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Preventive maintenance practices are listed in the manufacturers' instruction books. In general, equipment that requires frequent and extensive preventive maintenance is generally the most costly. The manpower spent on these frequent trips to remote areas is such that it is usually better to invest in a more costly system which requires little preventive maintenance. The best preventive maintenance for the system is a good installation. 7.2 Preventive Maintenance and Inspections With any system, periodic inspection is required because of the corrosive atmosphere and adverse conditions that exist in underground mines. These inspections can spot potential trouble in the system. Repair or replacement at that time averts the possibility of losing effectiveness of all or part of the system. 7.2.1 Cables Approximately once per month all cables in the communications system should be inspected for kinking, chafing, cracking, wear, stretching, or other signs of physical abuse. Particular attention should be paid to cable glands at the entry or exit points to the various units in the system, where the cable goes around sharp corners, in the vicinity of holding cleats which may be clamping the cable too tightly causing potential damage, and across the areas where the cable is exposed to physical damage from outside sources, such as equipment or falling objects. If a cable is damaged, it should be replaced as soon as possible. It is mandatory that the ground leads and connections to carrier current phones be thoroughly inspected and maintained in good condition, since considerable hazard may exist to the operator or equipment if a ground connection is broken. 7.2.2 Pager Phones The most readily available test set to determine if a pager telephone is operating correctly is the pager phone itself. The following physical check of the system can be performed at any phone station. 7.2.2a Listen Circuit Remove the handset from its cradle and listen to determine if the circuit is functional, as indicated by the presence of noise or conversation on the line. If no noise or voice signals are present at the handset receiver, take the following corrective action: 1. Operate the handset press-to-talk switch several times. Any corrosion on the contacts of this switch may cause a receiver to be temporarily inoperative. Repeated operation may clear the condition. 2. Open the cabinet and see if the battery cables are properly connected and are making firm contact. Check the handset cable and its connections in the cabinet of the pager phone, and see if there is any evidence of a break in the cable, corroded contacts, or poor connections. 3. Remove the handset receiver earpiece by unscrewing it counterclockwise (to the left), and remove the receiver from the socket. Examine the handset cavity; in some units, a patch of cotton batting or floss is used as a barrier to reduce acoustic feedback in the handset. If the cotton patch has absorbed moisture, remove it and replace with a crumpled ball of soft rubber, stuffed just far enough into the handset so it will not touch the receiver or switch terminals. 7.2.2b Page Circuit and Talk Circuit Push the page switch, squeeze the handset press-to-talk switch, and call any other phone. Release the page switch

Jan 1, 1984

In any earth-moving operation, more profit may be earned or lost by equipment scheduling than by any other single facet of the project. Many now-defunct earth movers would have survived the cost-profit squeeze had they followed an efficient, cost saving, equipment scheduling program. The ideal program would have every item of the equipment fleet working all of the time. In practice this ideal situation is not possible. Several basic methods of equipment scheduling, with an infinite number of minor variations, are used. The first approach is the use of a "minimum equipment fleet," of which all items or equipment are scheduled each working shift.

Jan 10, 1967

By John W. Rushton

Maintenance and inventory are usually the last items considered in mine development. They need to be addressed properly and early. The micro-computer brings sophistication within the reach of even the smallest mines. Maintenance and inventory programs, if properly installed, will reduce costs 15 to 25% and allow management time to address the mining and metallurgical problems at start up. Shops and warehouses are rarely designed properly. Large engineering firms spend 5 to 20 times more than is necessary for first class facilities. There is an optimum design, size, and layout. Take the time necessary to assure you get the right people, programs, and facilities in that order. Maintenance, inventory, and inventory control must be addressed early if a small mine is to have a chance at optimizing costs during the first two years of operation. This is hard work and is usually put on the back burner until the mine is in some degree of trouble. Hiring an experienced maintenance superintendent is important but it is not the complete solution. Maintenance systems, design of facilities, and use of computers are not skills that maintenance people usually have. In addition, the work of ordering spare parts and working with erection people is a full time job and any maintenance people on site during construction are quickly recruited. The end result is that few mines start up with an adequate Maintenance or Inventory System in place. The months, and in some cases years, that the mine attempts to operate without a system are both painful and expensive. Designs of successful integrated maintenance and inventory programs are virtually 100% supported with some outside assistance. Our system is the approach that we are most familiar with and this paper will isolate how Rushton International would go about setting up systems and designing support facilities. Micro-computers are the only way for a small mine to go. ~ini-computers cost more originally and operating costs are many times higher than even the most sophisticated micro system. Micro- computer software is developed further and recent advances in hardware makes medium priced units equal to most mini's in RAW COMPUTER POWER. Mines in general, and especially small mines, have no need for main frame power. MAINTENANCE A good maintenance program has: 1. Equipment Master List a. Equipment Detail Reports 2. Work Order and Backlog Control Program 3. Component Control Program 4. Tire Program 5. Wear Materials Program 6. PM Control Program 7. Maintenance History Program 8. Performance Program We also track miscellaneous items such as MSHA training and inspections, timekeeping, etc. Rather than going through the program step-by-step, it makes more sense to go through a typical Maintenance Day and show how the programs are used. The first thing maintenance supervision needs to know is "how we are doing." We

Jan 1, 1987

By L. H. Lindstad

The paper reviews the tapping process and the major wear mechanisms on the tap-hole, including wear from tapping tools. Measured temperatures in different tap-holes are related to choice of binder and material for repair pastes. The strength and disadvantage of carbon and silicon carbide materials are compared. Normal daily and weekly maintenance of tapholes is described, together with the major repairs that are done during longer furnace shutdowns. The objective is to show that the type of repair and repair material needs to be adapted to each individual furnace.

Jan 1, 2014

By John S. Newton

Modern high capacity underground mining machinery is a complex of mechanical, electrical and hydraulic components which have greatly increased capability over similar components of mining machinery of ten and. even five years ago. Looking into the future I feel certain in stating that there will be changes equally great in the coming five and ten year periods. With this premise in mind, I should like to bring to your attention some of the things that do and will have a continued major impact on the industry, particularly as they relate to the maintenance and operation of these machines of increasing capability. In underground mining today, nearly every individual plays a key role. A machine operator's importance in his work is comparable with that of the pilot of an airplane, a railroad engineman, a bus driver, a skilled machinist, a bulldozer operator and many others whose assignment is one of doing, by himself, with his hands and his brains all that the specially designed machine has been created to do. These machine operators are supported by a staff of skilled engineers, maintenance personnel, supervision, etc., but objectives are realized only when the operator maintains his schedule. What is being done and what can be done to make it easier for the operator to maintain his schedule which, as with the airplane, is constantly being improved? This question can be answered best, perhaps, by dividing the subject into four general categories - (A) Power Supply. (B) Control and Protective Devices. (C) Hydraulic Component Design. (D) Mechanical Design.

Jan 1, 1962

By W. E. Lockley

This paper will attempt to answer a number of questions which are important to the safe and continued operation of an electric power system. 1. WHY should electrical protective devices be tested? 2. WHAT devices should be tested ? 3. WHEN should they be tested ? 4. HOW should they be tested? 5. WHO should test them ?

Jan 1, 1977

By W. R. Webb, M. O. Peterson

WHEN men drive haulage equipment ranging up to 22 tons in an open pit operation, they must live with the realization that their safety is dependent upon the machines they drive and how well they operate them. The hazards inherent in their jobs must be recognized, met, and defeated. It comprises a never ending struggle toward perfection-an almost un- obtainable goal. The Jones & Laughlin Benson Mines, at Adirondack State Park in New York, created a safety program which resulted in only one three day lost time accident from April 1948 to April 1952. At the very start of the program, management of the open-pit operation recognized the hazards existing at Benson. The program was designed to meet each danger. With a knowledge of the problem faced, the process of minimizing each facet was planned along lines of maintenance of equipment and training of personnel. Its success is evident. In the ever-present struggle, care and maintenance of machines and application of experience to new equipment design are mainstays. Truck Haulage Benson produced 2.9 million tons of crude iron ore and 1.6 million tons of waste in 1951. To do the job, truck mileage reached 500,000 miles. The tremendous mileage emphasized to safety planners, the fact that the more work done, the greater the possibility of risk in haulage operations. Instrumenting the aim of the safest equipment possible is a methodical servicing program. Like other segments of the drive, the servicing program is based on greater production with fewer accidents. Every truck is serviced at least once per eight-hr shift. Examination includes inspecting and tightening wheel studs, checking tires, steering apparatus, lights, brakes, wipers, heaters, fire extinguishers, and refueling. A running history of the equipment's operating life is kept in the form of service and maintenance records. Machine operators are constantly on the alert for malfunctioning of units. At the first sign of trouble the truck is returned to the garage for exchange. No truck functioning incorrectly is kept on the line, regardless of its shift check schedule. The program resulted in a reduction of the number of costly overhauls and cut down the number of haulage accidents. Miscellaneous Mobile Equipment Auxiliary units, operating within the pit, have presented definite safety problems. The highest accident rate in the pit occurred on trucks carrying water and bits to the churn mills. The weight and awkwardness of bits and drill stems, combined with remote delivery points were direct causes of numerous accidents. Here, the problem has been one of equipment handling, rather than haulage. All air compressors for secondary drilling are truck mounted, facilitating mobility. In addition to making it easier to move the equipment, truck mounting has eliminated many of the hazards connected with relocating machinery. By making air compressors independent of other units, drilling operations have been speeded up considerably. Unseen rocks in the path of moving vehicles are a constant source of tire damage. At Benson the problem has been met by supplying each loading crew with a bulldozer for cleanup operations. The pitman directs the dozer operation, and when truck drivers back into loading areas, he serves as an extra set of eyes. Modern Truck Garage Provides Drive-Through Service Simplicity is the essence of any preventative maintenance program. At Benson, a modern garage, with a drive-through service bay simplifies servicing. Shift inspection of the 22-ton haulage units is accomplished with minimum delay and maximum thoroughness. Major repair work and periodic overhauls are done in the repair section of the truck garage. Crane facilities for handling heavy assemblies ease the job and add to the safety factor. Other mobile machinery,

Jan 1, 1952

Engineering availability of the 120/200 tonne Wabco haulpak fleet at Mt. Whaleback was in the mid fifties and unstable. The project to achieve a reliable 66% during 1980 highlighted "plannable" maintenance, short cycle scheduling, condition monitoring, backlog control, and, above all, the importance of involving all affected people. It is not sufficient for consultants to design systems and make them work. The people who use the system must understand it, support it and "own" it. In this way, they will develop it and improve results after the outside help has been withdrawn INTRODUCTION In early 1979, PA proposed a programme to improve engineering availability of the Mt. Newman Mining fleet of 70 Wabco haulpak trucks of which 53 were 120 tonne and 17 were 200 tonne units. (Subsequently five 200 tonne trucks from Hamersley Iron were added to the fleet). The ore truck workshop was also responsible for 75 tonne trucks used as water trucks and general purpose vehicles. The need for action was clear. The fleet was achieving availability in the "mid fifties" with wide variations indicating that the fleet was becoming unreliable. Projected tonnages required a reliable 66% availability to be

Jan 1, 1982

By John W. Rushton

What role does maintenance play in the design of a new mineral processing facility? Consider the fact that most new plants never reach design capacity the first year-or the second, third, or fourth years. The fact is, according to data collected from several plants which have started up in the last ten years, mill throughput and equipment availability doesn't peak, on the average, until the fifth year.

Jan 3, 1978

By John W. Rushton

This month's article concludes the series with maintenance design considerations in secondary crushing, grinding, and flotation circuits.

Jan 4, 1978

By J. B. Rasmussen

As part of a purchase of a fleet of Caterpillar 785 trucks, Round Mountain Gold Corp., Cashman Equipment Co. and Caterpillar Inc. entered into a four-year contract for the major maintenance of the fleet of trucks. This contract includes fixed costs and guaranteed availability. The results have been excellent, and the fleet of trucks performs well. History The Smoky Valley Common Operation is a unique mine. Through a mixture of diligence and foresight, it has become the largest open-pit, heap leaching gold mine in the world. This was no small feat considering the remote area surrounding the mine. Round Mountain is located in north-central Nye County, NV. To the east of the town and mine lies the Central Toquima mountain range. To the west is the Toiyabe mountain range. Between them is the Big Smoky Valley, a flat expanse of sagebrush, salt grass and fine dirt.

Jan 1, 1991

By Mark L. Munsell

In recent years, miners have tried many approaches to maintenance such as: - Highly sophisticated computerized programs. - large planning groups designed to preplan and schedule work. - Contract maintenance. - Break down maintenance. Each of these approaches has faced the added constraints: - High replacement cost of equipment necessitating longer useful equipment life - management?s increased scrutiny of all indirect costs such as maintenance. Faced with these factors, what system of maintenance control is right? After visiting many properties recently, it appears there is no right system. Maintenance programs need to be tailored to the people and production constraints that occur at an individual property.

Jan 1, 1976

By C. A. Campbell

"There has been a significant reduction in maintenance hours and improved performance by maintenance crews at the MacLeod mine since the introduction of a Maintenance Control system which includes the use of maintenance standards. This paper deals with the steps taken to develop and implement the program. The objectives of the program and the organization and training of the control group are outlined. The work-order system, standards application, classification of work and the preventive maintenance procedures will be discussed.All maintenance information is processed on a Model 360-20 IBM computer, which turns out maintenance records and control reports for management action. Information in these reports, and reasons for reporting, will be discussed and the benefits resulting from the program reviewed."

Jan 1, 1973

By John Jonkman

Two major changes occured during the last 5 years in the applications of computers. First, the cost of computer equipment decreased drastically in an era of high inflation. Second, technological breakthroughs in hardware and software have been applied successfully so that the average person can successfully utilize the computer without having to be a computer expert himself. The mining industry has recognized that computing technology has evolved to a point where it can be applied successfully to assist in improving productivity. Since equipment downtime is one of the major reasons for lost production, the Kennecott Minerals Company has developed a comprehensive maintenance information system which now assists the maintenance department in minimizing equipment downtimes. This paper discusses the primary features and functions of this system, the state-of-the-art technology that has been applied, and the benefits that resulted from using this system. Programs to support mobile equipment maintenance scheduling, which currently are under development, are reviewed and a summary of future applications is given.

Jan 1, 1982

By V. Casaletto, L. Widdifield

"Equipment capable of higher production requires more sophisticated maintenance programs. Reduction in fleet size through use of modern technology requires higher utilization and greater availability.Caterpillar's maintenance control system program will display the capabilities of computer technology in a maintenance environment. Utilizing such resources will provide increased availability, lower inventory requirements, fewer last minute disasters, and lower cost per ton for maintenance. High production from premium quality equipment can only be realized by good planning and care, executed by maintenance and operating personnel acting cooperatively.IntroductionAccurate information is the key to accurate decision making. In today' s competitive industry, mines' teeter on the brink between profit and loss. Their survival will be predicated on their ability to retrieve, analyze, and formulate accurate information regarding the operating costs of mobile equipment. This paper deals with the impact of managing equipment operating costs and introduces a computerized control system designed for monitoring and controlling these costs.Caterpillar has produced several computerized modelling programs designed at taking the guesswork out of equipment selection and management. The most basic of these is Equipment Investment Analysis (E.LA.). This model compares two or more alternatives over the projected life of the machine. It deals with comparisons in the owning and operating costs of equipment, as well as, their productivity over a specified period of time.In order for a computer model to be credible as a decision making tool, it must be simple to use and the results measurable and accountable . Caterpillar has introduced several computer models to assist the industry in selecting and managing an equipment fleet. These programs allow the user to predict and monitor the operating costs and production capability of mobile equipment. They are often used in the machine selection process to select equipment which best suits a mine's long-term cost per tonne objectives. After the optimum selection is made, Caterpillar's Maintenance Control System provides an efficient management tool to monitor and verify the data used in the selection model."

Jan 1, 1992

By Jason Mewis

Do you have it figured out? ? If so, I want to network with you! ? There?s a lot to learn as an industry The more we share the better we?ll all become at dealing with this subject If you don?t have it figured out ? You?re among the majority in the in0dustry ? Project Risk is a broad and complex issue that is dealt with through many processes ? And it?s not intuitive either ? And you don?t want to confuse one process with Another

Nov 1, 2011

By James E. Rider

"Fractures in mine hoist drumshafts are rare. We know of no previously reported attempts to repair a fractured drumshaft; any feasible method would involve welding and the associated problems of distortion, crack formation and strength.In June 1984, a fracture was discovered in the drumshaft of the production hoist in the Teck Corporation, Lamaque Division Mine at Val d'Or, Quebec. Delivery time on a new shaft would have been at least six months. The shaft was repaired in ten days and the total out -of-service time was four weeks.This paper describes why the shaft failed, how it was repaired, and the special alignment procedures employed during re-installation to minimize stresses in the repaired area.IntroductionThe performance of a mine hoist drumshaft is absolutely critical to mine operation. An inoperable drumshaft means no hoist, which in turn means no production or mine operation.Fractures in mine hoist drumshafts are rare. Previously when they have occurred, no one has seriously considered attempting a repair because of problems involved. Any feasible method would involve welding, which raises several major problems - namely, metallurgical, alignment, and strength.In July 1984 this very situation occurred at the Teck Corporation, Lamaque Division Mine in Val d'Or, Quebec.It was recognized that a new shaft would take at least 6 months' fabrication and delivery time. However, having had some experience at repairing broken shafts in other machines under similarly desperate circumstances, and after due consideration, it was concluded that by applying the correct techniques and engaging the right expertise, it would be possible to perform a repair and have the mine back in operation within a month.Thanks to outstanding efforts by all, the repair was accomplished in ten days and total out-of-service-time was only four weeks. The causes of the failure were determined and the calculated stress levels confirmed by strain gauge measurement during operation.The success of this project was achieved by adhering rigorously to fundamental management and engineering principles."

Jan 1, 1988

Presentation Topics ? Low and Intermediate Level Waste ? Project Location and Site ? Geological Setting ? Key Features ? Project Overview ? Licensing and EIS ? Next Steps DGR Waste Package Inventory Approximately 50,000 packages over 35 years: ? ~40,000 packages or 80% of inventory are LLW Bins ? ~7,000 ILW Shields (concrete boxes) ? ~2,000 resin liner packages

Oct 1, 2010

By Paul D. Tomlingson

Will Rogers unwittingly commented on the essence of evaluations when he said: "We don't know what they don't know!" In so doing, he explained why managers have an obligation to verify that their personnel really know what is expected of them. Rogers further stated that "What we know may not be so!" Here, he suggests that managers must establish the correctness of facts on which they make decisions concerning the future of their organizations. Yet, there are some managers who may not have considered this basic wisdom. These are perhaps the ones who shun a solid, fact-finding evaluation. Instead, they trust to guesswork as a basis for attempting improvement. Without realizing it, they may be making incorrect decisions harmful to the very organization they are trying to improve. Unfortunately, an attitude of avoiding evaluations often permeates whole organizations when their managers fail to appreciate their importance. Recently, the following was found prominently displayed in the office of a maintenance manager. Regrettably, the facts of a subsequent evaluation established how imprudent his attitude was:

Jan 1, 1991

By Robert N. McIndoo, M. G. Woodle

10.5-1. Introduction. In the not-too-distant past, maintenance and the facilities for maintenance were considered a necessary evil to be given only secondary consideration in the development and planning of a surface mine operation. With the increasing sophistication of mining equipment and machinery, this concept has been replaced; and today's mine managers recognize that planning for adequate maintenance facilities is as important to a successful operation as a sound mining plan. This chapter will present the basic maintenance facilities and the fundamental considerations necessary to meet the varied requirements of surface mining. 10.5-2. Determination of Shop Facilities. The size, shape, and extent of maintenance facilities are contingent on the general mining plan, the location relative to outside facilities, and to the available capital. The type of construction employed is dependent on climatic conditions and preference. HAULAGE SYSTEMS. The type of haulage equipment used will dictate the kind of shops needed. Truck haulage requires entirely different facilities than rail haulage. Some mines will employ both systems, and can include hoists, skips, or conveyor belts in combination with locomotives or trucks. The requirements of each type will be discussed. MAINTENANCE ORGANIZATION. The pre-planning decision as to centralized maintenance vs. area maintenance, or a combination of both, will greatly affect the maintenance facilities required. A single pit with relatively short travel from shops to pit will probably have a centralized maintenance system. Where more than one mine is involved, or where there are diversified sections or functions in a mine (mine equipment, mill, conveyor, or

Jan 1, 1968