system.A+ Customer Experiences and Strengthened Partnerships·The MCM internal staff has seen increased speed at which they can invoice their tickets. The MOBILEtickets are downloaded directly to their financial software and after importing, the tickets are immediately billed. This has reduced time to invoice and eliminated double data entry.Mike Sanson, IT Manager at Midwest Concrete stated, “Our trucks are more efficient, in that they have their assignments immediately upon completion of the previous order. Our drivers have the order information available at their fingertips. The drivers no longer have to fill out paper tickets, and therefore we do not have to double enter to get them into our billing system, eliminating time and mistakes. Our customers receive an email of their ticket immediately in the office alerting them that the material has been delivered, and not waiting on a worker on the job to deliver the paper ticket. Overall, this has streamlined the whole process, and MOBILEticket is a win-win for both our company and our customers.”Want to start a conversation about MOBILEticket? Click here to contact us!
Top 3 Issues That a Top-Notch Mobile Sales Solution Will Address
Command Alkon
Spend More Time in the Field Generating Business Mobile technology that allows real-time information to be collected and shared is changing the face of the construction industry. This technology is being used to track daily activities and critical information, and streamline collaboration between teams in the field and at the office. What's shaking up sales processes in the technology world? Mobile sales solutions. Many sales people love their current manual or isolated quoting processes because they’re easy and have very few constraints. However, the rest of the organization often suffers from the headaches resulting from the lack of visibility or audit trails inherent to these processes, which ultimately negatively impacts your organization’s operational stability and growth plans. If this sounds like your organization, it may be time to investigate automated solutions that are designed specifically for the Heavy Building Materials industry that can empower accurate sales forecasting and minimize quoting inaccuracies. What Can A Mobile Sales Solution Do for My Business? Three problems that a mobile sales solutions address includes: 1) Generating timely and accurate quotes: Roughly 25% of Heavy Building Materials production volume is quoted and shipped within 24 hours. Without real-time information, there is room for unintended errors to easily creep into the process; such as outdated pricing and unauthorized discounts. According to well-regarded research firms, these rebills can cost companies up to 5% of the original transaction value. Progressive Ready-Mix Producers and Bulk Material Suppliers are using mobile sales solutions to more effectively perform quoting, monitoring, and forecasting through an investment that can easily pay for itself by eliminating just a handful of credit and rebill situations. 2) Maintaining realistic pipeline estimates and forecasts: Recent research by the Aberdeen Group shows that only around 55% of companies that do not implement a best-in-class forecasting process achieve their sales quotas, compared to 97% of companies that choose to implement advanced forecasting approaches achieving theirs. With a sales solution in place that provides real-time visibility into both an accurate backlog and an accurate sales forecast, you are empowered to make decisions and adjustments that steer your organization in the right direction on a daily basis (even a hourly basis, if needed) instead of relying on a monthly snapshot of quickly outdated information.  3) Missing opportunities due to lack of visibility in the field: How often does your company miss opportunities simply because a bid date is missed?  Does each sales team member have their own approach to selling, quoting, and closing opportunities?  Is pricing consistency a problem you deal with? With a mobile sales solution designed specifically for the industry in place you can gain the visibility you need to monitor and enforce sales activities and ensure a consistent and professional buying experience to your market. MOBILEsales is Command Alkon’s mobile sales solution for the Heavy Building Materials industry. This tool helps you standardize your sales approach across your team and eliminate issues that arise from inaccuracies and inefficiencies.
Festival of Maintenance
PAUL D TOMLINGSON
“In 1533 a noblewoman in Calais presented a visiting grandee with a peculiar gift: her personal toothpick, which, she was eager to point out, she had used for seven years.” The visitor’s reaction was not recorded but this tale launched an unusual conference “dedicated to keeping things in good nick.” Held at the Museum of London, its observations were reported in the October 20th issue of the Economist (attached). “Events about making new things are ten-a-penny but less common are events about keeping things as good as new. Maintenance is often dismissed as mere drudgery but - - repair is often trickier than making them.”  “Maintenance lacks the glamour of innovation and it is mostly noticed by its absence -- the tear in a shirt, the mold on a ceiling, the sputtering of an engine.” “It (wear and tear or ‘consumption of fixed capital’) is also more difficult to measure. Statisticians must estimate the lifespan of (assets) and make assumptions about how they deteriorate. Some are like light bulbs, which work well until they stop altogether while other assets were assumed to wear out in a straight line.”   These observations suggest that maintenance is a difficult to execute, measure or manage activity. But they also raise questions. Why is maintenance improvement a perpetual mining industry goal? Are enough of the right things being done to achieve necessary improvements? Do decision-makers know what to do? Is there acknowledgement that effective maintenance is the single most important guarantee of reliable equipment that can ensure a successful mining operation?    
Festival of Maintenance
PAUL D TOMLINGSON
“In 1533 a noblewoman in Calais presented a visiting grandee with a peculiar gift: her personal toothpick, which, she was eager to point out, she had used for seven years.” The visitor’s reaction was not recorded but this tale launched an unusual conference “dedicated to keeping things in good nick.” Held at the Museum of London, its observations were reported in the October 20th issue of the Economist. “Events about making new things are ten-a-penny but less common are events about keeping things as good as new. Maintenance is often dismissed as mere drudgery but - - repair is often trickier than making them.”  “Maintenance lacks the glamour of innovation and it is mostly noticed by its absence -- the tear in a shirt, the mold on a ceiling, the sputtering of an engine.” “It (wear and tear or ‘consumption of fixed capital’) is also more difficult to measure. Statisticians must estimate the lifespan of (assets) and make assumptions about how they deteriorate. Some are like light bulbs, which work well until they stop altogether while other assets were assumed to wear out in a straight line.”   These observations suggest that maintenance is a difficult to execute, measure or manage activity. But they also raise questions. Why is maintenance improvement a perpetual mining industry goal? Are enough of the right things being done to achieve necessary improvements? Do decision-makers know what to do? Is there acknowledgement that effective maintenance is the single most important guarantee of reliable equipment that can ensure a successful mining operation?      
The Best Training Results
PAUL D TOMLINGSON
The Best Training Results - Industry-specific maintenance management training yields positive results. Public maintenance management seminars are often generic and provide few ideas that have immediate application to the mining industry. Other attendees usually have little understanding of mining and cannot share any useful experiences. Expensive attendance fees often preclude attendance and associated travel costs further limit those who might attend. Some topics like ‘supervision’ may have universal themes but the chief janitor has little in common with the smelter foreman. Off-site courses can pull key personnel away from the operation for the seminar duration plus travel time creating a troublesome gap in essential control of work. The timing of potentially useful courses might be in conflict with shutdown schedules further limiting attendance. While specialized topics like condition-monitoring technologies have potential utilization, the factors of cost and absence may outweigh the value gained. Similarly, specialized reliability topics can be valuable but the absence of a maintenance program platform can preclude their useful implementation. And remote mining operations often cannot even consider off-site training no matter the topic or its potential value. Their response is no training no matter the urgency. The tradition of promotion from within ultimately to maintenance manager has produced dismal results primarily because no training is being provided. No public seminar or course can fill this need. This training must come from within. It must not only be industry–specific, it must be site-specific.   These factors were the incentive for creation of the Mining Maintenance Management Course. It mitigates all of these negative training factors by providing complete on-site maintenance management training available to all - - anytime - - without limits. See attachment.
More - What's Maintenance and What's Not!
PAUL D TOMLINGSON
If its equipment and you do something to keep it running, make it run or make it run better then it’s maintenance. If its equipment and you modify it or move it, that’s not maintenance. If you build, construct or install something, you can’t maintain it until it exists. Wait, there’s more . . .   All equipment is in a constant state of deterioration. That’s why PM is ‘detection oriented.’ The idea is to find the problem and fix it before it blows up!   An overhaul can’t be PM as some think. When an overhaul is required there is so much wrong with the equipment that it must be removed from service. There is nothing left to prevent.   Overhauls and rebuilds are not the same thing. You rebuild the truck engine. And you overhaul the truck.   If your objective is to avoid premature equipment failure and extend equipment life, it’s PM.   If the idea is to use continuous monitoring to asses equipment performance to extend equipment life and avoid the consequences of failure its Reliability Centered Maintenance (RCM). And if you are trying to identify the causes of failure and reduce or eliminate them, you must be able to define reliability. Try this:    Reliability – A measure of the capability of a unit of production equipment, process or circuit to operate at designed capacity within its specified operating envelope while adhering to prescribed maintenance requirements within a designated time period and meet established levels of product output or service duration.     Other stuff  - -     When maintenance has not determined which work requires planning, bad stuff happens. First, planners are overcome with processing work orders for jobs that don’t need planning. Then, by the time the maintenance supervisors are alerted, these small jobs have become emergency repairs. And, when the planner realizes he has been conned into ‘the work order administrator’ he has no time left to plan anything.   The term ‘CMMS’ doesn’t really exist. Few maintenance organizations have a dedicated information system. Most use a work order system which is part of a fully-integrated system also used for inventory control, payroll or purchase order tracking all tied to an accounting. It’s a mystery why other departments think the work order system is the exclusive means of maintenance work control. If you do work - - of any kind - - like road grading in the pit - - use the work order system.      The most successful maintenance managers are those who have figured out that they need help from other departments and have managed to tell them how!   The best mine or plant managers are those who recognize that maintenance needs help from other departments and verifies that they get it.   Operations supervisors are really diplomats. They must ensure that operators don’t bust the equipment while trying to find out what maintenance really does and how to get it.   Maintenance craftsmen are actually ‘frustrated art appreciators’. They know that well-planned work make their jobs easier and allows them to perform higher quality work.   Maintenance foremen have the most difficult jobs in industry. No matter who busted the equipment or who is responsible for the ‘no show’ preceding the sudden failure, it’s their fault!   In the view of most operations folks, ‘downtime’ is only a maintenance term.                   
Mining, Process Plant, Maintenance & Safety Training
PERFORMANCE ASSOCIATES INTERNATIONAL
Excellence in Mining, Process Plant, Maintenance, and Safety Training  Performance Associates International, Inc. (PAI) is the world leader in online and on-site training for the mining industry. We provide organizations with a single source for assessments, skills training, continuing education, safety training and compliance mandates, and more. Our first-class content guides your staff to gain the critical knowledge they need to work safely and efficiently today.  Our proven, leading-edge industrial training programs improve performance in existing operations and ensure success during the start-up of new operations. Our training programs have saved companies millions in personnel accident prevention, production loss, and equipment damage. We partner with our customers and consult collaboratively to provide the analysis and content development to meet your needs.  Services PAI Offers  Plant Operator Training Our three-tier concept for effective plant operator training starts with fundamental knowledge and progresses to plant-specific concepts that are reinforced through detailed animations and interactive simulations.  Maintenance Training We custom build state-of-the-art maintenance training programs using exploded graphics, explanatory text, detailed procedures, and management systems.  Mobile Equipment Operator Training Our first-class training program focuses on operator controls and indicators, safety, and performance optimization. It also includes operating, emergency, and troubleshooting procedures. Commissioning and Start-Up We can identify, track, and control the thousands of activities that must occur for the successful commissioning and start-up of a process plant. There is no shortcut to a successful start-up. Testing and Tracking Systems We can help manage and track the performance of employees to improve the overall performance of the mine and plant industrial training programs. Our testing and tracking systems provide invaluable assistance in safety and operational compliance.  Introductory and Safety Training Off-the-shelf introductory and safety training packages are an excellent source for mine and plant industrial training courses. They provide fundamental knowledge and basic training concepts. Now offering online courses! E-Learning, Animations, and Simulations Our interactive e-learning keeps trainees focused and engaged. Our experienced in-house multimedia team develops state-of-the-art graphics, virtual and mixed reality training, stunning 3D animations, and technically engineered simulations of real-world scenarios. Other Services We also provide many services relevant to planning, analyzing, and evaluating process plants, including: ·         Operations readiness plan. ·         Planning studies. ·         Quality management. ·         Systems implementation. ·         Statistical process control. ·         Reliability-based asset management. ·         Productive capacity studies. ·         Surveys and needs analyses. ·         Economic life analysis. ·         Process control strategies and methods. ·         Debottlenecking and process optimization. ·         Spare parts inventory and analysis. ·         Feasibility studies. ·         Consulting assistance. Consulting * Gap Analysis * Content Development * LMS * On-Site * Train-the-Trainer * E-Learning * Process Plant Optimization * Training * Safety * Mine Training * Plant Operator Training * Maintenance * Mobile Equipment * Competencies * Commissioning  
Mining, Process Plant, Maintenance & Safety Training
PERFORMANCE ASSOCIATES INTERNATIONAL
Excellence in Mining, Process Plant, Maintenance, and Safety Training Performance Associates International, Inc. (PAI) is the world leader in online and on-site training for the mining industry. We provide organizations with a single source for assessments, skills training, continuing education, safety training and compliance mandates, and more. Our first-class content guides your staff to gain the critical knowledge they need to work safely and efficiently today. Our proven, leading-edge industrial training programs improve performance in existing operations and ensure success during the start-up of new operations. Our training programs have saved companies millions in personnel accident prevention, production loss, and equipment damage. We partner with our customers and consult collaboratively to provide the analysis and content development to meet your needs. Services PAI Offers Plant Operator TrainingOur three-tier concept for effective plant operator training starts with fundamental knowledge and progresses to plant-specific concepts that are reinforced through detailed animations and interactive simulations. Maintenance TrainingWe custom build state-of-the-art maintenance training programs using exploded graphics, explanatory text, detailed procedures, and management systems. Mobile Equipment Operator TrainingOur first-class training program focuses on operator controls and indicators, safety, and performance optimization. It also includes operating, emergency, and troubleshooting procedures.Commissioning and Start-UpWe can identify, track, and control the thousands of activities that must occur for the successful commissioning and start-up of a process plant. There is no shortcut to a successful start-up.Testing and Tracking SystemsWe can help manage and track the performance of employees to improve the overall performance of the mine and plant industrial training programs. Our testing and tracking systems provide invaluable assistance in safety and operational compliance. Introductory and Safety TrainingOff-the-shelf introductory and safety training packages are an excellent source for mine and plant industrial training courses. They provide fundamental knowledge and basic training concepts. Now offering online courses!E-Learning, Animations, and SimulationsOur interactive e-learning keeps trainees focused and engaged. Our experienced in-house multimedia team develops state-of-the-art graphics, virtual and mixed reality training, stunning 3D animations, and technically engineered simulations of real-world scenarios.Other ServicesWe also provide many services relevant to planning, analyzing, and evaluating process plants, including:·         Operations readiness plan.·         Planning studies.·         Quality management.·         Systems implementation.·         Statistical process control.·         Reliability-based asset management.·         Productive capacity studies.·         Surveys and needs analyses.·         Economic life analysis.·         Process control strategies and methods.·         Debottlenecking and process optimization.·         Spare parts inventory and analysis.·         Feasibility studies.·         Consulting assistance.Consulting * Gap Analysis * Content Development * LMS * On-Site * Train-the-Trainer * E-Learning * Process Plant Optimization * Training * Safety * Mine Training * Plant Operator Training * Maintenance * Mobile Equipment * Competencies * Commissioning
Training Pays: Actual vs. Projected Start-Up Results
PERFORMANCE ASSOCIATES INTERNATIONAL
Developing a profitable mining venture is no small matter. It requires enormous initial investments in research, construction, and equipment. But a mineral processing plant does not run itself. Even with the best equipment and good ore quality, optimal results are dependent upon keeping the process running smoothly, avoiding process upsets, maintaining process variables in the desired range, and minimizing breakdowns and downtime. A highly trained workforce is an essential element in a successful, and profitable, start-up. The knowledge and abilities of plant operators and maintenance personnel can make or break an operation. Trained operators know what to look for during preoperational and routine inspections, allowing maintenance tasks to be planned and unexpected costly breakdowns avoided. Trained operators know what variables exist at different stages in the process and how to make appropriate adjustments in real time. Trained maintenance personnel are well acquainted with the plant equipment, and maintenance planners can schedule work and maintain a spare parts inventory to minimize downtime. Additionally, new operations that train their workforce just prior to plant commissioning can utilize their operators in the commissioning process. Having been trained and gained field experience through plant commissioning, operators are ready to hit the ground running once feed is introduced. A faster ramp-up means more earnings, more quickly. The cost of developing a proper training program is a small percentage of the overall engineering, procurement, and construction budget but it constitutes a large percentage of the gains realized from a successful start-up and ramp-up to full production. Performance Associates International (PAI) has designed and presented custom training programs for operators and maintenance personnel in metallurgical plants around the world for over 35 years. We are proud to have been part of the successful start-ups at Lundin Mining’s Eagle Mine, Vale’s Voisey’s Bay project, and Torex Gold’s El Limon-Guajes project. Click Download to view the actual vs. projected start-up results from these three metallurgical plants that made use of PAI’s custom-built training programs and on-site training.
PROCESS CONTROL TRAINING— SIMULATORS ARE ONLY HALF THE STORY
PERFORMANCE ASSOCIATES INTERNATIONAL
With reference to greenfield plant projects, using process simulators similar to the designed plant Human-Machine Interface (HMI) or Distributed Control System (DCS) has become common practice. These simulators represent a “virtual plant” based on process modeling of the circuit chemistry and thermodynamics, and on the physical nature of the plant, including equipment, valves, piping, etc. The virtual plant allows trainees to troubleshoot problems, optimize process variables, react to alarms, etc., all based on the process simulation model. Performance Associates’ experience is that this complex simulator training is valuable, but only after more in-depth training on the process and control logic. To truly optimize a process plant, prior to simulator training, the control room operators must have detailed knowledge of the following:  Process objective of each process system, comprising a group of unit operations.  Process objective of each unit operation.  Process chemistry and the variables affecting it.  Important characteristics of each unit operation, the variables affecting it, and the impact on downstream unit operations.  Plant control loops, interlocks, and alarms.  Safety issues related to the process and control schemes.  Operating procedures for start-up and shutdown under various scenarios, as well as important operator tasks. Additionally, trainees must be intimately familiar with the applicable fundamental scientific concepts, such as pressure, temperature, heat exchangers, electricity, PID control logic, combustion, etc. With this fundamental and plant-specific foundation, the process simulator can be fully exploited for training.
Process Control Training—Simulators Are Only Half the Story
PERFORMANCE ASSOCIATES INTERNATIONAL
With reference to greenfield plant projects, using process simulators similar to the designed plant Human-Machine Interface (HMI) or Distributed Control System (DCS) has become common practice. These simulators represent a “virtual plant” based on process modeling of the circuit chemistry and thermodynamics, and on the physical nature of the plant, including equipment, valves, piping, etc. The virtual plant allows trainees to troubleshoot problems, optimize process variables, react to alarms, etc., all based on the process simulation model.  Performance Associates’ experience is that this complex simulator training is valuable, but only after more in-depth training on the process and control logic. To truly optimize a process plant, prior to simulator training, the control room operators must have detailed knowledge of the following:Process objective of each process system, comprising a group of unit operations.Process objective of each unit operation.Process chemistry and the variables affecting it.Important characteristics of each unit operation, the variables affecting it, and the impact on downstream unit operations.Plant control loops, interlocks, and alarms.Safety issues related to the process and control schemes.Operating procedures for start-up and shutdown under various scenarios, as well as important operator tasks.Additionally, trainees must be intimately familiar with the applicable fundamental scientific concepts, such as pressure, temperature, heat exchangers, electricity, PID control logic, combustion, etc. With this fundamental and plant-specific foundation, the process simulator can be fully exploited for training. 
On Demand Webinar: Mud Management with the Multiflo Mudflo Pump
SEMCO Publishing
The webinar, moderated by North American Mining magazine editor Donna Schmidt, will feature Weir Minerals Australia applications engineering business manager AARON SCHOT, who will discuss diverse problems dealing with mud, sludge and spoils in mining and how they can be transported safely and efficiently across sites continuously without impacting machinery – and while minimizing personnel involvement in that process for greater miner safety. Hear more about the Multiflo Mudflo solution, its history, and how the pump can be integral to an advanced sites’ dredging plans. About Aaron Schot:Aaron, business manager for Applications Engineering at Weir Minerals Australia, joined the company as a graduate engineer after completing a Bachelor of Engineering (Mechanical) in 2014 at Queensland University of Technology (QUT). Since then, Aaron has held multiple roles within Weir Minerals working primarily with the Multiflo product, specializing in formulating the engineering design of electric and diesel dewatering pumping solutions for both domestic (Australia) and international customers across the mining, municipal and agriculture industries. During his tenure with Weir Minerals, Aaron has also completed a significant amount of work developing and designing new fuel management systems within the Hydrau-Flo™ brand. About the moderator:Donna Schmidt, editor of North American Miningmagazine and the globally focused Miners News weekly e-newsletter and news editor for The ASIA Miner, has been a part of the trade press community for nearly 18 years and has hosted a number of webinars for mining suppliers and partners on a various topics including digitalization, automation and site efficiency, among others. Part of the editorial staff of SEMCO Publishing, which is also home to titles such as Rock Products, Concrete Products and Cement Products magazines, has directed editorial at both NAM and MinersNews.net since their respective inceptions in 2021.