Resources search results "Management "

On Demand Webinar: Mud Management with the Multiflo Mudflo Pump
SEMCO Publishing
The webinar, moderated by North American Mining magazine editor Donna Schmidt, will feature Weir Minerals Australia applications engineering business manager AARON SCHOT, who will discuss diverse problems dealing with mud, sludge and spoils in mining and how they can be transported safely and efficiently across sites continuously without impacting machinery – and while minimizing personnel involvement in that process for greater miner safety. Hear more about the Multiflo Mudflo solution, its history, and how the pump can be integral to an advanced sites’ dredging plans. About Aaron Schot:Aaron, business manager for Applications Engineering at Weir Minerals Australia, joined the company as a graduate engineer after completing a Bachelor of Engineering (Mechanical) in 2014 at Queensland University of Technology (QUT). Since then, Aaron has held multiple roles within Weir Minerals working primarily with the Multiflo product, specializing in formulating the engineering design of electric and diesel dewatering pumping solutions for both domestic (Australia) and international customers across the mining, municipal and agriculture industries. During his tenure with Weir Minerals, Aaron has also completed a significant amount of work developing and designing new fuel management systems within the Hydrau-Flo™ brand. About the moderator:Donna Schmidt, editor of North American Miningmagazine and the globally focused Miners News weekly e-newsletter and news editor for The ASIA Miner, has been a part of the trade press community for nearly 18 years and has hosted a number of webinars for mining suppliers and partners on a various topics including digitalization, automation and site efficiency, among others. Part of the editorial staff of SEMCO Publishing, which is also home to titles such as Rock Products, Concrete Products and Cement Products magazines, has directed editorial at both NAM and MinersNews.net since their respective inceptions in 2021.
Process Control Training—Simulators Are Only Half the Story
PERFORMANCE ASSOCIATES INTERNATIONAL
With reference to greenfield plant projects, using process simulators similar to the designed plant Human-Machine Interface (HMI) or Distributed Control System (DCS) has become common practice. These simulators represent a “virtual plant” based on process modeling of the circuit chemistry and thermodynamics, and on the physical nature of the plant, including equipment, valves, piping, etc. The virtual plant allows trainees to troubleshoot problems, optimize process variables, react to alarms, etc., all based on the process simulation model.  Performance Associates’ experience is that this complex simulator training is valuable, but only after more in-depth training on the process and control logic. To truly optimize a process plant, prior to simulator training, the control room operators must have detailed knowledge of the following:Process objective of each process system, comprising a group of unit operations.Process objective of each unit operation.Process chemistry and the variables affecting it.Important characteristics of each unit operation, the variables affecting it, and the impact on downstream unit operations.Plant control loops, interlocks, and alarms.Safety issues related to the process and control schemes.Operating procedures for start-up and shutdown under various scenarios, as well as important operator tasks.Additionally, trainees must be intimately familiar with the applicable fundamental scientific concepts, such as pressure, temperature, heat exchangers, electricity, PID control logic, combustion, etc. With this fundamental and plant-specific foundation, the process simulator can be fully exploited for training. 
PROCESS CONTROL TRAINING— SIMULATORS ARE ONLY HALF THE STORY
PERFORMANCE ASSOCIATES INTERNATIONAL
With reference to greenfield plant projects, using process simulators similar to the designed plant Human-Machine Interface (HMI) or Distributed Control System (DCS) has become common practice. These simulators represent a “virtual plant” based on process modeling of the circuit chemistry and thermodynamics, and on the physical nature of the plant, including equipment, valves, piping, etc. The virtual plant allows trainees to troubleshoot problems, optimize process variables, react to alarms, etc., all based on the process simulation model. Performance Associates’ experience is that this complex simulator training is valuable, but only after more in-depth training on the process and control logic. To truly optimize a process plant, prior to simulator training, the control room operators must have detailed knowledge of the following:  Process objective of each process system, comprising a group of unit operations.  Process objective of each unit operation.  Process chemistry and the variables affecting it.  Important characteristics of each unit operation, the variables affecting it, and the impact on downstream unit operations.  Plant control loops, interlocks, and alarms.  Safety issues related to the process and control schemes.  Operating procedures for start-up and shutdown under various scenarios, as well as important operator tasks. Additionally, trainees must be intimately familiar with the applicable fundamental scientific concepts, such as pressure, temperature, heat exchangers, electricity, PID control logic, combustion, etc. With this fundamental and plant-specific foundation, the process simulator can be fully exploited for training.
Training Pays: Actual vs. Projected Start-Up Results
PERFORMANCE ASSOCIATES INTERNATIONAL
Developing a profitable mining venture is no small matter. It requires enormous initial investments in research, construction, and equipment. But a mineral processing plant does not run itself. Even with the best equipment and good ore quality, optimal results are dependent upon keeping the process running smoothly, avoiding process upsets, maintaining process variables in the desired range, and minimizing breakdowns and downtime. A highly trained workforce is an essential element in a successful, and profitable, start-up. The knowledge and abilities of plant operators and maintenance personnel can make or break an operation. Trained operators know what to look for during preoperational and routine inspections, allowing maintenance tasks to be planned and unexpected costly breakdowns avoided. Trained operators know what variables exist at different stages in the process and how to make appropriate adjustments in real time. Trained maintenance personnel are well acquainted with the plant equipment, and maintenance planners can schedule work and maintain a spare parts inventory to minimize downtime. Additionally, new operations that train their workforce just prior to plant commissioning can utilize their operators in the commissioning process. Having been trained and gained field experience through plant commissioning, operators are ready to hit the ground running once feed is introduced. A faster ramp-up means more earnings, more quickly. The cost of developing a proper training program is a small percentage of the overall engineering, procurement, and construction budget but it constitutes a large percentage of the gains realized from a successful start-up and ramp-up to full production. Performance Associates International (PAI) has designed and presented custom training programs for operators and maintenance personnel in metallurgical plants around the world for over 35 years. We are proud to have been part of the successful start-ups at Lundin Mining’s Eagle Mine, Vale’s Voisey’s Bay project, and Torex Gold’s El Limon-Guajes project. Click Download to view the actual vs. projected start-up results from these three metallurgical plants that made use of PAI’s custom-built training programs and on-site training.
Mining, Process Plant, Maintenance & Safety Training
PERFORMANCE ASSOCIATES INTERNATIONAL
Excellence in Mining, Process Plant, Maintenance, and Safety Training Performance Associates International, Inc. (PAI) is the world leader in online and on-site training for the mining industry. We provide organizations with a single source for assessments, skills training, continuing education, safety training and compliance mandates, and more. Our first-class content guides your staff to gain the critical knowledge they need to work safely and efficiently today. Our proven, leading-edge industrial training programs improve performance in existing operations and ensure success during the start-up of new operations. Our training programs have saved companies millions in personnel accident prevention, production loss, and equipment damage. We partner with our customers and consult collaboratively to provide the analysis and content development to meet your needs. Services PAI Offers Plant Operator TrainingOur three-tier concept for effective plant operator training starts with fundamental knowledge and progresses to plant-specific concepts that are reinforced through detailed animations and interactive simulations. Maintenance TrainingWe custom build state-of-the-art maintenance training programs using exploded graphics, explanatory text, detailed procedures, and management systems. Mobile Equipment Operator TrainingOur first-class training program focuses on operator controls and indicators, safety, and performance optimization. It also includes operating, emergency, and troubleshooting procedures.Commissioning and Start-UpWe can identify, track, and control the thousands of activities that must occur for the successful commissioning and start-up of a process plant. There is no shortcut to a successful start-up.Testing and Tracking SystemsWe can help manage and track the performance of employees to improve the overall performance of the mine and plant industrial training programs. Our testing and tracking systems provide invaluable assistance in safety and operational compliance. Introductory and Safety TrainingOff-the-shelf introductory and safety training packages are an excellent source for mine and plant industrial training courses. They provide fundamental knowledge and basic training concepts. Now offering online courses!E-Learning, Animations, and SimulationsOur interactive e-learning keeps trainees focused and engaged. Our experienced in-house multimedia team develops state-of-the-art graphics, virtual and mixed reality training, stunning 3D animations, and technically engineered simulations of real-world scenarios.Other ServicesWe also provide many services relevant to planning, analyzing, and evaluating process plants, including:·         Operations readiness plan.·         Planning studies.·         Quality management.·         Systems implementation.·         Statistical process control.·         Reliability-based asset management.·         Productive capacity studies.·         Surveys and needs analyses.·         Economic life analysis.·         Process control strategies and methods.·         Debottlenecking and process optimization.·         Spare parts inventory and analysis.·         Feasibility studies.·         Consulting assistance.Consulting * Gap Analysis * Content Development * LMS * On-Site * Train-the-Trainer * E-Learning * Process Plant Optimization * Training * Safety * Mine Training * Plant Operator Training * Maintenance * Mobile Equipment * Competencies * Commissioning
Mining, Process Plant, Maintenance & Safety Training
PERFORMANCE ASSOCIATES INTERNATIONAL
Excellence in Mining, Process Plant, Maintenance, and Safety Training  Performance Associates International, Inc. (PAI) is the world leader in online and on-site training for the mining industry. We provide organizations with a single source for assessments, skills training, continuing education, safety training and compliance mandates, and more. Our first-class content guides your staff to gain the critical knowledge they need to work safely and efficiently today.  Our proven, leading-edge industrial training programs improve performance in existing operations and ensure success during the start-up of new operations. Our training programs have saved companies millions in personnel accident prevention, production loss, and equipment damage. We partner with our customers and consult collaboratively to provide the analysis and content development to meet your needs.  Services PAI Offers  Plant Operator Training Our three-tier concept for effective plant operator training starts with fundamental knowledge and progresses to plant-specific concepts that are reinforced through detailed animations and interactive simulations.  Maintenance Training We custom build state-of-the-art maintenance training programs using exploded graphics, explanatory text, detailed procedures, and management systems.  Mobile Equipment Operator Training Our first-class training program focuses on operator controls and indicators, safety, and performance optimization. It also includes operating, emergency, and troubleshooting procedures. Commissioning and Start-Up We can identify, track, and control the thousands of activities that must occur for the successful commissioning and start-up of a process plant. There is no shortcut to a successful start-up. Testing and Tracking Systems We can help manage and track the performance of employees to improve the overall performance of the mine and plant industrial training programs. Our testing and tracking systems provide invaluable assistance in safety and operational compliance.  Introductory and Safety Training Off-the-shelf introductory and safety training packages are an excellent source for mine and plant industrial training courses. They provide fundamental knowledge and basic training concepts. Now offering online courses! E-Learning, Animations, and Simulations Our interactive e-learning keeps trainees focused and engaged. Our experienced in-house multimedia team develops state-of-the-art graphics, virtual and mixed reality training, stunning 3D animations, and technically engineered simulations of real-world scenarios. Other Services We also provide many services relevant to planning, analyzing, and evaluating process plants, including: ·         Operations readiness plan. ·         Planning studies. ·         Quality management. ·         Systems implementation. ·         Statistical process control. ·         Reliability-based asset management. ·         Productive capacity studies. ·         Surveys and needs analyses. ·         Economic life analysis. ·         Process control strategies and methods. ·         Debottlenecking and process optimization. ·         Spare parts inventory and analysis. ·         Feasibility studies. ·         Consulting assistance. Consulting * Gap Analysis * Content Development * LMS * On-Site * Train-the-Trainer * E-Learning * Process Plant Optimization * Training * Safety * Mine Training * Plant Operator Training * Maintenance * Mobile Equipment * Competencies * Commissioning  
The Best Training Results
PAUL D TOMLINGSON
The Best Training Results - Industry-specific maintenance management training yields positive results. Public maintenance management seminars are often generic and provide few ideas that have immediate application to the mining industry. Other attendees usually have little understanding of mining and cannot share any useful experiences. Expensive attendance fees often preclude attendance and associated travel costs further limit those who might attend. Some topics like ‘supervision’ may have universal themes but the chief janitor has little in common with the smelter foreman. Off-site courses can pull key personnel away from the operation for the seminar duration plus travel time creating a troublesome gap in essential control of work. The timing of potentially useful courses might be in conflict with shutdown schedules further limiting attendance. While specialized topics like condition-monitoring technologies have potential utilization, the factors of cost and absence may outweigh the value gained. Similarly, specialized reliability topics can be valuable but the absence of a maintenance program platform can preclude their useful implementation. And remote mining operations often cannot even consider off-site training no matter the topic or its potential value. Their response is no training no matter the urgency. The tradition of promotion from within ultimately to maintenance manager has produced dismal results primarily because no training is being provided. No public seminar or course can fill this need. This training must come from within. It must not only be industry–specific, it must be site-specific.   These factors were the incentive for creation of the Mining Maintenance Management Course. It mitigates all of these negative training factors by providing complete on-site maintenance management training available to all - - anytime - - without limits. See attachment.
Interested in BIG Productivity Gains? Wipe Out Non-Productive Driver and Fleet Time
Command Alkon
There’s some good, solid news for the construction industry: Dodge Data & Analytics Index projects that we’ll have “moderate strengthening” through the end of 2018. But in terms of productivity, we appear to be heading in a different direction. Of note, a recent survey of 600 global construction leaders* compiled by PlanGrid and FMI Corporation mentions: ·         Poor communication, rework and bad data management cost the construction industry; $177 billion annually in labor costs in the United States alone. ·         Construction workers lose almost two full working days per week solving avoidable issues and searching for project information. ·         Each construction project team member spends more than 14 hours weekly on average dealing with conflict, rework and other issues. ·         Almost half of all rework is due to poor communication among project stakeholders, and poor project information, while 26% of rework is due to poor communication or miscommunication between team members caused unresponsiveness of team members; the inability of project stakeholders to collaborate effectively; and the lack of a common platform for all team members to communicate and share project data. ·         The most common goals for technology adoption included providing better access to project data, improving project productivity and increasing the accuracy of project information. ·         Workers are not taking full advantage of mobile devices and IT investments. Stamp Out Non-Productive Driver and Fleet Time for Big Productivity Gains It stands to reason that companies who address productivity issues will not only avoid scrambling for information and wasted hours and energy but also quickly gain competitive advantage. If you’re managing drivers and trucks that wheel in and out of numerous sites during the day or week and aren’t using automatic processes via technology to more efficiently track and manage your fleet, there’s more good news. You can increase driver productivity and avoid the 20-40 minutes per truck per day that’s lost through clocking in and out and other non-productive activities during: ·         Time in Transit ·         Time at the Job Site ·         Time in the Yard Forty minutes per day, per truck may seem marginal at first glance. But 200 minutes/week x 48 weeks/ year = 9,600 minutes, 160 hours or a total of 4,000 hours of inefficiency for a fleet of 25 trucks. Time in the yard is the lever most within a producer’s control and represents over half of the total nonproductive time per truck. So, rather than simply adding incremental trucks and drivers to the fleet to boost productivity (which unfortunately only adds to the total non‐productive hours and fails to improve operational processes), consider a solution that: ·         Uses automatic processes via technology to more efficiently track and manage your fleet. ·         Enables your drivers to punch the clock from in the cab, an efficiency enhancer that alone could save you up to 20 minutes per day (this is time spent in your own yard, under your own watch, that you can act on quickly to recapture those minutes, regardless of what happens away from your yard). ·         Captures a meaningful portion of that lost time from each driver. ·         Provides a constant view into the location and performance of your entire fleet. ·         Is adaptable and helps your teams collaborate in real-time with a “central source of truth” and access to relevant data when you need it. At least 50% of employees’ non‐productive time can be captured back efficiently and effectively when the right combinations of levers are pulled – both in terms of area of focus (i.e., time in yard) and adaptability to each individual customer’s business process requirements. This equates to big productivity increases over both the short- and long-term. Learn more about how Command Alkon’s TrackIt solution offers an industry specific, flexible and fully customizable solution to track your fleet and meet your specific needs, including in-cab time and attendance functionality focused at recapturing lost time in the yard, helping you drive a more efficient fleet and improve your profitability. *500 respondents from the United States and 99 from Australia, New Zealand, United Kingdom and Canada. Of those surveyed, 49% work for general contractor firms, 36% came from specialty trades and 15% were owners. Over 300 respondents came from the commercial sector and the other respondents represent industrial and manufacturing, heavy civil, healthcare, power (oil and gas, and energy), education and government.
Interested in BIG Productivity Gains? Wipe Out Non-Productive Driver and Fleet Time
Command Alkon
There’s some good, solid news for the construction industry: Dodge Data & Analytics Index projects that we’ll have “moderate strengthening” through the end of 2018. But in terms of productivity, we appear to be heading in a different direction. Of note, a recent survey of 600 global construction leaders* compiled by PlanGrid and FMI Corporation mentions: ·        •Poor communication, rework and bad data management cost the construction industry; $177 billion annually in labor costs in the United States alone.        •Construction workers lose almost two full working days per week solving avoidable issues and searching for project information. ·       • Each construction project team member spends more than 14 hours weekly on average dealing with conflict, rework and other issues. ·         •Almost half of all rework is due to poor communication among project stakeholders, and poor project information, while 26% of rework is due to poor communication or miscommunication between team members caused unresponsiveness of team members; the inability of project stakeholders to collaborate effectively; and the lack of a common platform for all team members to communicate and share project data. ·        •The most common goals for technology adoption included providing better access to project data, improving project productivity and increasing the accuracy of project information. ·        •Workers are not taking full advantage of mobile devices and IT investments.      Stamp Out Non-Productive Driver and Fleet Time for Big Productivity Gains It stands to reason that companies who address productivity issues will not only avoid scrambling for information and wasted hours and energy but also quickly gain competitive advantage. If you’re managing drivers and trucks that wheel in and out of numerous sites during the day or week and aren’t using automatic processes via technology to more efficiently track and manage your fleet, there’s more good news. You can increase driver productivity and avoid the 20-40 minutes per truck per day that’s lost through clocking in and out and other non-productive activities during: ·         •Time in Transit ·         •Time at the Job Site ·         •Time in the Yard Forty minutes per day, per truck may seem marginal at first glance. But 200 minutes/week x 48 weeks/ year = 9,600 minutes, 160 hours or a total of 4,000 hours of inefficiency for a fleet of 25 trucks. Time in the yard is the lever most within a producer’s control and represents over half of the total nonproductive time per truck. So, rather than simply adding incremental trucks and drivers to the fleet to boost productivity (which unfortunately only adds to the total non‐productive hours and fails to improve operational processes), consider a solution that: ·         •Uses automatic processes via technology to more efficiently track and manage your fleet. ·         •Enables your drivers to punch the clock from in the cab, an efficiency enhancer that alone could save you up to 20 minutes per day (this is time spent in your own yard, under your own watch, that you can act on quickly to recapture those minutes, regardless of what happens away from your yard). ·         •Captures a meaningful portion of that lost time from each driver. ·         •Provides a constant view into the location and performance of your entire fleet. ·        •Is adaptable and helps your teams collaborate in real-time with a “central source of truth” and access to relevant data when you need it. At least 50% of employees’ non‐productive time can be captured back efficiently and effectively when the right combinations of levers are pulled – both in terms of area of focus (i.e., time in yard) and adaptability to each individual customer’s business process requirements. This equates to big productivity increases over both the short- and long-term. Learn more about how Command Alkon’s TrackIt solution offers an industry specific, flexible and fully customizable solution to track your fleet and meet your specific needs, including in-cab time and attendance functionality focused at recapturing lost time in the yard, helping you drive a more efficient fleet and improve your profitability. *500 respondents from the United States and 99 from Australia, New Zealand, United Kingdom and Canada. Of those surveyed, 49% work for general contractor firms, 36% came from specialty trades and 15% were owners. Over 300 respondents came from the commercial sector and the other respondents represent industrial and manufacturing, heavy civil, healthcare, power (oil and gas, and energy), education and government.
Is Your Jobsite a Wasteland? Check Out These 3.5 Ways to Reduce Waste and Costs
Command Alkon
No, I’m not talking about piles of leftover debris or even the kind of “trashy” look that’s common on construction sites. While neatness is nice, especially on a highly visible site, the waste I’m referring to is all those insidious, sometimes hidden, wastes that may not look messy but can make a real mess of budget forecasts and construction schedules.Jobsite waste – and the losses it creates – is a serious problem throughout the HBM industry. In fact, according to a 2016 McKinsey study, “Large projects across asset classes typically take 20 percent longer to finish than scheduled and are up to 80 percent over budget.”Most budget overruns are not the result of leftovers or throwaways. Most are a result of squandering 1) time, 2) motion, and/or 3) accuracy. Eliminating waste is an ongoing challenge, but these best practices can help you recognize – and correct – this resource-draining scourge:1) TIME. Wasting time is probably the most common and costly jobsite activity, especially since it’s virtually always unintentional and unobtrusive. What’s the best way to spot it? Recognize that all wait time is wasted time. Any person, place or thing that sits idle or is not ready when needed is generating waste.When workers wait on instructions or tools or equipment or approval or inspection, their time is being wasted. When tools, parts or equipment are unavailable or inoperable, time is being wasted. When one process or procedure is stalled waiting for another to be completed, valuable time is being wasted.Wasted time typically results from inadequate planning, communication or resource allocation, so invest in these time-saving, preventive measures instead:·         Begin with informed planning that includes all pertinent people. Early integration and transparent information sharing improve efficiency at every operational stage.·         Forecast construction schedules, budgets and requirements so that you can realistically anticipate tools, materials and labor.·         Create and communicate contingency plans so that the entire crew stays up to date and in sync.·         Use technology to communicate.  Radios, mobile phones, tablets and other digital tools speed communication and improve clarity.2) MOTION. Going back to the truck to grab another tool, hunting down a colleague for collaboration, moving critical materials or machinery from its current location to where it’s needed, dispatching and transporting workers, even unloading deliveries and distributing parts are all costly operations that reduce productivity. Any unnecessary or unplanned movement of people, equipment, tools or materials wastes valuable time and energy.To minimize wasted motion, use efficient workplace procedures and productivity-enhancing devices:·         Plan ahead to place and prepare critical equipment for use at the point of operation.·         Corral required tools, parts, kits and equipment in well-stocked, well-organized, well-maintained work carts. ·         Equip workers with tool belts, trays, bins and pouches for easy accessibility.·         Use rail-lock aerial accessories (tool bins, pipe racks, cradles, panel carriers, etc.) when working on scissor lifts, boom lifts or other platforms for safe, secure, fast access.·         Use communications technology to locate misplaced or misappropriated resources. ·         Designate a worker to make deliveries and tools runs as needed.3) ACCURACY. Precision in quality control, inventory management, and maintenance and replacement programs is vital for preventing wasted materials and labor. Symptoms of sloppy jobsite practices include tasks that can’t be done due to damaged, defective or missing materials; rework due to poor quality or specification mismatches; “shrink” due to lost or stolen tools or inventory; breakage due to careless handling or improper use; and mistakes in ordering, stocking, storing, handling and accounting for materials.Verifying resources and quality takes attention and vigilance. These common-sense practices can bring valuable order and discipline to your jobsite: ·         Make sure all workers have a clear project understanding, including the latest drawings, specifications and contingency plans.·         Lock up tools and equipment at days’ end and when not in use.·         Remove and replace damaged tools or materials immediately.·         Designate a specific person to order, inspect, label and monitor materials, especially near job’s end, to avoid leftover inventory.Are time and resources going to waste on your jobsite? Command Alkon helps make fast work of unnecessary jobsite losses. To reduce the costs, risks, and waste that result from out-of-stock and over-stock situations, inefficient hauling practices, and lack of transparency, the HBM industry relies on Command Alkon’s supplyCONNECT to manage daily replenishment plans. By promoting collaboration among supply chain trading partners, supplyCONNECT saves money and time – ensuring that the right amount of inventory is delivered to the right place at the right time. 
Is Your Jobsite a Wasteland? Check Out These 3.5 Ways to Reduce Waste and Costs
Command Alkon
                  No, I’m not talking about piles of leftover debris or even the kind of “trashy” look that’s common on construction sites. While neatness is nice, especially on a highly visible site, the waste I’m referring to is all those insidious, sometimes hidden, wastes that may not look messy but can make a real mess of budget forecasts and construction schedules.Jobsite waste – and the losses it creates – is a serious problem throughout the HBM industry. In fact, according to a 2016 McKinsey study, “Large projects across asset classes typically take 20 percent longer to finish than scheduled and are up to 80 percent over budget.”Most budget overruns are not the result of leftovers or throwaways. Most are a result of squandering 1) time, 2) motion, and/or 3) accuracy. Eliminating waste is an ongoing challenge, but these best practices can help you recognize – and correct – this resource-draining scourge:1) TIME. Wasting time is probably the most common and costly jobsite activity, especially since it’s virtually always unintentional and unobtrusive. What’s the best way to spot it? Recognize that all wait time is wasted time. Any person, place or thing that sits idle or is not ready when needed is generating waste.When workers wait on instructions or tools or equipment or approval or inspection, their time is being wasted. When tools, parts or equipment are unavailable or inoperable, time is being wasted. When one process or procedure is stalled waiting for another to be completed, valuable time is being wasted.Wasted time typically results from inadequate planning, communication or resource allocation, so invest in these timesaving preventive measures instead:1) TIME. Wasting time is probably the most common and costly jobsite activity, especially since it’s virtually always unintentional and unobtrusive. What’s the best way to spot it? Recognize that all wait time is wasted time. Any person, place or thing that sits idle or is not ready when needed is generating waste.When workers wait on instructions or tools or equipment or approval or inspection, their time is being wasted. When tools, parts or equipment are unavailable or inoperable, time is being wasted. When one process or procedure is stalled waiting for another to be completed, valuable time is being wasted.Wasted time typically results from inadequate planning, communication or resource allocation, so invest in these timesaving preventive measures instead:Begin with informed planning that includes all pertinent people. Early integration and transparent information sharing improve efficiency at every operational stage.Forecast construction schedules, budgets and requirements so that you can realistically anticipate tools, materials and labor.Create and communicate contingency plans so that the entire crew stays up to date and in sync.Use technology to communicate.  Radios, mobile phones, tablets and other digital tools speed communication and improve clarity. 2) MOTION. Going back to the truck to grab another tool, hunting down a colleague for collaboration, moving critical materials or machinery from its current location to where it’s needed, dispatching and transporting workers, even unloading deliveries and distributing parts are all costly operations that reduce productivity. Any unnecessary or unplanned movement of people, equipment, tools or materials wastes valuable time and energy.To minimize wasted motion, use efficient workplace procedures and productivity-enhancing devices:Plan ahead to place and prepare critical equipment for use at the point of operation.Corral required tools, parts, kits and equipment in well-stocked, well-organized, well-maintained work carts.Equip workers with tool belts, trays, bins and pouches for easy accessibility.Use rail-lock aerial accessories (tool bins, pipe racks, cradles, panel carriers, etc.) when working on scissor lifts, boom lifts or other platforms for safe, secure, fast access.Use communications technology to locate misplaced or misappropriated resources.Designate a worker to make deliveries and tools runs as needed.3) ACCURACY. Precision in quality control, inventory management, and maintenance and replacement programs is vital for preventing wasted materials and labor. Symptoms of sloppy jobsite practices include tasks that can’t be done due to damaged, defective or missing materials; rework due to poor quality or specification mismatches; “shrink” due to lost or stolen tools or inventory; breakage due to careless handling or improper use; and mistakes in ordering, stocking, storing, handling and accounting for materials.Verifying resources and quality takes attention and vigilance. These common-sense practices can bring valuable order and discipline to your jobsite:Make sure all workers have a clear project understanding, including the latest drawings, specifications and contingency plans.Lock up tools and equipment at days’ end and when not in use.Remove and replace damaged tools or materials immediately.Designate a specific person to order, inspect, label and monitor materials, especially near job’s end, to avoid leftover inventory.Are time and resources going to waste on your bsite? Command Alkon helps make fast work of unnecessary jobsite losses.To reduce the costs, risks, and waste that result from out-of-stock and over-stock situations, inefficient hauling practices, and lack of transparency, the HBM industry relies on Command Alkon’s supplyCONNECT to manage daily replenishment plans. By promoting collaboration among supply chain trading partners, supplyCONNECT saves money and time – ensuring that the right amount of inventory is delivered to the right place at the right time.
Complimentary Maintenance Management Course
PAUL D TOMLINGSON
Complimentary Mining Maintenance Management Course - Maintenance is always more successful when operations, management and staff departments have a more comprehensive understanding of how maintenance works. Then their roles in the support, cooperation and direction of the interdepartmental maintenance effort can create the circumstances that can yield improvement. Education and training of operations, management and staff department personnel adds directly to the effort of improving maintenance.   Those who perform and control maintenance possess significant diagnostic and repair talent. But these skills do not automatically yield management skills. As a result, maintenance often struggles to limit downtime and meet equipment reliability needs. Within maintenance there are many capable personnel who could easily acquire essential management skills providing training and education are provided. The unfortunate reality is that no such training is being provided. Instead, the unfortunate practice of promotion from within does not always produce capable maintenance managers. Typically, an outstanding craftsman is, over time and attrition circumstances, promoted to maintenance manager. Through no fault of his own he had not acquired the requisite management skills for the job. Nor had training been provided. The end result is poorly managed maintenance that ultimately impacts mine operation performance. This oversight requires correction.   When effective maintenance education and training are available and accessible, those who can influence maintenance improvement will use it. Outstanding craftsman will aspire to efficient supervision and management.Operations managers will connect better maintenance to greater availability.Managers will realize cohesive interaction among departments to assure profitability. Complimentary Mining Maintenance Management Course - Over 600 Society of Mining, Metallurgy and Exploration (SME) member organizations are benefiting from the Mining Maintenance Management Course (see attachment) being offered as a complimentary professional courtesy. If you are member of SME you may access the course: Log into http://community.smenet.org Click: Browse then select link to Mining Maintenance Management Course Library. PPT course topics (01 – 22) appear with Word reference (MIT) files for each course topic. Select and download course topics to make them available to your personnel. If you are not an SME member, the course can also be made available for transmission to your organization. Please inquire.   Paul D. Tomlingson, Mining Maintenance Consultant (Retired) Legion of Honor Member – Society of Mining, Metallurgy and Exploration (SME) Denver, Colorado USA [email protected]                  
New plant, automation system double operation’s production capacity
Stedman Machine Company
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.
Teamwork Helps Integrate Design, Manufacture and Installation of Size- Reduction Systems
Stedman Machine Company
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.
MacLean Innovation Report 2018 - Changing the face of the mining industry
MacLean Engineering
Sometimes a turning point can only be seen clearly in hindsight. Such is the case for the mine of the future as we begin 2018, coming out of a 2017 where major mining companies continued to demonstrate capital spending austerity and focus on debt reduction. All the while, there were growing signals that digitalization, electrification and automation were all gaining momentum, even though actual examples of minesite implementations could as of yet, still be counted on one hand. MacLean took the opportunity that industry downturn presented over the past several years to focus intensely on three key product development ventures – first and foremost, the battery electrification of our entire fleet, which will be complete by the end of 2018; second, the successful introduction of face bolting as a feature on our 975 Omnia bolter; and, third, the launch of the latest addition to our utility vehicle product line – the LR3 Boom Lift for heavy load and high reach applications. The past year was one where for the first time we had a fleet of battery electric vehicles working underground, allowing us the ability to validate our performance and total cost of ownership (TCO) models with real-world data, while at the same time continuing to build out our EV offer across the product lines. Looking forward, as we work hard to fully electrify our fleet of ground support, ore flow/secondary reduction, and utility vehicles, we’re keenly aware that electrification is but one step in the ongoing mechanization of underground mining, a transition to the mine of the future that will be increasingly efficient through digitalization and automation that will increase production and reduce costs.