NPSH is the abbreviation for Net Positive Suction Head, the condition most often associated with suction cavitation. This can be a confusing concept for people who use pumps so the following is an explanation in plain English.

Many people look to implement drones into their operation and only go as far as to think about the data they are receiving. At Firmatek, we enable our clients by giving them more than just a number. We believe in using the right tool for the right job, so we work with our clients to provide a solution that works for them. Sometimes that means we do everything from collecting the data to analyzing it and providing analysis and results. Other times, we put a drone in the hands of our clients and they collect the data and we do the analysis; often, we do a combination of both. Our clients take the analysis we provide and use it to elevate their business intelligence and improve their efficiencies. That's why Turner Mining Group chooses our drone solutions. Download our resource to learn more about our Q&A with Turner Mining Group at the AEC Next conference this week.

Does Firmatek hire drone pilots? The short answer is no. Providing key insights is our WHY. Collecting data, whether with drones or other tools, is just the tip of the iceberg of WHAT we do. Because of this, when we hire we look for skill sets beyond Part 107. We hire people who speak our client's language— mining, geology, construction, energy, and civil engineering. Andrew Maximow provides an in-depth explanation on our blog. Check it out here!

Mixing things up in the work place often causes people to go into panic mode. Uncertainty registers as an error, gap, or tension in the brain: something that must be corrected before one can feel comfortable again.For example, many sales people in the Heavy Building Materials industry love their current manual or isolated sales processes because they’re easy, they are familiar with these processes, and they have very few constraints. However, the rest of the organization often suffers from the headaches resulting from the lack of visibility associated with these processes. This ultimately negatively impacts your organization’s operational stability and growth plans. Having an easily accessible tool that can house information electronically in one place makes it much easier for the entire organization to view order information and access historical data.

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.

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. 

                  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.

Get More Performance Out Of Your Crusher impactor maintenanceThere’s an urban legend out there about the company whose maintenance crew mistakenly installed a new crusher with the rotor spinning backwards. It still worked! And you think you have issues? To get the most from your equipment investment, you need to put in the time. Yes, a crusher costs a bit more than your average automobile, but that doesn’t mean it’s maintenance-free. An automobile needs oil changes too, right? Performing regularly scheduled maintenance on impact crushers is crucial for guaranteeing day-to-day reliability and optimum product output. Did you know you can boost output and quality by doing just a little bit more? Even daily cleanups and inspections can increase service life. It’s a no-brainer, though possibly easier said than done. Here are some steps and practices to incorporate in your ongoing operations and maintenance. Beginning with maintenance team education, parts logs, and general maintenance record keeping, plus troubleshooting, these guidelines will help your crusher go the distance. Training: Proper training for consistent maintenance is one of the most fundamental requirements for successful, reliable production. Begin with the crusher’s operation and maintenance manual. Incorporate the manual’s suggested routine maintenance schedule into the maintenance team’s duties. Appoint a “lead person” for each crusher as the go-to for that machine. This person is the historian for the unique operational adjustments the producer has incorporated for raw feed and product requirements. Daily log (document the following every 8 hours): Amperage draw: See if it changes from day to day. If amperage is exceeding normal levels, it could be a signal of bearing problems, loose belts, or general feed issues. Coast-down time: You’re going to need to know (and log) how long it takes the machine to come to a complete stop after shutdown. Here’s why: If the time starts to shorten, this could indicate a bearing problem. Oil pressure: You’ll want to record performance in a variety of operating conditions. This will allow you to identify trends and help to detect problems before they cause costly damage or downtime. Daily maintenance (every 8 hours): Check oil level, sight glass, grease appearance, and other lubrication schedules. Check high temperature or low hydraulic pressure indicators and switches. Check wear parts. Tighten bolts. Inspect belts. Remove dirt and debris from crusher frame surfaces and areas around the machine. Check intake/discharge chutes for any obstructions and/or build up. Check alarms. If electrical changes are made or programs are altered in automated systems, verify that all alarms and interlocks function properly. Don’t be afraid to replace switches or timers that appear damaged or are in poor condition. This is more economical than a major overhaul, but never disable or alter any alarms or interlocks! Lubrication: Completely drain and thoroughly clean out the inside of the oil tank (if you have one) to eliminate any contaminants before refilling. Find contaminant sources. Contaminants such as dust particles and water can get in where oil leaks out. Inspect hydraulic systems and tag any leaks for corrective action on the very next maintenance cycle. Use the proper grade of oil. Use the proper specification of filters. Keep the oil breathers clean. Understand grease versus oil lubrication. Grease requires less-intensive maintenance than that of oil-lubricated systems. Automatic oil lubrication systems or sealed cartridge bearings are for higher speed crushers like vertical shaft impactors, air swept fine grinders, or high-speed cage mills. Most horizontal shaft impactors, hammer mills, and cage mill applications are below 1,000 rpm and grease is sufficient. Maintain a scheduled oil sampling program. By creating a baseline of normal wear, it helps indicate when abnormal wear or contamination is occurring. The exact condition of a mechanical assembly is reflected in the oil. Belts: Inspect V-belt drives for damaged belts or loose belt tension. By replacing cracked, glazed, torn, or separated belts, plus maintaining proper belt tension, you’ll optimize your plant’s performance. Wear parts: Don’t overextend wear parts. Avoid running them so long that they become too worn. You may find that you can no longer rotate breaker bars or interchange wear plates to lower wear areas — and now, you’ve lost half of the wear. Guards: Rubber and chain curtains located in the feed and discharge openings of the crusher are subject to wear and tear. Since they are a first line of protection, it’s important to inspect them regularly and to establish a schedule of regular maintenance. Electrical: When (or if) electrical changes are made, you’ll need to verify that all alarms and interlocks still properly function. Same goes for programs when altered in automated systems. Always check with the manufacturer before making any modifications. Spares recommendation: Keep the recommended spares on hand and order replacements as soon as they are used. A list of recommended spares may be included with your equipment operations manual. If not, contact the manufacturer for recommendations. Update your equipment: All equipment evolves, and the recommended manufacturer upgrades are a good investment for increased life and better crusher performance. Check with the manufacturer for any possible updates. Unapproved modifications: Manufacturer design engineers have considerable field experience, which helps them as they calculate the design and perform prototype testing. Their engineering tasks include calculating bearing loads and bearing clearances. They’ve also worked to maximize throughput by establishing the most efficient speed and setting combinations to optimize impact on the material undergoing reduction. So when plant personnel suggest modifications that alter the intended design, these changes will more than likely hurt the purpose of the original design. As a result, you’ll have a less productive and reliable crusher due to potential damage and overload. Since the manufacturer has a vested interest in how well the crusher performs, contact them before making any modifications Cage Mill Operation and Maintenance Requirements for optimum production and wear part utilization include the following: sleeve wear patterns cage wear pattern identification To increase multi-cage sleeve life, cage rotation should be reversed regularly, if possible. (Some cage mills can be reversed, while others cannot.) By reversing the cage direction, sleeves will be worn from both sides, thus extending wear life. Wear parts: Index and or replace sleeves periodically. Inspect or replace hopper ring and shaft protector, if needed. Cage rebuilding is an option. Bearings: Follow the manufacturer’s recommended specifications and schedule for lubrications, temperature, and vibration ranges of spherical roller bearings in pillow block housings. Horizontal Shaft Impactor Operation and Maintenance Variables affecting product gradation include the following: Rotor speed – Higher rotor speeds produce finer product output.Breaker bar wear & new edges crush finerBreaker bar changes. Apron gap settings – Closer gaps retain the feed longer producing a finer product. Breaker bar wear – Regular inspection and turning will lower operating costs. Throughput (tons per hour) – Overfeeding a crusher can make the output more coarse, but it also causes a number of wear and longevity issues making overfeeding a major concern to avoid. Moisture – Moisture cushions the impact, producing a coarser product. Apron wear – Worn plates can be replaced or moved to areas of lower wear. Spring bridge operation – Spring set height is critical to maintain proper operation of spring bridges. Spring bridges return the aprons to their original positions after an overload situation. The use of altered or non-specified springs can cause equipment damage or catastrophic failure. Requirements for optimum production and wear part utilization include the following: Protect inlet and outlet. Restrict maximum feed size. Maintain feed rate within allowable limits. Check rotor rotation. Use metal detection (required). Check for wear. Follow recommended breaker bar rotation setting sequence. Check rotor breaker bar, wedge, and stop block or jack screws. Check liners and breaker plates. Vertical Shaft Impactor Operation And Maintenance The vertical shaft impactor uses high rotor speeds (1,000 to 3,000 rpm) to apply high energies to the material, and since Energy + Material = Size Reduction, it can create sand from 2-inch feed. Requirements for optimum production and wear part utilization include the following: optimized parts in rotor tube Limit feed size. Use metal detection (required). Observe any vibrations with the use of continuously monitored vibration sensors. Listen to the equipment, if something sounds unusual, shut down and inspect. Limit recirculating product in a closed system. If using water for dust suppression, introduce it into the discharge area if possible. Introducing water in the intake will increase wear. Place weight match shoes opposite one another. The image above shows rotor tubes indexed 90 degrees providing a new wear surface. Wear parts include the following:recommended parts for vertical shaft impactors Shoes and tubes Anvil ring or other inserts Housing liners Rotor table liners and assembly Spares recommendation: Shoes (one complete set) Table liner Anvils (one complete set) Discharge plate The spare parts inventory shown above is recommended for vertical shaft impactors. Hammer Mill operation and Maintenance Up running hammer mills combine impact and shear to reduce material. Down running hammer mills primarily use shear by immediately taking feed to the screen or grate bars where hammers shear the material, until it passes through the openings. Requirements for optimum production and wear part utilization include the following: Lubricate bearings regularly. Regularly inspection (unclamp or unbolt front upper half housing for access to screens and hammers) liners, hammers, hammer bolts, rotor discs, grate bars, and screens. Spares recommendation: Hammers Screens Liners Grinding plate Summary A partnership begins between the manufacturer and the customer when the crusher is installed in the field. The manufacturer needs the customer’s help as much as the customer needs the manufacturer’s help to achieve the highest performance possible. Maintenance service after the sale, although mentioned last, is a central part of crusher system performance. And just in case, the manufacturer will have the people and the parts available 24/7 to assist with any problems. Regardless of the field application, the training of personnel is key to successfully and optimally operating equipment. For the size-reduction industry, crusher maintenance problems are mostly related to inadequate training. This exists at plants both large and small. The most effective education is a current and ongoing program for crews — and that’s what will result in legendary performance.

New plant, automation system double operation’s production capacity By Loretta Sorensen| November 10, 2017 Four generations of the Duff family have overseen quarry operations for the past 67 years at Duff Quarry Inc. in Huntsville, Ohio. Among the reasons for their long-term success is a focus on high-quality, economic throughput. “That’s one of our focal points,” says Ross Duff, vice president. “For the past 10 years, automation has allowed us to maximize safety, improve ease of maintenance and have direct oversight of material quality.” Photo courtesy of Duff Quarry Duff Quarry was bare farm ground when the late C.E. Duff purchased it in 1950. Its abundant limestone deposit runs about 400 ft. deep and covers around 400 acres. Today, with three locations, Duff Quarry includes Ohio Ready Mix and Mr. Concrete Builders Supply, employing more than 60 people in Huntsville, Russells Point and Bellefontaine. Customers come from within a 25-mile radius of Huntsville. New era The Huntsville quarry contains bluish-gray dolomitic limestone, which is ideal for construction materials like concrete and asphalt production, the company says. Upper layers of the quarry’s limestone deposit have a high magnesium content, giving the stone a reddish hue. Lower limestone layers, in laminated sheets, are dark gray. The quarry’s limestone is crushed and used in a number of construction projects, including private and business drives in the area. Duff Quarry customers also purchase a variety of crushed limestone products, riprap, concrete sand, mason sand and gravel. In 2005, when Duff Quarry was responding to increased product demand, it purchased a new limestone crushing plant from Stedman Machine Co. At the time, Duff was updating the plant it had used since 1956, seeking equipment that would offer flexibility with product size. The Duff family first learned about Stedman around 1956, when it purchased a Stedman 48-in. four-row cage mill to process agricultural lime at its old quarry. In 1994, Duff purchased a Stedman Mega-Slam crusher for a different location because the company believed it was a superior crusher with its portable plant. Over two and a half years, a Stedman affiliate, Innovative Processing Solutions, designed and fabricated the new automated system, which utilized Stedman’s 5460 Mega-Slam and 6460 Grand-Slam size reduction impact crushers. Innovative Processing Solutions specializes in custom solutions for bulk material handling systems, using equipment from Stedman and other manufacturers to create a variety of systems. The extended system design timeframe gave the Duff family the opportunity to develop a system that can serve them for many years. “We bought the plant in 2005, installed it ourselves and completed construction in 2007,” Ross says. “It was more than 95 truckloads of steel. Apex Engineering set up our automation. The plant uses twin Stedman impact crushers, a Deister grizzly feeder, scalping screen and twin finish screens.” Twelve employees kept the old plant running while the new plant was designed and installed. Prior to installing the new system, the quarry’s annual processing average was about 600,000 tons of limestone. With the new system, production averages 1.5 million tpy when running at full capacity. Customized crushing From left: Plant Operator Jason Beecraft, Mine Foreman Bill Page, President J David Duff and Vice President Ross Duff. Photos courtesy of Duff Quarry The quarry’s automated system includes a fiber linked A. B. Rockwell PLC system run by redundant Windows-based computer control rooms. Quarry operators manage the automation by utilizing an application that runs through two iPads. The system is set up so only one iPad can make system changes at any one time. The plant operator can access the automation system from anywhere on the mine site. “When we designed our plant, we wanted to avoid having our plant operator watch quarry activities from a remote control room,” Ross says. “Using the iPad allows the plant operator to have direct oversight of material quality and make immediate changes as necessary. “It also eliminated the need to contact the person in the main control center,” Ross continues. “A delayed response is not always the safest way to operate. If the plant operator is right there they can stop or start the plant and inspect any equipment to identify maintenance needs.” The iPad used to control the system uses a WiFi signal generated by a router installed in the quarry. Signal strength can vary but is always strong enough to make iPad use viable, Ross says. “You could even control our plant from an iPhone,” he adds. “Because of the phone’s screen size, that isn’t realistic. But in an emergency I could shut the plant down with my phone.” Initial concerns about dust affecting iPad operation were allayed because the iPad has no vent holes or keyboards that could collect dust from the quarry. “No proprietary software is loaded on the iPad,” Ross says. “It’s basically a touchscreen remote for the main control computer that runs Windows.” Although Duff Quarry’s automated system can be connected to the Internet for updates and other resources, it’s only connected for short periods of time to address a specific need. “Our primary network is an intranet,” Ross says. “We avoid Internet connections as much as possible to reduce hacking potential. Programmers can access our system remotely to adjust it, but we’re very cautious with that.” Precise products Stedman’s Mega-Slam is a primary impact horizontal shaft impactor that effectively handles large feed sizes. The machine is built to handle thousands of materials, ores and chemicals in wet and dry applications. Mega-Slam’s design offers safe and easy access for breaker bar replacement and access to all other areas of the crushing chamber, according to the company. The machine’s front opening feature eliminates the need for a crane. The Grand-Slam secondary impact crusher, meanwhile, is built to handle the same type of materials as the Mega-Slam. Through design simplicity, employees have safe and easy access to breaker bars and all other crushing chamber areas. The twin impact crushers give Duff Quarry the cube-shaped rock that provides greater psi strength when used in concrete mixes, which represents a significant portion of their business. Integrated with an automated variable frequency system, the grizzly feeder provides the variable speeds that allow for maximum throughput without overloading the crushing plant. “Our plant has amperage and motion sensors on every conveyor,” Ross says. “Belt scales directly control throughput on the feeder so production runs at maximum speed without overloading belts. We also use tramp metal detection and pneumatically controlled discharge gates to dump material. In the event that metal makes its way into the plant, our automation system empties all belts to protect the crushers.” Quarry-wide benefits Photo courtesy of Duff Quarry The dolomitic limestone at Duff Quarry is desirable for construction materials like asphalt and concrete. With its automated system, Duff Quarry can also manage electricity meter spikes because the system will automatically cut feed rate if production exceeds 840 tons for more than five seconds. Each crushing plant conveyor is equipped with terminal strips wired to communicate production information to one main processor, allowing one staff member to monitor conveyor performance. All feeders and conveyor operations data are also recorded for use in evaluating the system’s overall performance. The new plant system allows Duff Quarry to crush rock in a variety of weather conditions, including heavy rain. Pumps and drain lines under the plant ensure that flooding cannot occur. The Duff family expected to reduce maintenance issues by at least 50 percent with the new plant because automated data management provides evidence of equipment issues well ahead of a breakdown. Since the plant can now be operated with just two staff members, the company no longer shuts production down for lunch hours. Adjusting product size takes just minutes, and the same conveyor can be used to handle different product sizes. Doubling output Overall, Duff Quarry more than doubled production capacity with its automated system and new plant. “We also have brilliant staff operating the plant,” Ross says. “Bill Page, a foreman here for more than 40 years, is a great example of that.” Over the years, Page tried different methods to prevent screen media clogging. He never found an effective product or method, so Page developed his own: the Blinding Buster. “We wanted to ensure our material quality on the finish end was automated, too,” Ross says. “Bill patented an invention to eliminate screen blinding. Every screen media, by nature, will blind, given the right conditions. The Blinding Buster continuously sweeps blinding off finish screens while we’re in production.” The Blinding Buster consists of two major components: the control assembly and motor assembly. The control assembly wires are designed to connect to the normally open auxiliary contact of a screen’s magnetic starter. The screen can be set up to start manually if the motor start isn’t available. The motor assembly includes a standard 20-ft., 3/8-in. chain that can be cut to any length or extended to accommodate all screen sizes. Installing the Blinding Buster takes a 2-in. black steel pipe mounted level approximately 6 in. above the screen opening. The pipe has to be affixed so it doesn’t vibrate with the screen. “The Blinding Buster allows us to screen in subpar conditions when we normally wouldn’t be able to,” Ross says. “We are also able to dry screen finish products without washing. We’re so happy with this product that we’ve made it available to other quarry producers.” Loretta Sorensen is a freelance writer in Yankton, South Dakota. She produces material on a variety of topics, serves as a ghostwriter and has authored her own books.

How Much Does It Cost To Operate a Crusher? By Chris Nawalaniec Crushing equipment is the heart of an industrial material-processing system. The size reduction choice you make will have a profound impact on the profitability of your business. When the right choice is made, you should expect many years of profitable operation. How do you make the right crusher choice? Crushers are not glamourous. They are brute force workhorses and what they do is simple, really. Size-reduction equipment in all forms is adding energy to a material to make big pieces smaller. Simple, right? Cost versus Value What does it cost or what is it worth? Producers need to keep that simple equation in mind. We all have to keep our eye on the ball and stay focused on profitability. What are Crushing Costs? Capital acquisition cost Base machine Structures and chutes Motors, drives, guards Energy consumption per unit produced Electricity Compressed air Wear parts cost Normal maintenance Planned downtime Lubrication costs Oil Grease Major repairs Infrequent maintenance Unplanned downtime Labor Normal maintenance Special or unique tools required When the above costs are all accounted for, they are used to quantify the production costs related to size reduction and are expressed in cost per unit of measure production. For example, $0.50 per tph. What Does Value Mean? There are always opportunities to buy a machine at a lower upfront cost. This usually translates into paying higher operating costs over the life of the equipment. Higher service labor cost. Higher wear parts costs. Higher energy costs. Often there is a justifiable case to spend additional capital dollars for the better machine. When evaluating crushing equipment suppliers, crusher manufacturers should quantify both costs: purchase price and operating costs. Before you purchase, ask for reference customers to visit. Selecting Equipment Why are there so many types of equipment? Our team brainstormed this question, and we came up with more than 50 tools or machines that are used for size reduction. What we are addressing here is industrial size reduction of dry, solid materials, which are grown, mined or chemically synthesized, and need to have a physical dimension alteration to be put to use. Customers are asked five questions to begin the equipment selection process. What is the material? What is the moisture content? What is the maximum size going into the machine? What is the size range desired after crushing? What is the desired production rate of finished product? When it’s time to dive a bit deeper to define the problem, we ask some additional questions. How long do you expect to operate the plant? Are you looking at mobile, skid-mounted or fixed installation? Are there electrical limitations or special power requirements at the plant site? Is the system open or closed circuit? Do we need to consider future expansion plans now? The variables above all affect your costs. Let’s take the first question as an example. How long do you plan to operate? There are times when mines reserves, stockpiles, permits, project contract terms affect expected life. If a project is limited by any factor, then “good enough” could be the best choice. As long as the equipment is safe and there are machine wear parts and service available, then going “cheap” may be the best choice. Another factor to consider with low-cost is limited post-sale assistance if there is some process change or major equipment problem. You don’t want to be hung out to dry. Aggregate producers typically expect to be running and profitable for many years. Always buy a crusher from an established company, develop a relationship, and expect ongoing service and personal contact. Ask before you buy about how they approach post-sale parts sales and service. Ask the company quoting how they intend to offer service for their crusher. How many field service people do they have? Are they local, regional or too far away? Not having responsive suppliers will have a significant impact on your plant profitability. Summary Investing in the best size reduction equipment for your specific needs is a big decision. The above should give you a lot to think about so equipment solutions can be objectively analyzed. Chris Nawalaniec is vice president of sales and marketing at Stedman Machine Co.

Teamwork Helps Integrate Design, Manufacture and Installation of Size- Reduction Systems By Eric Marcotte, Inside Sales Manager, Stedman Machine Company Designing and deploying size-reduction systems takes experience. Many people can collect and install some of the pieces they feel are needed to create a working system, but experience with the interrelationships between components is harder to find. And to ensure safety and performance, crushing, screening, storage and handling systems need to be professionally engineered. A system is always more than just a collection of parts; they must work together whether it’s a properly designed chute or an elaborate processing plant. Retrofitting new crushers, conveyors, screens or other pieces of equipment is also not always an easy process. Even if drawings and specifications no longer exist, plant designers need to make sense of what is there and know what it takes to make new pieces fit in an existing puzzle. If continuing production during the upgrade is required, system bottlenecks will need to be prevented. For example, raw material or finished product stockpiles may be required to keep downtime to a minimum. Also, access and space requirements need to be confirmed and double-checked. First - Assemble a Team Engineering and expertise in a variety of areas are required to develop size reduction systems, including: crushing, screening, structures, conveyors, chutes, hoppers, dust collection and storage, whether for a small equipment retrofit or a large turnkey facility. CAD and process design software applications are must have. Limit multiple layers of personnel. Work directly with the engineers and personnel to select the equipment and design the system. Project management, installation, scheduling and tracking experience will be needed. Be sure supervisors and installers are MSHA trained and have experience in fieldwork. Second - Process Design While most projects present new challenges, a widely experienced team will bring in ideas from other industries. Typical projects involve the following processes and types of equipment. industrial crusher Load out and material receiving This can be a feed hopper with an apron feeder, belt feeder, vibratory or screw feeder, truck dump or railcar unloading system. Bulk material transportation Designing, building or procuring belt conveyors, stackers, apron conveyors, screw conveyors, and pneumatic handling conveyors. Crushing Crushing is the basic building block of a size-reduction system. Experience with a large range of crushing equipment offers many solutions. Properly feeding material into the crusher greatly increases its efficiency, contributes to even wear and maximizes wear metal costs. Bulk material storage Specifying, providing and installing a range of silos, hoppers or other bulk storage solutions. aggregate crusher Screening Experience with many screening manufacturers to include the right screening solution into the system. Dust Collection Including the proper dust collector and dust collection system is a key component to allow a crushing system to work properly. Experience with many dust collection vendors will facilitate properly sizing, connecting and installing the best dust-collection system solution. Controls and Electrical Components To make sure that all components of a system work together, work with control system engineers, panel builders and electrical contractors to create a working, integrated system. Buildings, Foundations and Structure Design, procurement and specifications for buildings, foundations and structures for the equipment supplied on any system. Third - How to Do It Every project has a different set of circumstances that are unique to it. Try to follow a simple checklist to ensure the best possible solutions to the problems. Initial project team meeting. Crusher and screening testing as required. Define required scope for the system. Create preliminary concepts and drawings. Review with operators and supervisors. After receiving feedback, fine-tune the drawings, concepts and put forth a detailed proposal. Set up kick off meetings as required. Proceed with the purchase of major components. Proceed with a detailed system arrangement. Detail major assemblies. Assemblies put out for detail drawing creation. Drawings are self-checked and then crosschecked for accuracy. Assemblies are re-entered into system layout from detail assemblies to verify fit. Approval drawings sent out as required. Vendor drawings checked and approved. Items checked as they are received. Work with vendors and shipping to verify shipment accuracy. Pictures are taken of all shipments for record purposes. Installation supervisor works with install crew to identify, locate and erect items as needed. As installation finish date nears, begin check of motor rotations, sensors etc. Final customer acceptance – formal reviews to finalize “punch list,” follow up items and document the system is performing as specified. Example - Typical Quarry Expansion A limestone quarry running since the 1950s and producing 500,000 tons per year wanted to increase yearly production capacity up to 1.5 million tons with a new automated plant. The new design needed to have the capability to stockpile hundreds of thousands of tons of finished product. The focus was on creating a state-of-the-art plant with designed-in flexibility to do different product sizing. The automated plant needed to have the ability to run production all day as well as to be able to change the product sizes within 10 minutes. The design and fabrication of a new plant may take up to two years to complete as each idea is considered and "wish lists" are sorted out. You don’t want to come back and say we should have done this or done that. Get the very best of everything you can get into the plant for longevity. The project will include numerous conveyors, sensors, controls, vibrating screens, feeders and other equipment. size reduction machine Installed electronics and control systems feed a programmable logic controller. Each conveyor at the plant is equipped with terminal strips that are all wired to communicate information to one main processor, bringing all of the information together in one place to make it easy to operate. All of the feeders and conveyors are monitored to collect all of the information required to operate the plant. With the ability to monitor the speed of the conveyors and feeders, the quarry can keep an eye on production and troubleshoot maintenance issues. The reason for having an automated control system is that if something goes wrong on one of the conveyors, you’ll see it fast enough to prevent a catastrophe that might require digging out a conveyor. If something does go wrong, the computer can take over and begin dropping conveyors, discharging material and shut the feeder down. Since the quarry can now monitor the conveyors moving, the speeds and the tons per hour, limitations can be set to help catch problems before they become too serious. If something is going wrong, say conveyor 2A is slowing down, you can put limits on how much you want to allow it to slow down before the feeder is paused and then limit how long that feeder stays paused. In the end, the quarry was able to more than double their production capacity with the help of the automated plant. The plant was built, delivered and installed as planned with no problems. This is an ideal situation if a quarry is sitting on huge reserves of limestone and plans to operate the crushing plant well into the future. Projects such as this are successful when the customer’s needs are defined and understood, and the project team – including the customer and all supplier partners work to accomplish the project goals.

Wyoming surface coal mine determined the time to start planning for future mine progression was before the long term mine plan took them closer to public county road located adjacent to their permit boundary. The mine used a 40/60 HANFO augured blend with good results but sporadic post blast fumes. The mine struggled with past results when introducing new technology that didn’t deliver as promised. Possible post-blast fumes as the mine advanced closer to the county roads was an area of concern with the chance of fumes travelling in this direction and sometime creating a blast delay. The goal of reducing post blast fumes has been part of blasting focused continuous improvement projects in the past but renewed focus has made this a higher priority. Most technology advances occur when the right people with the right need place value in trying technology with hope that a better blasting practice will result.

Too often training is done “for the sake of it” or only to fulfill a compliance requirement. In reality the biggest return on investment from training equipment operators is achieved by targeting actual performance variance identified through data including fleet management system data. Performance variance in production, machine abuse and safety costs an average mine millions of dollars per year.

Columbia Steel manufactures long-lasting wear parts for the world's most demanding industrial equipment. We invite you to learn more about our company, its people, its products and unwavering guarantee.

Columbia Steel manufactures long-lasting wear parts for the world's most demanding industrial equipment. We invite you to learn more about our company, its people, its products and unwavering guarantee.

Columbia Steel manufactures long-lasting wear parts for the world's most demanding industrial equipment. We invite you to learn more about our company, its people, its products and unwavering guarantee.

What are your operators really costing you? Operator skill and behavior directly affects site safety, tire life, bucket fill, machine availability, fuel usage, cycle times and machines repair & maintenance costs. Successfully managing each of these aspects can be the difference between a mine that is profitable and one that is not. Immersive Technologies can show you the financial gain of improving each of these through Operator Optimization on your mine. We’ve done it many times before. We’re yet to find a mine that has no opportunity for significant financial gain.

Today, mining companies are on the lookout for opportunities to improve productivity and ef ciency in every aspect of mine site operations. Here are three ways Cat® Terrain technologies have helped mining customers improve the productivity of machines, processes and people.

Hexagon Mining is the only company to solve surface and underground challenges by integrating the world's best measurement solutions with proven technologies for planning, operations, and safety. We bring surveying, design, fleet management, production optimization, and collision avoidance together in a life-of-mine solution that connects people and processes. Out customers are safer, more productive, and can make sense of their data.

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

Bringing innovation and service to the next level Looking at ways to develop our offerings has helped FLSmidth to not only maintain its position in the market but strengthen it as well. FLSmidth people are renewing their dedication and bringing new technologies to light for the minerals industries.

Productivity has become the new mantra in recent years for the mining industry. Ever since the “super cycle” of the commodities price boom came to an end, industry executives have realized that a blind chase for value can lead to significant structural costs and productivity defects in the mining process, which ultimately decrease profit. Many chief executive officers (CEOs) have responded to this market volatility by making significant cuts in capital investments. Possessing more operational (“back to basics”) profiles than their predecessors, industry leads now realize that in addition to improving short-term cash flows, they need to: ●● Make sustainable gains in productivity. Programs aimed at improving productivity need to have an enterprise-wide impact, beyond pilot programs that address people or equipment. These productivity initiatives also need to be accepted across all operations and made sustainable going forward by emphasizing truly continuous improvements. ●● Respond with more agility to fluctuating market demands. Business agility requires a supply chain design that enables faster responses to shifts in market demands and prices. With improved business agility, it’s possible to optimize net results per quarter—right down to margin-per-hour operations. Transforming the supply chain design in this way requires a forward-looking understanding of market demand, scenariobased planning, optimal resource allocation and flexible scheduling decisions—all of which necessitate changes across people, technology and processes.

The Robinson Nevada copper and gold mine is a big place, but it has no room for guesswork. Just ask Production Analyst Leatham Hendrix. Located in rugged White Pine County near Ruth, Nevada, the Robinson site—operated by Robinson Nevada Mining Company, a division of QuadraFNX Mining, Ltd.—employs 510 people and runs a large mixed fleet that includes 29 haul trucks of 150- and 240-ton capacities. That’s a lot of equipment and manpower for Hendrix to keep tabs on, and small data collection errors can add up quickly to big management problems. “It’s one thing to capture data manually,” Hendrix says, “but there’s always the question of the ‘human factor.’ Somebody puts the wrong number in the wrong place and everything looks different from that point on.” To minimize those compounding errors, the Robinson site has used Cat® MineStar™ System since 2007.