Annual Meeting Preliminary Program - Full Brochure (PDF) - SME
Annual Meeting Preliminary Program - Full Brochure (PDF) - SME
Annual Meeting Preliminary Program - Full Brochure (PDF) - SME
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TECHNICAL PROGRAM<br />
3:25 PM<br />
Common Pitfalls in Mining Projects Appraisal<br />
J. McIntyre; Behre Dolbear Australia Pty Limited, North Sydney,<br />
NSW, Australia<br />
When appraising mining projects, technical and economic viability depends on<br />
the validity and accuracy of fundamental assumptions used at various development<br />
stages. There is a disturbing tendency for many mining industry practitioners<br />
to allow project enthusiasm to override industry history, personal experience<br />
and knowledge. Many of the assumptions are too optimistic, while others fail to<br />
take account of critical technical issues. Some of these issues could be regarded<br />
as fatal flaws, while others are less obvious and need careful review to identify<br />
and quantify their effect. Common faults in mining project development plans include<br />
failure to apply appropriate dilution and loss factors, failure to recognize<br />
the shortcomings of certain mining, adoption of geostatistical methods that give<br />
unrealistic upgrades, use of inappropriate mining methods and/or equipment,<br />
optimistic forecasts, dismissing risk as a factor, and use of inexperienced technical<br />
and operations personnel. The level of risk and the adoption of appropriate<br />
mitigators may have a material effect on both the technical feasibility and any<br />
subsequent valuation.<br />
barrick north america’s<br />
oPeratorS SeSSIon<br />
4:00 PM • Tuesday, February 26<br />
WedneSday, February 27<br />
chair:<br />
9:00 AM<br />
Introductions<br />
coal & energy:<br />
business Process Improvement<br />
9:00 AM • Wednesday, February 27<br />
MornInG<br />
D. Shaver, Alpha Natural Resources, Abingdon, VA<br />
9:05 AM<br />
Innovation in Mining Process Improvement<br />
A. Schissler; Tetra Tech Inc., Golden, CO<br />
Mining companies worldwide since 1993 have implemented process improvement<br />
methods to improve productivity, safety, and cost control. A specific method that<br />
has achieved success is utilizing a standards program to reduce inefficiences in a<br />
process at a mine. The purpose of this paper is to present selected case histories<br />
from the Summit on Mining Performance database including the 2011 Summit on<br />
how to implement a standards program and the results achieved.<br />
9:25 AM<br />
Measuring Blending Variability on Large Scale Coal Mines Using<br />
an Operations Simulator<br />
V. Tenorio and S. Dessureault; Mining and Geological Engineering,<br />
University of Arizona, Tucson, AZ<br />
Coal operations in large scale mines require a complex production infrastructure<br />
in order to attend the demand of their customers. One key factor is to provide<br />
the right value of BTU for each contractual requirement. This accuracy is affected<br />
by several factors that are difficult to identify. After analyzing the<br />
processes that are involved in the definition of the quality of the coal delivered,<br />
a simulator that reproduces every step of the production process has been developed.<br />
Data from past production cycles can be retrieved from the corporate<br />
Data Warehouse and historical performance can be reproduced. The results can<br />
be used for analyzing history or for creating what-if scenarios to help operators<br />
decide what adjustments are required according to specific key performance indicators<br />
displayed during each simulation. A probability cloud of standard deviations<br />
is generated to help measure the variability of the BTU delivered, providing<br />
a practical methodology for analysis and settings adjustments applicable in<br />
present-time operations.<br />
9:45 AM<br />
A Model Based Human Machine Interface for<br />
Frontline Supervision<br />
R. Rojas and S. Dessureault; Mining and Geological Engineering,<br />
University of Arizona, Tucson, AZ<br />
MIKe rayburn<br />
Mike Rayburn is a captivating keynote artist with a presentation completely unlike<br />
any you've ever seen! Having been called "the World's Funniest Guitar<br />
Virtuoso," Mike uses his astounding guitar creations, uproarious songs, and veteran<br />
presentation skills to encourage, challenge and inspire his audiences to leap<br />
beyond their perceived limitations. He can focus his program completely on entertainment,<br />
depending on your needs. Mike draws from a wealth of life experience<br />
as an adventurer, business owner, comedian, world-class guitarist, author,<br />
philanthropist, husband, and father, to deliver a presentation which is motivational,<br />
hilarious, and musically amazing!<br />
Just to set foot on the stage at Carnegie Hall is a career moment for any performer.<br />
Mike Rayburn is one of a handful of people in the world to become a regular<br />
headliner at Carnegie Hall and to have recorded a live "Mike Rayburn at<br />
Carnegie Hall" CD . However, Mike performs most often for the world's leading<br />
corporations and associations, doing more than 100 presentations every year.<br />
Some clients have booked Mike as many as 10-12 times! His program is so<br />
unique he has been featured in USA Today, Newsweek, Billboard, Gig,<br />
<strong>Program</strong>ming, American Entertainment, and Successful <strong>Meeting</strong>s magazines.<br />
Mines produce vast amounts of data yet it remains underutilized. Instead, supervisors<br />
obtain their knowledge from observing activities and from the dispatch<br />
area. With the affordability of mobile devices and connectivity, this concept of<br />
supervisor should evolve. A model for reengineering frontline management into a<br />
streamlined and informationrich approach through IT tools combines the use of<br />
a control room, and mobile computing, and information cloud that provides supervisors<br />
with a better understanding and control of the operation. By providing<br />
strategic information, Real-Time (R-T) decisions can be made. Reengineering the<br />
frontline supervision includes R-T monitoring and an analysis infrastructure<br />
using the most appropriate interface while remaining flexible. The process has<br />
four stages: (i) process mapping of data and flows, (ii) identification of supervisor<br />
s critical tasks, (iii) reengineering activities considering technological and cultural<br />
capabilities, (iv) evolving the system with careful considerations. Embracing this<br />
innovative model the supervisors will get knowledge about production, machine<br />
alarms, safety and traffic events in R-T for the decision making.<br />
This is the Technical <strong>Program</strong> as of September 1, 2012. IT IS SUBJECT TO CHANGE.<br />
95<br />
Please see the Onsite <strong>Program</strong> for final details.