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

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.

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.

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

Strata excels in problem solving, and we have the products, equipment and expertise to work with mine personnel to overcome difficulties and deliver reliable and lasting results. Strata’s qualified mining professionals are available to evaluate your mining conditions and recommend the best solution.Strata’s uniquely formulated injection products provide unlimited applications in: Water Control - Sealing, diverting, stoppingCavity and Void FillingFragmented rock consolidationGround consolidation and stabilizationRock Cracks and Faults Repair/SealingStructural Support

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.

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!

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.

Businesses are collecting more data than ever before, but data is only valuable if it can be turned into insights. It’s no surprise that despite huge investments in data collection, executives frequently fail to see results from the massive amounts of data they collect. With technology advancing at an increasingly fast rate, business leaders are going to have even more data to manage before they know it. If you've started to integrate data collection and analytics into your business, you're on the right track. Download our article for more information on how to maximize your data efforts.

By Eric Marcotte The mineral processing industry usually evolves rather than revolutionizes, but the Horizontal Shaft Impactor (HSI) has revolutionized the crushing process in numerous industries.32 IMPACTOR 400 There are several varieties of the HSI, and their similarities are more numerous than their differences. All varieties feature externally fed horizontal rotors with breaker bars, which propel material into a series of apron-mounted breaker plates that crush or pulverize many different types of materials to specified degrees of fineness. In 1946, Dr. Erhard Andreas of Muenster, Germany, patented the “Andreas Impact Crusher System.” His design utilized old torpedo tubes and steel from decommissioned tanks. Since then, there have been many unique features of the design patented, but they all operate similarly. This article reviews current techniques employed to get the most from this versatile design. Versatility Reduction ratios of up to 30:1 are achievable in a single stage. The simple design offers low capital and operating cost. Low headroom requirements make it easy to install. Product sizes may be varied by changing rotor speed and the clearances between rotor breaker bars (also called blow bars or hammers) and apron breaker plates. HSI applications have gone beyond soft and nonabrasive materials such as limestone, phosphate, gypsum and weathered shales, to harder minerals thanks to the introduction of alloy steel rotor breaker bars. Typical alloy steels contain manganese and/or high or medium chromium content. There are many different crushing chamber designs on the market, and proper selection will depend on the knowledge of the application for proper feed, crushing chamber configuration, metallurgy of the crushing chamber components, gap setting and rotational speed. Finally, computer controls can automatically adjust HSI settings on the fly to adjust for wear or changing specs. Operation HSIs have a lined crushing chamber with rotating breaker bar rotor on a horizontal axis. The size reduction takes place quickly along short fracture lines, producing a more cubical product to meet aggregate specifications. This fast impact fracture is different from the slow compression breaking in cone or jaw crushers that produce more slabby or flat material (5:1 length to height ratio). 32 IMPACTOR2 400Feed enters the primary crushing chamber and meets the rotor breaker bars, which impel the feed against the first apron lined with breaker plates. Impact with the rotor, the breaker plate, and inter-particulate collision all contribute to comminution. Material is reduced in the primary chamber and passes by the front apron breaker plate gap, entering the secondary and, in some configurations, tertiary chambers, for final reduction. A high percentage of the initial size reduction comes from the first impact with the rotor breaker bar. Aprons are shaft suspended at the front and from a spindle in the rear, allowing for continuous gap adjustment as wear progresses. Unlike hammer mills, the open discharge impactor has no screens or grates holding material inside the crusher; material is efficiently processed at high rates for low costs. The rotor breaker bars operate best at specific speed ranges for maximum results. As the total processing capacity and rotors get larger, the number of breaker bar rows increases. On smaller sizes, there are only two rows; on larger rotors, there are four or more rows of rotor breaker bars. The optimum configuration has material delivered to each row of rotor breaker bars in a continuous bed over the width of the rotor for optimum performance and consistent wear part utilization. Some rotor interiors are open, and some are closed depending on feed conditions. For example, concrete recycling requires a closed rotor so rebar doesn’t get entangled. Application The HSI is used for all types of material with compressive strength less than about 20,000 lb. per sq. in. It’s widely used for sand and rock for roads, railways, reservoirs, electrical grid isolation, building materials and many industrial applications such as metal reclamation and recycling.34 IMPACTOR3 400 Wear part metallurgy is critical to proper applications and performance. It’s a good idea to keep a log of these items to determine the best wear part selection and maintenance schedule: feed and discharge information, throughput rates, change out records and measurements of worn parts. Proper selection of wear part metallurgy will result in optimum production rates; longer maintenance cycles and fewer changeouts, which reduce costs in labor, increase the wear part’s life as well as reduce downtime. Materials with high moisture content can be successfully handled by using heaters and air cannons to reduce and dislodge material adhering to the crushing components and chamber. Size Control The spacing between rotor breaker bars and breaker plate aprons can be adjusted to produce different products within one crusher. It is possible to crush soft raw material limestone or high-grade harder limestone for cement or asphalt applications with one crusher by externally adjusting the breaker bar and plate settings. Gap adjustment between the rotor breaker bars and breaker plates by manual or computer controlled systems adjusts the crushing gap so that product particle size distribution remains constant. Maintenance HSIs have multi-turn breaker bars for extended life before changeout. Design simplicity offers safe and easy access for breaker bar replacement and access to all areas of the crushing chamber. Front-opening models eliminate the need for a crane in some cases. Rear-opening models can allow unique installation applications. Summary 34 IMPACTOR 400 HSIs have evolved from humble beginnings through improved crushing chamber design and metallurgy advancements to automation controls. HSIs have proven they are capable of size reduction of all types of material sizes and hardness with minimal maintenance and excellent cubical particle size distribution control. Stedman Machine Co., www.stedman-machine.com Eric Marcotte is inside sales manager for Stedman Machine Company

Stedman Size Reduction Test Lab, Testing Materials From A-Z, Featuring Full-Size Crushing Equipment for Dependable Results. Stedman's unique test lab assures you're buying the right equipment for the job. Our highly-trained and experienced technicians will test your materials on full-size equipment. The Stedman testing program gives you the information you need to select the right crushing and size reduction equipment. Grand Slam™ Impactor, The Stedman 30" x 30" Grand Slam tests secondary and tertiary applications. Gap settings and rotor speeds for specific particle size gradation can be determined. H-Series™ Multi-Row Cage Mill Pulverizer, A wide variety of 2, 4 and 6 row cage designs with a complete range of sleeve/pin spacings. V-Slam™ Impactor, Designed for size reduction of minerals, ores and chemicals. Micro-Max™ Fine Grind Air Swept Mill , Screenless mill capable of producing a wide range of particle sizes. Liquid injection ports standard for grinding heat sensitive materials, or by adding heat capable of grinding and drying in one pass. Aurora™ Single or Dual Rotor Crusher , Designed for higher throughput and smaller particles. Ideal when delumping for pneumatic conveying or unloading. Complete Analysis From Experienced Professionals , The quality data produced from the test of your material helps you estimate operating costs from power consump­tion to wear parts. The written technical report provided to you includes: • Moisture content analysis • Gilson screening of raw feed particle size distribution • Product particle size distribution • Bulk density analysis • Abrasion test results • Estimated metal replacement costs • Horsepower consumption

We put our Titan Accelerated Change Technology (ACT) wheel in a head-to-head test against a standard wheel on a rigid dump truck in an Alabama mine. Watch to see the results for which wheel increased cost savings and productivity.

The Glen Elder Dam and Spillway is located in Kansas and originally built in 1968. The dam serves many purposes in order to control flooding and create the Waconda Lake which is used for municipal and irrigation water. In 2010, extensive repair and renovations occurred due to freeze-thaw damage which promoted alkali- silica reaction. When new concrete was placed, extensive shrinkage cracking occurred within the first seven days. PREVent-C was chosen as a trial admixture to evaluate its effectiveness on shrinkage cracking. After approval by the US Bureau of Reclamation, the results were impressive. Cracks were completely prevented in two of the test slabs and about 90% reduced in the third slab.

Join AirGon staff for closer look into our proven drone mapping workflow. Over the course of 1,000+ successful drone mapping missions, we have perfected our workflow to achieve accurate results in a timely manner. With the addition of our Post-Processing Kinematic direct geopositioning system, Loki, we are able to alleviate the need for dense ground control and cut field time down tremendously without sacrificing accuracy. In this webinar, we will present an overview of the entire AirGon workflow from mission planning to hosting your data and the products we use to power our process. Click download to view the webinar.

Liberty University in Lynchburg, Virginia built a new state-of-the-art natatorium that would measure up to 75,000 square feet. The facility is unique to the campus as it holds the largest diving platform in the United States and would be hosting USA swimming programs and national meets. Any crack in a pool is detrimental because a pool is meant to contain water and cracking can compromise the high-quality look and feel to it. PREVent-C provides controlled expansion resulting in volume stability creating 90 percent fewer cracks on average compared to standard concrete. Eight months after the project was completed, the results showed there were zero cracks.

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.

This underground nickel mine in the Midwest United States is relatively young with only a few years of production blasting. The operation is employing a sublevel stope mining technique. The operator purchases Dyno TITAN® RU emulsion and electronic detonators for blasting. The customer was experiencing poor blast results over a substantial period of time. When the customer first contacted DynoConsult® for assistance, the concern was the under-breaking of the ore which left valuable material along the ribs. At that time the mine engineers were looking for guidance on the delay times they should be using to improve the recovery of ore. During the site visit by DynoConsult, it was also discovered that there were a few instances of benches and bridges being left in the stope after mucking. In one stope it was estimated that over $1 million worth of ore was left unrecoverable in the stope. It was also revealed during the site visit that there were issues related to tight digging of the muckpile even though the fragmentation was adequate.

Dyno Nobel’s Titan ∆E 1000 was trialed over a period of four (4) months at AngloGold Ashanti's Cripple Creek & Victor Gold Mining Co. (CC&V) in Cripple Creek, Colorado. Performance of the Titan ∆E 1000 product was measured against typically loaded production blasts of similar size, in similar geology. Blast designs (drill pattern and blast hole sequence) for the performance and baseline blasts were not altered during the trial, and all blasts, except for one, were initiated using Dyno Nobel’s DigiShot® Plus electronic initiation system. Measured results confirmed that significant value in productivity, cost and blast performance were delivered. The mine reduced its overall powder factor by 18%, realized an 8% increase in shovel productivity in both waste and ore, and in the case of ore, experienced no reduction in crusher throughput. Additionally, they completely eliminated visible NOx after blast fumes in even the wettest areas of the pit.

The EC380E excavator from Volvo was placed against comparable models from two industry-leading competitors to test productivity and fuel efficiency for trenching jobs. See the results.

Using Differential Energy, Dyno Nobel was able to reduce the number of boulders at a quarry without adding more blast holes.

This operation was undergoing a complete review of its blasting practices and blast designs in order to ensure the most optimized results were being achieved.

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.

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]

Far too often, natural resource companies start up new plants without a properly trained operations and maintenance team. The results can be disastrous for both safety and revenue. Obviously the ultimate objective is a plant that operates in a safe and profitable manner. In most cases, the pre-start-up safety training is satisfactory, resulting in few if any accidents during start-up and ongoing operations. However, many plants drop the ball when it comes to properly training operations and maintenance personnel. The payback on a properly executed training program far outweighs the cost. If you are going to budget for high-quality engineering, efficient procurement, and experienced and proven construction management (including commissioning), why leave training open to chance? Performance Associates International (PAI) developed an extensive operations and maintenance training program for Torex Gold’s El Limón-Guajes project in the state of Guerrero, Mexico. In 2015, PAI industry training specialists traveled to the project site to carry out the training for Torex Gold employees in anticipation of plant start-up and gold production. The venture was a “massive success,” according to Nelson Bodnarchuk, Director, Operational Systems. This video tells the story of that success, including generous feedback from the executive officers at Torex recognizing our role in the partnership.

Effective plant-specific computer-based training (CBT) used in a formal training program can make the difference between a successful start-up and a failure. Or, in the case of an existing plant, it can make a huge difference in the effectiveness of operating results—particularly if turnover of experienced personnel is a factor. Once the plant process design and control strategies have been established, equipment has been ordered, and the plant is either operating or under construction, the only major variable affecting success is the capability of plant operating personnel. It is essential that the myriad details concerning plant operation are documented in a comprehensive CBT system suitable for training the non-technical personnel who will operate the plant.

The Cat® 793 Mining Truck has a long-standing reputation as one of the most reliable haul road workhorses in the industry. One mine in the western United States recently put a pair of brand new 793F trucks to work. The results from their first full year of operation on the demanding Montana mine site are nothing less than spectacular.

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.

Increase Profit and Reduce Risk - We provide a managed solution including trainers, consultants and supervision at the level you require. Capabilities: Risk Management. Instructional Design and Curriculum Development, Training Center Design and Management, Training Needs and Performance Analysis, Staffing - all levels and all roles, part time or permanent, Continuous Improvement, Workforce Development Planning (for mines, regions and educational institutions)

One of the biggest inefficiencies in the continuous mining process is waiting for a batch haulage unit to arrive and get into position. Any reduction in this wait time is time spent cutting and loading material. Understanding these delays is key to a successful mining operation, and is seldom obvious. A customer in the Midwestern United States recognized this inefficiency in its own operation, but could not achieve long-term results because whenever they focused and improved on one aspect of the process, the inefficiency seemed to take another form. The end result was no overall improvement.

Immersive Technologies has released further detailed verified results arising from their work with key mining customers. In partnership with mine management teams across Australia, North America, Latin America, Africa, Europe and Asia Immersive has delivered dozens of Continuous Improvement (CI) projects that have helped miners control costs, lift productivity and maintain safety standards. Verified in-pit gains over the last 12 month period include: US$1,100,000 haul truck fuel savings for a North American Mine 72% reduction in machine abuse events for a North American Mine US$500,000+ fuel savings at an Indonesian Mine US$770,000 tire life savings at an Indonesian Mine 68% reduction in haul truck down time for a Latin American Mine 4.9% spot time improvement at a Latin American Mine 31% reduction in equipment abuse events at an Australian Mine 5.1% excavator dig rate improvement at an Australian Mine 13% reduction in breakdown hours for excavators at a European Mine 72% reduction in breakdown hours for wheel loaders at a European Mine US$400,000+ Fuel savings in a Brazilian Mine 28% reduction in tire replacements saving US$1,500,000 in a Brazilian Mine 99% engine fire pass rate – global average after training

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.

Originally presented at Haulage & Loading 2015, this is an overview of how targeted training at an ASARCO mining operation improved efficiency and safety.

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

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

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.