Resources search results "efficiency"

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.
ElectricPAK - Brochure
Franklin Electric
The Pioneer Pump® ElectricPAK™ delivers more than just allllllllmodular design that can arrive on-site and startup quickly.The Pioneer Pump® ElectricPAK™ delivers more than just aThe Pioneer Pump® ElectricPAK™ delivers more than just a modular design that can arrive on-site and startup quickly. It’s also engineered from the ground up to offer a fully streamlined experience for both owners and operators.From initial selection, to installation, to a lifetime of operation: durability and performance are built into every component. Each configured assembly includes high-performance pumps and electric motors that provide better flow, higher head and greater efficiency.modular design that can arrive on-site and startup quickly.It’s also engineered from the ground up tostreamlined experience for both owners and operators.From initial selection, to installation, to a lifetimeof operation: durability and performance are builtinto every component. Each configured assemblyincludes high-performance pumps and electricmotors that provide better flow, higherhead and greater efficiency.It’s also engineered from the ground up to offer a fullystreamlined experience for both owners and operators.From initial selection, to installation, to a lifetimeof operation: durability and performance are builtinto every component. Each configured assemblyincludes high-performance pumps and electricmotors that provide better flow, higherhead and greater efficiency.
Eliminate Paper Processes so You Can Focus on What Really Matters
Command Alkon
What's All the Buzz About Electronic Tickets?Paper tickets - this has been a trending topic across the Heavy Building Materials industry for quite some time. Why? Because paper processes are entirely outdated and inefficient, and in an industry that is on-the-go, they can be a hassle to keep track of. Using paper discourages quick billing and quick driver turn around. With the use of mobile technology, drivers can now deliver electronic tickets as soon as materials are delivered. This means quicker invoicing to suppliers and enhanced partnerships. Let's Break It down for You - How Can MOBILEticket Improve Your Business?·        MOBILEticket provides paperless tickets that can’t be lost, rained on, or thrown away. The ticket is an electronic document that is distributable via email without scanning.·        MOBILEticket’s native integration with MCM’s Apex system provides seamless data routing from dispatch to the drivers.·        The intuitive workflow within MOBILEticket makes it easy to learn for new employees.·        Using tablets in their trucks, MOBILEticket can be set up and implemented quickly.Midwest Concrete Materials Sees the Advantages of Implementing MOBILEticketBeing a Command Alkon customer for years, Midwest Concrete rolled out MOBILEticket to the aggregate side of their business. The implementation and training process was straightforward as MCM was already using a number of Command Alkon products. The results of this tool were almost immediate - radio traffic decreased, driver time in the yard decreased and MCM’s internal staff were able to invoice quicker.Placing Focus on What MattersMCM’s drivers appreciate not having to contact dispatch for questions on their tickets. With the paperless tickets they no longer have to manually fill out paper tickets and they get their next ticket displayed on their tablet as soon as they submit the existing ticket. Having all the ticket information on their tablets reduces the amount of questions they have to ask dispatch and there is no risk of the ticket being lost on the jobsite. The reduction in radio traffic increases driver efficiency and allows dispatch to focus on coordinating schedules and getting orders into the system.A+ Customer Experiences and Strengthened Partnerships·The MCM internal staff has seen increased speed at which they can invoice their tickets. The MOBILEtickets are downloaded directly to their financial software and after importing, the tickets are immediately billed. This has reduced time to invoice and eliminated double data entry.Mike Sanson, IT Manager at Midwest Concrete stated, “Our trucks are more efficient, in that they have their assignments immediately upon completion of the previous order. Our drivers have the order information available at their fingertips. The drivers no longer have to fill out paper tickets, and therefore we do not have to double enter to get them into our billing system, eliminating time and mistakes. Our customers receive an email of their ticket immediately in the office alerting them that the material has been delivered, and not waiting on a worker on the job to deliver the paper ticket. Overall, this has streamlined the whole process, and MOBILEticket is a win-win for both our company and our customers.”Want to start a conversation about MOBILEticket? Click here to contact us!
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.
H-Series Multi-Cage Mill
Stedman Machine Company
H-Series™ Impact MillsThe Stedman H-Series multi cage mill is best at pulverizing, grinding, crushing and mixing abrasive and non-abrasive materials – wet, sticky or dry. The H-Series works more efficiently than other types of pulverizer machines and provides a finer, more uniform grind.H-Series cage mills can handle up to 240 tons per hour and are reversible for extended wear life. The H-Series cage mill is engineered and constructed to operate at or near-peak efficiency longer, providing a greater return on capital investment over its life than competing equipment.H-Series Features and BenefitsCapable of producing a variety of product gradations, easily altered by changing the impact mill speedQuick-opening housing for inspection and maintenance allows for minimum downtime for wear part replacement and inspectionInspections typically require only 5 minutes and complete change out of wear components in as little as one hour or less versus 4 hours or more with other millsCompact, unitized construction, occupies up to 45% less floor spaceReversible DesignProvides optimum utilization of crushing componentsImpact Mill Applications:AglimeAgricultural GypsumRoof & Floor TileClay & ShaleCoalFertilizerSaltsBreak Into Your New Cage MillThe Stedman Testing & Toll Processing Facility is the place to test your material in our full size equipment. If it can be crushed, ground, pulverized or mixed, chances are we’ve done it. Schedule your product testing in our H-Series today. To learn more about what to expect from testing, read this article that ran in POWDER BULK ENGINEERING magazine.PotashCornAnimal FeedsAluminum DrossCorn FiberGrainsGelatin
All You Need to Know About: Vertical Shaft Impactor (VSI) Primers
Stedman Machine Company
All You Need to Know About: Vertical Shaft Impactor (VSI) Primers By Eric Marcotte, Inside Sales Manager, Stedman Machine Company Vertical Shaft Impactor What Is VSI? All roads, you might say, lead to the Vertical Shaft Impactor (VSI) because these crushers make it possible to create roadways and just about everything else. Francis E. Agnew of California patented one of the first Vertical Shaft Impactors in 1927. His configuration stacked three VSIs atop each other to produce sand, thus starting the VSI evolution. Today, VSI crushers – and the folks who rely on them – have produced many configurations to include everything from the addition of cascading material into the crushing chamber, to air swept separation of lighter product. One version suspends the shaft from above like a sugar centrifuge. It’s also one of the most feature-patented crushers, so some of the things mentioned here might be unique to a single manufacturer. VSIs apply a large amount of energy to crush material and that’s why it’s one of the most versatile crusher configurations today. View our VSI Machine Specifications, and get a quote today! VSI Benefits When it comes to producing materials such as aggregate for road making, VSI crushers use a high-speed rotor and anvils for impact crushing rather than compression force for the energy needed for size reduction. In a VSI, material is accelerated by centrifugal force by a rotor against the outer anvil ring, it then fractures and breaks along natural faults throughout the rock or minerals. The product is generally of a consistent cubical shape, making it excellent for modern Superpave highway asphalt applications. The rotor speed (feet per minute) controls final particle size. The VSI’s high cubical fracture percentage maximizes first-pass product yield and produces tighter particle size distribution. It has a high-throughput capacity ideal for beneficiation (elimination of soft material). Properly configured the VSI accepts highly abrasive materials. It has simple operation and maintenance. You can quickly change product size by changing rotor speed or cascade ratio. Some models have reversible wear parts to reduce downtime. The VSI typically has low operating costs even in high-moisture applications because of reduced energy costs and low wear cost per ton. VSI Disadvantages There are some feed size limitations with a VSI because of the small feed area available in the center of the rotor. Tramp material in the feed such as gloves, tools, etc. can cause problems with imbalance. The high RPM and HP require careful balance maintenance such as replacing shoes on both sides of the rotor at the same time. High wear part cost may be a problem for some hard abrasive materials, but the VSI may still be the best option. VSI Applications Major limestone applications are for Superpave asphalt aggregates, road base, gravel, sand and cement. Industrial uses include: corundum, corundite, ferro silicon, glass, refractories, silicon carbide, tungsten carbide and zeolite. Mining applications include: bauxite, burnt magnesite, iron ore, non-ferrous metal ore, perlite and trona sulfate. VSIs are excellent for everything from abrasive materials to waste and recycling applications. Verticl Shaft Crushers VSI Crushing Method The VSI is typically used after a primary or secondary crusher. This makes a VSI ideal for making sand and for making coarse and medium aggregates for concrete/asphalt production. Feed size and characteristics will affect the application of a VSI. The feed size is limited by the opening in the center of the rotor. Normally less than 5-inch material is desired, but very large VSIs can handle up to 12-inch feed. Another feature that will affect application is moisture, which can make the feed sticky. Required production capacity is the final limiting criteria. Large primary horizontal shaft impactors can output up to 1600 TPH and more. 1000 TPH is about the maximum for a VSI because of the limiting motor size and the rising G-force of a high-speed rotor, which is calculated by multiplying the radius times the square of the RPM. Shoe configurations are many: rock on rock, groups of rollers, special tip wear parts and many others. The metallurgy of the shoes is also highly varied. Rotors can have three to six shoes. The number of shoes is typically governed by the diameter of the rotor. The larger the diameter rotor, the more openings are possible. Computational Fluid Dynamics (CFD) mathematical models are utilized to simulate the flow and collision forces to reveal solutions for lower wear cost, consistent final product, and higher energy efficiency. The material to be crushed is fed into the center of an open or closed rotor. The rotor rotates at high rpm, accelerating the feed and throwing it with high energy into the crushing chamber. When the material hits the anvil ring assembly, it shatters, and then the cubical shaped product falls through the opening between the rotor and the anvil and down to the conveyor below. The rotor speed (feet per minute) controls final particle size. Speeding up the rotor will produce more fines, slowing it down will produce fewer fines. Feeding Methods Center feed The typical VSI is fed, from above, into the center of its rotor. The material is then flung across an open void to the crushing chamber. It then impacts the outer anvil ring. This crushing action imparts very high energy to the material and is very effective on most types of material. It gives a very uniform and consistent grade of product. Cascade feeding V-Slam Impactors In cascade feeding, material bypasses the rotor and enters the crushing chamber from above. It’s called cascade feeding because as material fills up a large feed bowl, with an outer diameter larger than the outer diameter of the rotor, it spills over the side and falls into the crushing chamber from above, bypassing the rotor. The effect of increasing feed through cascade is similar to slowing the rotor. Cascade feeding in amounts up to 10 percent may have no effect on particle size distribution or quality. The product gradation curve and product shape will change, if an increased amount of cascade feeding is used. Vertical Shaft Impactor for Aggregates (Above: Vertical Shaft Impactor, No Cascade vs. With Cascade Feed, Particle Size Distribution Chart) Rotor and Anvil Configurations The VSI features multiple rotor/anvil configurations for various applications. From open or enclosed rotors to the tubular rotor, each machine is configured for their unique application. In many cases the rotor table, rotor assemblies, anvil ring or rock shelf are interchangeable, allowing maximum application flexibility. Crushers for Aggregate Industry Open top metal rotor shoe on metal anvil The open top metal rotor is good for large feed or medium to very hard material, but it will work best for softer materials. It can handle medium abrasive, dry or wet, but not sticky materials. High reduction ratios are common, which are excellent for sand and gravel production in closed loop systems. Shoe shape can change the production size range. A straight shoe face design produces finer product, and a curved shoe face design produces coarser material. Stedman VSI Impactor Tubular metal rotor shoe on metal anvil The tubular rotor creates higher tip-speeds, which increases first pass yield with tighter particle size distribution and also reduces the recirculation loads. One unique feature is that the rotor rotation is reversible, allowing wear on both sides of the tube. Rotating the tube itself one-quarter turn also doubles the wear. Vertical Shaft Impactor Benefits Enclosed metal rotor shoe on metal anvil The enclosed top plate on a rotor primarily prevents material from escaping from the top of the rotor, which could happen with an overfed open top rotor. Vertical Shaft Impactor Applications VSI Crushers (Above: Rock shelf when VSI at rest. In operation, the brown rock fills the chamber to the upper roof ring. Rock impacts rock in operation.) Enclosed autogenous rock rotor table on autogenous rock shelf Any time the material or rock is used as an impact wear surface the term autogenous is used. Putting a top on the rotor table and shoes allows autogenous use. During operation of the VSI, a bed of material can be designed to build up inside the rotor against each of the shoe wall segments. The bed, which is made up of material that has been fed to the rotor, extends to a wear tip. The bed protects the shoe wall segment from wear. Concerning the rock shelf anvil, it forms a near vertical wall of material upon which the accelerated material impacts. “Rock-on-rock” crushing reduces maintenance but can require up to 30 percent of material recirculation before meeting size requirements. Also, the rock shelf anvil absorbs energy that could otherwise be used for breaking, which may reduce efficiency. More RPM may be needed to achieve the same result as a solid metal anvil. Good for medium abrasive materials, rock-on-rock configurations of either or both rotor and anvil may produce consistent material with low-wear cost and can handle wet but not sticky conditions. Reduction ratios from 2:1 to 5:1 can be expected. It’s widely used for quarried materials, such as sand and gravel. Due to the many configurations of the VSI feed, rotor, anvil and open- or closed- system design; testing is the only way to ensure proper application of a VSI crusher. V-Slam Supplier Summary The VSI is one of the most versatile crushers available on the market today. Even with some limitations, like feed size and output capacity, VSI features have been and continue to be developed to maximize first-pass yields and lower operating costs. If you test your process on full-scale equipment before choosing your VSI, you won’t be disappointed. About the author: Eric Marcotte joined Stedman Machine Company and its affiliate Innovative Processing Solutions in 2010. He has a Mining Engineering Degree from the University of Kentucky.
All You Need To Know About Cage Mills
Stedman Machine Company
All You Need To Know About Cage Mills Cage Mills have a high ratio of size reduction after a single pass through the cages. Here's why, and how. Hands down one of the most versatile size reduction machines and one of the hardest working is the cage mill. There are several varieties of cage mills, but their similarities are more numerous than their differences. They all are internally fed impactors that can crush, grind or pulverize many different materials to specified degrees of fineness. History By 1900, Nathan Stedman had built more than one hundred cage mills designed exclusively to crush coal. Soon other applications were discovered, leading to the increased use of cage mills for crushing such products as chemicals, clay and fertilizer materials. Multiple-row cage mills – two-, four- and six-row -- were commonplace. It was not until the 1930s that the true value of cage mills in the production of agricultural limestone and the crushing and beneficiation of stone and gravel was realized. Cage Mill Pulverizers The cage mill was so popular the Stedman Machine Company became part of farming vernacular -- farmers began referring to agricultural limestone as “Stedman Lime” due to the cage mill's unique capability to create the proper material fineness in just one pass through the crusher. Single-row cage mills were used extensively in the construction of the pioneered Pennsylvania Turnpike, primarily for the beneficiation of aggregates. Beneficiation is an elementary process, but it still is one of the most widely practiced applications of single-row cage mills. Gravel is passed through the mill and the softer, undesirable particles; -- breaking more readily than the harder ones; -- are screened or washed away, leaving a hard, high-quality aggregate. Versatility New uses are constantly being discovered for these versatile workhorses, but the nature of cage mills is such that improvements in them tend to be gradual and evolutionary instead of dramatic and revolutionary. The cage mill can be applied to effectively crush, grind and pulverize a broad array of abrasive and non-abrasive materials, including wet sticky types. The latest technology incorporated in these high-efficiency design mills insures greater crushing capacities, finer grinds and cleaner, safer operation. Fundamentally, cage mills are crushers capable of reducing or disintegrating many kinds of materials to small pieces. They reduce materials solely by impact and range in size from as small as 18 inches to as much as 72 inches in diameter. However, custom units may range as high as 96 inches in diameter. In general, the larger the mill, the lower the cost of operation when measured against tons of output. Operation Cage Mill Size Reduction Equipment A typical cage mill has only one part that moves - the rotor assembly. The material to be crushed is fed into the center of the rotor, or cage, through an intake hopper. The massive bars of the spinning cage aligned in rows strike the material and smash it into particles. The particles are then thrown against subsequent rows, other particles and the cage housing where they impact against breaker plates. Every impact - against cage bar, breaker plate or another particle - tends to reduce the original matter further, into more numerous and smaller pieces. By the time the material finally escapes from the cage mill, it has been thoroughly crushed. The major difference compared to other size reduction methods is the absence of close clearances between the crushing part and the breaker plates, allowing for less maintenance and higher efficiency of the machine. Also, they do not require grate bars as the principal source of impact in the cage mill are the pins of the revolving cages. Impact crushing, particularly impact crushing that uses the most suitable cage mill available, has a number of advantages over compression crushing. Cage mills produce a more cubical product of consistently high quality and they are capable of a very high ratio reduction. There is no decrease in quality of the product even after long periods of operation. Cage mills represent a lower initial investment than most other types of crushing equipment and maintenance is easy and inexpensive to perform. Application Cage Mill Manufacturer The wisest and most effective use of cage mills depends on a proper understanding of them, of how they are made and what they will and will not do. Multi-row mills typically consist of an even number of cages: two, four or six. The cages are arranged concentrically, with each row spinning in the opposite direction from that of the row adjacent to it. Two motors are required. They are mounted on opposing sides of the mill, where they turn in opposite directions. One, two or three rows may be mounted on each shaft. A multi-row cage mill utilizes multiple stages of selective impact reduction. The material to be reduced is fed into the center of the innermost cage, where it is struck by the massive spinning pins and distributed 360 degrees around the cage. Centrifugal force and the impact of the pins causes the material, now reduced to smaller pieces, to pass through the cage into the pins of the next row, which is spinning in the opposite direction. The farther away from the center cage the particles travel, the more their impact velocity is increased. In the process of being thrown from row to row the particles also strike each other. They finally are thrown against tough breaker plates that line the inside of the housing. After many violent strikes against the pins, the breaker plates and each other, the much-reduced particles are caught by the outer housing and allowed to drop through the discharge at the bottom of the housing. Size Control Properly presetting the speed of the cages allows the succeeding rows, moving from the innermost outward, to act principally on the particles that have not yet been reduced to the desired size. Particles that have been crushed sufficiently tend to pass through the subsequent rows without being materially affected. Thus, over crushing or under crushing is effectively controlled by adjusting the speed of the cages. All cage mills are fed internally - - the material to be crushed is dropped into a hopper, from which it travels by chute into the center of the innermost row. It falls from the chute onto the spinning pins of the cage, which strike the falling pieces of feed and explode them into many smaller pieces. The particles are propelled by centrifugal force from the innermost cage into the pins of the adjacent row, which is spinning in the opposite direction. Cage Mills for Aggregates Particles that are still too large are struck by the pins of the second row and reduced further. The reduction process continues through any additional rows that may be part of the machine. The impact velocity of the particles increases as the centrifugal force carries them outward from one cage to the next until they finally strike the mill housing and drop toward the large discharge opening at the bottom of the housing. Controlling the speed at which the cages revolve allows the operator to control the amount of reduction that takes place. That is, if the speed is properly preset and controlled, the material will be reduced to its desired size at some point during its trip through the cage mill and then virtually no further reduction will have to take place. The selective impact crushing that is a characteristic of cage mills minimizes the amount of oversize and undersize particles to be found in the finished product. The design of the cages controls the path that the material will flow through the machine. This makes it possible to concentrate the wear on the pins, which are made of very hard alloys to give maximum possible service before they have to be replaced.
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.
Why Simulation?
IMMERSIVE TECHNOLOGIES
Simulation based operator training has been successfully applied to a range of diverse industries where high risk and high costs are everyday issues requiring smart solutions. Whether piloting a plane or launching a space shuttle, simulation training has been proven to dramatically reduce risk, cost, unscheduled maintenance, increase trainer effectiveness and efficiency while maximizing productivity. Within the often hazardous mining industry, simulation training has quickly gained recognition as a significant method of increasing site safety and profitability through improved operator skill and knowledge. Simulators provide operators a safe environment to learn and practice their skills while allowing the operator to practice for a range of possible emergency situations. Many of these situations are too dangerous, too difficult or too expensive to test in an actual mine. Operators can also be shown and assessed for the proper operating technique much more quickly and accurately than the traditional in machine approach. Focus on improving operator technique with Immersive Technologies’ simulators has delivered proven results including longer tire life, reduced spot time, reduced brake abuse, improvements in fuel use, reduction in engine overspeeds and more. Simulator training allows operators to be shown and assessed without the need to borrow machines from production. This allows new operators to practice many skills before being placed into a production circuit. Because operators are consistently shown and assessed on the proper operator techniques they have a better understanding and knowledge of the real machine. Following Immersive Technologies release of the world’s first mining dump truck simulator in 1998, their customer results, support network, machine range, global mining footprint, level of realism and OEM endorsements are without equal in the industry. Highlighting the benefits of simulation training, four leading Original Equipment Manufacturers, Caterpillar, Hitachi, Komatsu and Liebherr have chosen to exclusively sign technical information licensing agreements with Immersive Technologies, providing access to proprietary technical information necessary to accurately replicate the operation of their mining equipment. After significant supplier evaluation each major OEM has chosen to exclusively recommend Immersive Technologies' Advanced Equipment Simulators. This unprecedented support and commitment from the OEM's has helped to firmly entrench Immersive Technologies' Simulator technology as the industry leader. This provides customers the comfort of knowing they are investing wisely in a proven and accepted technology that is here to stay. As the world’s largest supplier of mining equipment simulators, Immersive Technologies’ has a customer base that includes many of the world’s leading mining operations, mining contractors, training schools and original equipment manufacturers. Widely recognized as the global industry standard, Immersive Technologies’ has extensive experience in delivering complete training solutions to the mining industry with measurable safety and business improvement outcomes. Immersive Technologies has worked closely with thousands of mining training professionals, managers, and executives to deliver comprehensive solutions that have been proven to improve safety and mine profitability.