The first of six papers showing how a mining enterprise supported by a maintenance organization performing at the “world-class” level stands to reap many benefits including sustained, continuing productivity and profitability. Over the course of this series, the actions needed to achieve world-class mining maintenance status are explained in six consecutive steps that lead to recognition as a first-rate organization with productive employees performing quality work, and consistently reliable equipment to meet production and quality goals. Developed by Paul D. Tomlingson, maintenance management expert and author of the book, “Maintenance in Transition—The Journey to World-class Maintenance,”

Clarity® Synthetic EA Gear Oils are readily biodegradable high performance gear oils that meet EPA Vessel General Permit (VGP) requirements for environmentally acceptable lubricants. They are designed to give maximum protection in industrial gear applications on vessels and in environmentally sensitive areas.

Clarity® Synthetic EA Hydraulic Oils are readily biodegradable high performance hydraulic oils that meet EPA Vessel General Permit (VGP) requirements for environmentally acceptable lubricants. They are designed to give maximum protection in hydraulic equipment used on vessels and in environmentally sensitive areas.

The authors describe the application of remote isolation systems in mining industry conveyance systems and offers case study details where these systems have been installed.

Working with Eaton can help you better manage costs, mitigate risk, protect people and equipment.

In 2013, Mexico’s Cobre del Mayo (CDM) was attempting to solve common, yet complex issues at its open-pit copper mine in southern Sonora, 21 kilometers from the town of Alamos. CDM produces grade-A copper cathode, supplied as refractory, and vein-type ore for processing into concentrate. The mine is a copper porphyry system, structurally controlled by shear faulting with mineralization stockwork, disseminated and variable depth ranging oxidation.

Situation – Today, many maintenance organizations are still not satisfied with the expensive, often complex and difficult to use information systems intended to help them control work. After many years problems still exist that should have been resolved long ago.

Discussion of why many fully-integrated industrial information systems fail to effectively support maintenance work control needs.

Maintenance supervisors have difficulty using work order system elements forcing them to use inadequate work control methods that provide neither control nor data required to develop essential information.

Information system elements are inadequate for some aspects of maintenance work control. But, maintenance organizations who have failed to define their programs and specify information needs have contributed to this problem.

A quality mine maintenance program is the best assurance that the 35% of operating costs typically spent on maintenance yields consistently reliable production equipment upon which mine performance depends. The accompanying Powerpoint presentation: Implementing the Plant/Mine Maintenance Management Program (93 slides) is provided as a professional courtesy to help evaluate your existing program or develop, document and implement a similar program. Additional Powerpoint presentations are available. A listing appears at the end of the presentation.

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.

The maintenance workload is the identification of the essential work carried out by maintenance. When properly identified it avoids confusion by clarifying the nature of required work and, most importantly, provides a direct means of establishing the correct size and craft composition of the workforce required to carry it out.

Reliability Centered Maintenance (RCM) is one of the most effective ways to improve the impact of preventive maintenance. While traditional preventive maintenance can avoid some premature failures, RCM adds advanced condition monitoring technologies to identify potential failures far more quickly and accurately while concurrently identifying root causes to eliminate or reduce their impact. A series of 6 phases examines the implementation of Reliability Centered Maintenance.

Part 2 provides an outline of the eight (8) steps recommended for the implementation of Reliability Centered Maintenance.

When mining maintenance requires improvement an evaluation is the essential first step of the improvement effort and a guarantee of its success. The evaluation avoids guessing at what needs to be improved, how and the priorities of corrective actions. The result is a realistic plan of action instead of confusion, frustration, disappointment and no improvement. Here’s how to get started.

Part 3 of Implementing RCM discusses Identifying Critical Equipment; Reliability and identification of failure patterns and Responses to general failure patterns.

Reliability Centered Maintenance identifies and applies maintenance responses to specific types of failures.

Updating the PM Program - RCM implementation will alter the nature of the PM program by changing the ‘detection’ processes. Inspections conducted on time-based intervals, for example, might give way to condition-based monitoring. Some time-based services might be supplemented with condition-based monitoring and some equipment might be subjected to redesign to better meet new requirements for reliability. Still other equipment especially of a non-critical nature might be allowed to run to failure. Explore these significant and worthwhile benefits.

Part 6 – Implementing Reliability Centered Maintenance describes the repair history capability and the use of analytical tools to support RCM implementation and ooperation.

The diversity of mining operations, experiences of personnel and numerous other factors may preclude standardizing mining maintenance terminology. However, a clarification of maintenance actions and procedures can improve common understanding and communication among all who perform maintenance, support it or depend on its effectiveness. Toward those objectives the following Mining Maintenance Terminology definitions are offered for your consideration. Any feedback can be incorporated into a revised document for subsequent publication. Contact: [email protected].

My 'best effort' at listing maintenance terminology was posted a few days ago. So far lots of 'views' and 'downloads' but very little 'feed back.' Let's take a second look and make this a document that proves mining maintenance really knows what we are talking about. Your input will be incorporated into a revised document for subsequent publication.

The primary purpose of posting Maintenance Terminology was to solicit feedback adding, modifying or removing the definitions listed. So far there have been numerous views and downloads and only one offer to add a definition. My 'best effort' at listing these definitions of common mining maintenance terminology warrants a closer look and some feedback. It seems important that mining maintenance establish that 'we do know what we are talking about.' And more importantly we inform those who rely on maintenance to know as well. Feedback to: [email protected]. A subsequent listing will incorporate your additions or modifications.

What kind of work does maintenance perform and how is it controlled?

Chevron Products Company has a competitive family of hydraulic oils. Our hydraulic oils, when combined with an effective maintenance program including system cleanliness, can help to improve productivity, reliability and uptime and help minimize costs including fuel costs, and in many cases create a material improvement to your bottom line.*

UNDERSTANDING THE BACKLOG - It is not . . . “the work we ain’t done yet” . . . as many think. Rather, it is a valuable management tool enabling workforce size and craft composition to be determined and labor more effectively managed.

Setting Maintenance Work Priorities - By setting maintenance work priorities, the relative importance of a single job in relationship to other jobs, operational needs, safety or equipment condition is established and a time period is assigned within which the work should be completed.

Although many mines and processing plants have sophisticated maintenance cost information systems, cost control relies ultimately on management actions based on the information such systems generate. A systematic management approach to solving problems and implementing solutions is the key to effective maintenance cost control

What do you need to know to choose the right hydraulic oil to optimize you operations, and what are your options? Now that you’ve determined what properties are needed for your plant’s plastic products manufacturing machinery, have you considered the cleanliness of that fluid? Fluid cleanliness is important in hydraulic system, and particularly in precision equipment like plastic products manufacturing machinery operating at high pressure.

What do you need to know to choose the right hydraulic oil to optimize you operations, and what are your options? Now that you’ve determined what properties are needed for your plant’s plastic products manufacturing machinery, have you considered the cleanliness of that fluid? Fluid cleanliness is important in hydraulic system, and particularly in precision equipment like plastic products manufacturing machinery operating at high pressure.

Determination of equipment availability levels to meet production targets is strongly influenced by the quality of maintenance support. But for maintenance to deliver reliable equipment and operations to meet production targets, mutual understanding of the elements that impact availability is essential. Comments on the illustration are most welcome.

Addition of nano-sized WS2 additives to oil enhances the performance of the oil, reduces metal wear and increases productivity of engines and hydraulic equipment. Fleet trials have shown the product's value in a range of engines in different vehicle sizes.

As a fledgling democracy in a resource-rich nation, stability and continuity is important for the future development of Mongolia. Techenomics Mongolia is one of a number of mining technology companies playing a part in Mongolia's ongoing growth.

A trial of the use of nano-sized WS2 oil additives in various fleet vehicles operated by a council in a mining area of regional New South Wales, Australia, has demonstrated considerable cost savings for the council and important environmental benefits. The trial showed that the additives increase the life of the oil, and its performance, thereby boosting productivity and reducing maintenance costs. The additives reduce friction and limit metal wear. They are reduce the production of harmful emissions, thus reducing the council's environmental footprint.

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.

These recommended duties and responsibilities of key maintenance personnel provide guidelines for efficient maintenance interactions and interdepartmental cooperation that can enhance the overall maintenance performance,

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.

For more than 122 years, Whitmore has been providing high quality performance products to industry. We continue to set the protection standard for the lubrication and reliability industries in the most adverse conditions and demanding environments. Whitmore is a leading provider of innovative products and services which increase the reliability, performance and lifespan of industrial assets. We manufacture reliability products, high performance lubricants, friction modifiers, rail lubrication equipment, lubrication management systems and cleaners designed to meet the specific needs of each industry and application.

Optimisation and productivity are buzz words in mining at present and they also apply to maintenance. In order to have sustainable mining operations, it is important that due attention is given to optimising maintenance, which Techenomics does with its oil analysis, condition monitoring and fluid management services, complemented by the tungsten disulphide additives it distributes.

Any maintenance improvement effort should be initiated with an evaluation to identify and prioritize essential improvement needs. Comparing current performance against proven standards is an effective means of evaluating to establishing a realistic improvement plan and guide the improvement effort.

There are no world class maintenance organizations. Rather, there are ‘world class’ mining organizations that include a world class maintenance organization. Maintenance, by itself, is a service-provider. When that service is exceptional, it is made that way because maintenance is operating in a mining environment that requires it to be exceptional. Mining managers will have created a working environment in which maintenance can be exceptional. They have caused operations to accept responsibility for the effect utilization of maintenance services and staff departments like warehousing or purchasing to provide exceptional service because it is expected of them. World class status is only achieved when there is a total operation effort.

Successful implementation of Reliability centered maintenance (RCM) creates circumstances that sharply increase the equipment problem detection capabilities of preventive maintenance. In turn, gains in the ability to plan more work help maintenance to deliver consistently reliable production equipment for its mining operation.

The authors describe the application of remote isolation systems in mining industry conveyance systems and offers case study details where these systems have been installed.

Education – A Counterbalance to the Mining Maintenance Challenge. The already difficult circumstances of mining maintenance are compounded by remote locations, indigenous workforces, recruitment of management personnel and a whole range of difficulties, some unexpected. Many of these adverse circumstances can be offset by educating the mining workforce on how they can help to make maintenance more effective. Please see the Mining Maintenance Management Course.

The maintenance supervisor holds the most difficult job in mining. Don’t think so? Then consider his daily situation.

Consider the impact these five educational steps could have to help improve maintenance performance. Initially, clarify internal maintenance actions. Then specify help needed from other departments. Finally, secure the dedicated overall direction from mine management in a mine-wide coordinated maintenance effort

Solving the Mystery of Improving Maintenance Maintenance often represents over 35% of total mine operating costs. Yet, little is known by the general mining population of the details of what maintenance does, how they do it and the help, support and cooperation they require. Many see maintenance as a ‘closed book.’ Herein are both the problem and the solution. Maintenance has done little to explain what they do, how they do it and specify the help that they need.

Mining is unique among all industries as are the challenges of maintaining its equipment. Successful maintenance will require fully-coordinated help from all departments and knowledgeable, dedicated management oversight. Effective training can help to meet these requirements. Un fortunately, public seminars on maintenance management are seldom mining-specific and are usually generic. Little that is useful can be learned from these generalizations or from non-mining attendees. Attendance fees and travel expenses can be prohibitive. Attendance from remote mining locations is seldom possible. These remote workforces can include local recruits unfamiliar with mining and are often staffed with ex-pats with widely diverse backgrounds and experiences. Training can enable them to perform consistently as a reliable team. All of these training needs can be met by the Mining Maintenance Management Course specifically designed for on-site training conducted by your own personnel.

No Maintenance Program – Major Omission Attention Mine Managers – If maintenance does not have a program parallel to the one described in this article, don’t expect them to be able to deliver consistently reliable production equipment. Here is how to correct that situation. See an important notice at the end of the article.

A maintenance program that prescribes who does what, how when and why is the primary necessity for effective maintenance. Without it you are wasting your time. Here's the proof.

Maintenance Planning Essentials Please review the PowerPoint presentation to learn the essential, proven planning techniques that ensure the significant benefits of well-planned work are achieved. Note especially the illustrative diagrams, informative captions and the detailed instructor’s notes that ensure effective training.

The mining operation that understands who does what about performing or supporting maintenance, how, when and why can meet the objective of providing consistently reliable production equpment. A well informed workforce confident in all aspects of achieving effective maintenance guarantees this reality. The reality is the development, documentation, implementation and operation of a proven mine maintenance management program.

Learn what World Class mining organizations do to make maintenance planning more efficient, deliver reliable production equipment, reduce cost and help ensure mine profitability. Implementation of these 10 actions can have a direct, positive impact on maximizing maintenance performance. A must read for all mining and maintenance managers whose objectives include improving maintenance.

The utilization of professional training materials in the conduct of on-site maintenance management training has many advantages. Training can accommodate the availability of key personnel to avoid conflicts with operating schedules. As many personnel as necessary can be trained, singly or in logical organizational groups. Personnel from several departments can be trained together to clarify interdepartmental roles and actions. Presentations can be repeated for new personnel or those assigned new responsibilities. Individuals can train themselves. Training needs at remote mining locations are met avoiding expensive attendance fees and travel expenses to distant venues. Training solutions and recommendations are based on actual, realistic and proven situations unique and directly applicable to the mining industry.

Browse the directory for Haulage & Loading 2017. This includes complete exhibitor list and contact information along with the technical program for the conference.

A maintenance organization was found to be planning only 21% of all work. Study revealed that most equipment deficiencies were being discovered just before failure. Major jobs that required detailed planning were being attempted as unplanned work. As such, they cost too much, took much longer to complete, were hurried and often failed again prematurely. How was this situation corrected?

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.

This paper outlines the experience of one global cement producer that embarked on site surveys and studies to achieve arc flash safety compliance at 13 cement plants in the U.S. and Canada.

The purpose of this paper is to review a case study of a successful energy project at the ArcelorMittal Burns Harbor facility involving the addition of five new adjustable frequency drives (AFDs) used to regulate flow of the high-volume water spray system for the runout table (ROT). The paper will outline 1) processes used in justifying new technology updates, 2) mill alignment with the serving electric utility to leverage energy credits, 3) equipment selection and installation and 4) metrics used to demonstrate the project delivered the desired payback.

The Mining Maintenance Management Course is ideal for training maintenance personnel on the procedures, techniques, strategies and methodologies required to manage maintenance effectively. While maintenance personnel are the primary audience, staff organizations and operations will learn how to focus their support and cooperative efforts to enhance maintenance performance. Mining managers will appreciate recommended policies and key indices to guide and monitor the overall maintenance effort. The overall course objective is the development of a cohesive, efficient team from manager to worker to meet the unique maintenance requirements of the mining industry.

The Elusive Qwest for World Class Maintenance - ‘Seat of the Pants’ Maintenance Isn’t Good Enough - A major deficiency of too many mining operations and the explanation of most maintenance problems is no program. As a result, maintenance personnel who are to carry it out or support it (like purchasing, warehousing and operations) are confused and uncertain about how to help. Mine managers are frustrated and impatient, expecting that maintenance should, by now, know what they are supposed to do and how. Too many assumptions have been made starting with the mine manager who should have said, "I want a logical, well-defined program about maintenance that fits our operating plan and I want all mine personnel to understand it, support it and make it work." To those mining operations and their maintenance departments who insist they know what to do, have them prove it with a well-documented program. Many can’t.

A maintenance organization was found to be planning only 21% of all work. Study revealed that most equipment deficiencies were being discovered just before failure. Major jobs that required detailed planning were being attempted as unplanned work. As such, they cost too much, took much longer to complete, were hurried and often failed again prematurely. Read how this situation was corrected.

Here are some of the maintenance planning/scheduling questions that require resolution if this activity is to be carried out efficiently.

Significant work control problems are needlessly created when there are no criteria for determining which maintenance work requires planning.

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  

Three dimensional animations integrated into a process plant computer-based training (CBT) program can greatly enhance trainee understanding of process equipment. This introductory maintenance manual and animation provides a narrative description of a jaw crusher’s location in the process, its function, components, and maintenance requirements. The animation introduces maintenance personnel to the jaw crusher in a dynamic visual context. The narrated animation replaced the standard text and graphics in the description section of the equipment maintenance (CBT) module. The descriptive text was adapted to a narrative form. Multimedia specialists used engineering drawings and photographs to create models of the equipment and animate the modeled images to illustrate the key concepts and components in concert with the narration.

During the final stages of metallurgical plant construction there is tremendous pressure to commence production. More often than not, there will have been budget overruns and schedule delays. Corporate management and investors are naturally anxious to generate cash flow. This pressure may evolve into a fast-track culture regarding the commissioning and start-up.  www.perfnet.com 

During the final stages of metallurgical plant construction there is tremendous pressure to commence production. More often than not, there will have been budget overruns and schedule delays. Corporate management and investors are naturally anxious to generate cash flow. This pressure may evolve into a fast-track culture regarding the commissioning and start-up. www.perfnet.com 

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.

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.

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. 

The geology report, feasibility study, and mine plan look great. Why do so many mining project start-ups fail to perform? Most mining companies put a great deal of emphasis on the nature of the reserve, the mine plan, the extraction process to be used, and the process plant design—obviously all very important. Even when large, highly regarded engineering, procurement, and construction firms develop the project, operating results are very often disappointing. In this paper, we explore the role of Operations Readiness on the financial impact of mining project start-ups. A relatively small investment in operations readiness produces a huge financial return. Many investment firms, as well as mining company senior executives, fail to consider this important factor in operating success.

Founded in 1983, Performance Associates International (PAI) is the worldwide leader in mine and plant industrial training. Our custom training modules and on-site training have improved start-up success and operations for clients on nearly every continent. We invite you to experience one of our e-learning training modules. Here you will see a video demonstration of a sample principle of operation from an e-learning module. A principle of operation describes in detail how a piece of equipment or a process works. In this sample, you will learn about Jameson Cell flotation technology and how its design allows for more efficient mineral separation in a much smaller tank than traditional column and mechanical flotation cells. We describe in detail the key components of the Jameson Cell and the operating principles. At the end of the module, a test will help assess what you learned. In a full training program, test results can be recorded and tracked in an LMS. A principle of operation like this would be only one of many included with a full plant operations training program. Note: This is a sample and does not contain the Jameson Cell training module in its entirety. If you would like to try out this e-learning module, please contact Kenneth Slack at [email protected] or +1-520-544-2220.

How can the overall performance of your plant be determined? Most plants calculate availability, or the percent of the time the plant or a particular circuit is operating, as well as overall production and recovery. But, is this information enough? Does it provide sufficient fine-grained information on where improvements can be made? This paper suggests five quantitative factors applied to a plant or to individual parts of a plant that identify the productivity of the plant—in other words, its productivity profile.

In this interactive PDF, we talk about common training myths and our responses.

How can the overall performance of your plant be determined? Most plants calculate availability, or the percent of the time the plant or a particular circuit is operating, as well as overall production and recovery. But, is this information enough? Does it provide sufficient fine-grained information on where improvements can be made? This paper suggests five quantitative factors applied to a plant or to individual parts of a plant that identify the productivity of the plant—in other words, its productivity profile.

Ensure that your plant has a good inventory of spare parts on hand by learning how to collect the data necessary to build your own spare parts inventory model.

Re-visit the AggMan of Year for 2017! This issue also features the top 25 new equipment introductions, best practices in screening, and much more.