This case study demonstrates how Xposure produced record traffic for the entire show to a small Booth and budget Sponsorship!

Learn how BEUMER helped modernize and increase the performance of the plant between the longitudinal stockyard and the ship loading system for ASEAN Bintulu Fertilizer.

The R.E. Law Crushed Stone quarry near Port Colborne, Ontario, bought its oldest operating F-Class vibrating screen on March 20, 1943. The vibrating screen shipped two months later. The machine was then sold to Hard Rock Paving Co. along with the quarry in 1977. The Waterford Group bought the operation in 2008 and uses the F-Class at a quarry in Uxbridge, Ontario. Its operators say it still works flawlessly.

In this insightful case study, you will learn how Xylem's integrated turnkey system increased an aggregate plant's processing capacity by 15%.

Keep precast concrete moving, day-after-dayAs the city of Ottawa and surrounding areas grew, so did demand for M CON’s precast concrete products, growing from 40-50,000 tons to 70-80,000 tons annually over five years.But the challenge was not only to keep up with greater volumes – larger, heavier products accounted for an increasingly large part of demand, requiring enhanced material handling capabilities.M CON turned to their local Hyster dealer for a solution.

Gossett Concrete Pipe Co. operates from a 30-acre site that houses two manfacturing plants—one designed for production of small and mid-range-diameter concrete pipe and one for box culverts and large-diameter pipe.The company utilizes materials handling equipment to move pipe within the manufacturing facility, transport it to storage areas across the yard, and onto flatbed trucks for delivery.

Gossett Concrete Pipe Co. operates from a 30-acre site that houses two manufacturing plants—one designed for production of small and mid-range-diameter concrete pipe and one for box culverts and large-diameter pipe.The company utilizes materials handling equipment to move pipe within the manufacturing facility, transport it to storage areas across the yard, and onto flatbed trucks for delivery.

As the city of Ottawa and surrounding areas grew, so did demand for M CON’s precast concrete products, growing from 40-50,000 tons to 70-80,000 tons annually over five years.But the challenge was not only to keep up with greater volumes – larger, heavier products accounted for an increasingly large part of demand, requiring enhanced material handling capabilities.M CON turned to their local Hyster dealer for a solution. Download to learn more.

Iowa City Ready Mix has made a commitment to sustainability and innovation by rapidly implementing CarbonCure, and can now capture greater market share while reducing emissions.

The largest CarbonCure supplier on the US West Coast, Central Concrete has achieved many milestones with CarbonCure. Read about them here.

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

We know that geospatial data collection is increasingly accessible. But data is more than just a number. Real solutions come from understanding and analyzing the data that is collected. We work with our clients to develop meaningful deliverables for underground mining applications that save our clients money and improve their operations. Transforming data into actionable insights is what the Firmatek team delivers. Learn more about the data collection and analysis process in our case study by Seaver Hall, Project Engineer.

When state regulators issued new discharge permits for a major power utility’s ash basin, the remote location and its lack of permanentpower made it extremely challenging to comply. The utility needed a system that could remove water from an ash basin where precipitation continued to enter, as well as meet the new water quality requirements for TSS and PH. A dewatering system that offered pre-treatment was needed to maintain water quality until a full-scale water treatment facility was required. This system had to be able to monitor several variables such as pond level, TSS, and PH limits, and daily discharge limits. In addition, the entire system had to be fully automated and monitored continuously during operation with data recorded automatically and retained for record keeping requirements.

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.

Turner Mining Group continues to embrace new technology to increase efficiency and keep their employees safe. Drones have had a big impact on both of these factors. From billing reconciliation to safety, adopting Firmatek’s Drone Solutions across Turner Mining's nationwide organization has helped them improve efficiencies in a number of areas. Download our case study to learn how drone solutions can help improve your operations.

A true service provider is called upon to bring all of their tools, knowledge, and expertise in times of crisis. We provide our clients with confidence in their data, and go above and beyond to serve them and work with them to solve critical problems. One of our clients was facing a serious problem when an underground tunnel was in grave danger of collapsing or causing a major flood. Read our case study to find out how we used the right tool for the job and found a solution to their problem.

Firmatek conducted a study comparing 3 types of equipment across 29 piles ranging in size on a site where we have significant historical data. In this analysis, we look at how two types of drones compare to Lidar.

At Firmatek, we do a lot of inventory measurements for our clients. Often times, we know plant managers aren't thrilled about getting their inventory measurements because of problems they've experienced with past vendors. However, we serve as a trusted advisor for our clients and make the inventory process as easy as possible from start to finish. With our share of success, we see our share of issues. In this study, we discuss the top issues we see with inventory measurement and how we work to mitigate these issues.

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.

Coal Case Study

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

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

I have attached a PowerPoint (PPT) presentation on how to implementing a Mine Maintenance Management Program. But before you study it please understand that superior maintenance performance is built on three conditions: 1 - Maintenance proficiency – Maintenance personnel from manager to worker are proficient in all aspects of management, control and work execution. 2 - Knowledgeable support – All mining departments understand the help needed to make maintenance successful and provide it. 3 - Strategic direction – Mine managers assign mutually–supporting departmental objectives, provide policies to guide interdepartmental actions and verify performance. The one proven answer that meets these conditions is a quality maintenance program. That program must spell out who does what, how, when and why. These guidelines must be applied to the nine essential maintenance management phases: How to (1) Request or (2) Identify work, (3) Classify it to determine the best reaction, then how to (4) Plan, (5) Schedule, (6) Assign, (7) Control and (8) Measure the resulting work and finally, (9) Assess accomplishments against goals such as performance standards and budgets. All personnel in maintenance as well as those who interact with maintenance must be included in the program since every maintenance action requires a supporting or cooperative interdepartmental reaction. Just as the maintenance planner follows specific planning procedures, so must the purchasing agent who orders major component replacements for the job the planner is organizing. After 44 years as a mining maintenance management consulting in all types of mining operations, I can confidently state that the absence of a quality program will preclude meeting these three conditions and frustrate all efforts to achieve superior maintenance performance.

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

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

Pinetree Power, a subsidiary of GDF Suez Energy North America, in Fitchburg, MA, upgraded their conveyor drives to Van der Graaf Drum Motors. This upgrade allowed them to free up between 300 and 500 homes worth of electricity, increasing their revenue, while lowering operating and maintenance costs.

483 MSHA reportable injuries involving jacklegs occurred at US mines between 2003 and 2012, according to a recent study published by NIOSH (Clark et al., 2016). And these are just the reportable injuries - if you consider the “Heinrich Safety Triangle”, this can be viewed as the tip of the iceberg. What are the options for mechanization?

The availability of skilled mining workers is a common struggle in many countries throughout the world, impacting mining productivity, safety and ultimately profitability. Many countries are forecasting dire shortages in the coming years due to unskilled talent pools, an aging workforce and increased mining production. The development of training programs is a key focus for governments, mines and educational institutions. In support of this industry challenge, Immersive Technologies’ solutions have proven to be vital at numerous training centers around the world. In this case study one customer shows how the introduction of a simulation based training center accelerated operator learning and retention. Over the past five years this type of training center has been on the rise for Immersive Technologies. More case studies are available by emailing [email protected]

Our optimization specialists devised an experiment to show exactly how important slaking temperature is to lime reactivity and lime consumption. The results of which are displayed in this case study.

This paper is a case study outlining the experience of a multisite cement producer and their experience in implementing an enterprise-wide electrical workplace safety program, including compliance with the National Fire Protection Association 70E-2012 standard.

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

This detailed ROI case study compares measuring aggregate stockpiles using traditional surveying to using an automated drone system. Whitaker Contracting is already saving 22% measuring their stockpiles with Kespry drones, while surveying 2X more frequently and spending 4X less time overall, with additional benefits to their business

FLSmidth installed Dorr-Oliver® flotation mechanisms to replace old technology at Mount Isa Mines in northwest Queensland, Australia. The results included increased copper grade and recovery, lower cost wear parts, and reduced maintenance costs. FLSmidth continues to invest in forced-air, mechanical cell design improvements and introduced the innovative nextSTEP™ rotor/stator to the mining industry in 2015.

FLSmidth designed and constructed a new Evolute™ feedwell to replace an older design at Carpentaria Gold in Queensland, Australia. The improvements in settling rate and overflow clarity resulted in lower operational expenditure on chemical, electricity, water and maintenance, and improving the efficiency and availability of the gravity concentrator.

Published by The Heartland Institute. Hydraulic fracturing for oil and natural gas production has dramatically increased the demand for industrial silica sand, known as “frac sand,” available in great abundance in the Upper Midwest. As new sand mines and processing facilities are proposed, the policymakers and citizens of counties with frac sand resources are being asked to evaluate the potential economic benefits and costs of industrial sand mining.

Published by The Heartland Institute. As many as 9,000 non-metallic mines operate in Illinois, Iowa, Minnesota, and Wisconsin – approximately one mine for every 3,000 residents. Until recently, those mines have operated without opposition. But industrial sand mining recently has become a more contentious issue as environmental groups have taken note of the growing number of mines meeting the growing demand for the industrial silica sand used in oil and natural gas development, referred to as “frac sand.” In this Policy Study, the third in a series addressing frac sand mining topics, the authors specifically address the potential impacts of frac sand mining on public roadways.

Published by The Heartland Institute. The rate of silica sand mining in the United States has increased in recent years, due in large part to the tremendous growth in hydraulic fracturing for oil and gas using horizontal drilling techniques. Some environmental activist groups and community organizers contend silica sand mining presents significant threats to human health and the environment. Scientific evidence strongly refutes such claims.

Published by The Heartland Institute, This study considers the “social” impact of sand-mining operations, including their impact on land use, scenic beauty, and property values. Emotion and opinion, rather than technical facts and scientific data, tend to dominate the discussion.

Check-6’s Performance Coaching program dramatically reduces processing facility’s MSHA violations, increasing production while lowering cost per ton through enhanced leadership mentoring and hands-on workforce engagement.

International Lead and Zinc Study Group's (ILZSG) 2015 overview of the market's supply and demand for lead and zing along with a forecast of the market for 2016.

A mining customer’s maintenance strategies were producing good availability results, but to achieve consistency, the customer wanted better visibility on potential upcoming causes of downtime. In this tough environment, major component failure events need to be controlled to minimize impact against budget, and an enhanced solution was required to improve margins. Joy Global approached an existing customer about engaging in a trial period where the two would partner through the company’s JoySmart Solutions offering to improve machine reliability and avoid catastrophic failures on major components. The customer agreed to give Joy Global six months to prove the value of the offering at its coal mine in Australia. The JoySmart team proposed implementation of a newly-developed automated monitoring system that trawls through machine data with the ability to detect any changes in component behavior to predict an onset of failure.

Originally presented at Longwall USA 2005. The National Institute for Occupational Safety and Health (NIOSH) has been studying their operational aspects with regard to dust control performance. This research has shown that dust control performance is highly dependent upon engineering control application parameters. This paper discusses these optimal control parameters observed from numerous NIOSH laboratory and field studies.