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Environmental Management for the Mining Industry (환경, 광업)

SUMMARYAs sustainable development is globally perceived as a key factor for mining industry, lots of relevant issues have been seriously addressed for a continuance of current operation and acquisition of social license for the future.Kalgoolrie mine is located 600km east of Perth, WA and has a mild climate. It complies with industry standards for operations and produces around 800k ounces of gold annually. Its probable and proved reserves are reported to be about 8.4M ounces. Newmont Australia and Barrick Gold of Australia are 50/50 joint venture partners and KCGM Pty. Ltd. manages their asset. There were old underground mining for high grade of Au-bearing ore and currently open pit mining method is adopted to extract huge amount of low grade ore in Super pit area.Air quality, tailings, waste rock (ARD), biological, vibration/noise, heritage and social/community management of Kalgoolrie mine site are studied in this paper amongst various aspects of sustainable development and environm.2.5GEOTECHNICAL ISSUEIn accordance with the independent review of Golden Pike Cutback Geotechnical Design (30 April 2007), performed by Will Sarunic, Principal Geotechnical Consultant of SNOWDEN after the request of Michelle Berryman who is the senior environmental coordinator of KCGM, operating practices and results achieved are found to be exceptional. The processes performed to develop slope design criteria for this task were adequate with industry practice.2.6MINE DESIGNHigh grade ore in the Super Pit area has been excavated by underground mining however large volume of low grade ore is still hosted in the Golden Mile and being extracted via open pit mining. Unlike traditional open pit mining method, the existence of about 3,000 km of old underground workings makes it complicated.2.7MINERAL PROCESSINGBroken ore at Fimiston site moves to chamber via dump truck to be crushed and goes to the stockpile through conveyor belt. Then SAG or Ball mills are used to grind these crushed ore. t be suitable for substantial water storage.As one of observation and monitoring methods for the facility, piezometer can be installed to measure the phreatic surface and excess pore pressure.The research of natural water cycle and water balance are effective methods to have a safe operation in case extreme circumstances occur. Efforts to use least amount of water need to be sought by recycling the process water or reducing seepage as less water result in minimizing pollution.3.3WASTE ROCKThe analysis of Fimiston waste rock material characterization shows that Golden Mile Dolerite takes around 80% of total waste rock. Although it is negligible, suitable actions have to be carried out to take care of acid rock drainage risk as the Black Flag Beds are potentially acid generating.Table 2Fimiston Waste Rock Material CharacterizationLithologyClassificationPercentageGolden Mile DoleriteOxide11.6Transitional6.3Fresh62.9Total80.8Paringa BasaltOxide3.3Transitional1.3Fresh9.6Total14.2Balck Flag uarterly/annual reporting are very important.3.6HERITAGEThere are many legislation in relation to aboriginal heritage management like Aboriginal Heritage Act 1972 (WA), Aboriginal Heritage Regulations 1974 (WA) etc. Complying with aforementioned legislation, heritage survey of operation sites with aboriginal people needs to be conducted first. There are various types of Aboriginal sites such as artifacts, fish trap, man-made structure, mythological, ceremonial etc. so, identification of aboriginal sites is required through the ethnographic and archeological surveys. The identified sites should be protected via the combination of below methods.① Informing to DIA and includes in the Register of Aboriginal sites② Considering the location of sites in mining activities③ Cross cultural training for all employee④ Working under DIA permissionEtc.When it is necessary, review of the Aboriginal Heritage Plan should be implemented and in case new sites are identified, it also needs to be protectedclosure, there are sustainable development issues for closure. 1) environmental issues regarding the post-mined landscape is physically, geochemically and ecologically safe and stable 2) the quality of water source is secured 3) land use after mining should be agreed with and bring satisfaction to stakeholdersProcesses of managing closure risk can be simplified as 1) option definition and selection 2) risk and opportunity assessment of options 3) establish closure option cost evaluation 4) develop a sustainable closure plan 5) closure plan residual risk assessment 6) establish a consistent financial costing and provisioning methodology 7) establish a monitoring/audit/review process4CONCLUSIONSKalgoolrie mine has adopted various strategies and measures which are required for the continuance of operation and acquisition of social supports in terms of sustainable development and environmental issues.Due to the resources boom ignited by China, raw materials development has gained high atteE 18

공학/기술| 2011.10.07| 26페이지| 4,000원| 조회(144)

환경, 관리, Management, environment, Mining, 광업

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Hazard Identification, Risk & Safety Management

Assignment Cover SheetNamePhil KangStudent no.3341779Course code/titleMINE 8120 / 7033 (Workshop / Online )Course LeaderAssoc. Prof Andrew MorrellCourse LocationUNSW, Sydney, NSW (External Student)SemesterSemester 2Assignment no./titleAssignment 4 / critical analysis of the elements of a Risk Management System using the MIRM FrameworkDue date08/11/2010Number of words2050Note:Please include the following information in the header or footer of each page of your assignment:Assignment numberTitle of assignmentYour namePage Number of Total Number of PagesMemo to the General Manager of cold rolling plant in POSCO’s Pohang worksFrom : Phil KangIntroductionPOSCO has taken an outsourcing strategy to maintain the rolling facilities, expecting benefits we can get from it such as costs saving. It seems to have been working very successfully superficially however some defects to be mentioned in recommendation below can play a role as hazards and lead to catastrophic consequences such as fatal injurractors. One ironic thing but happening is that the outcome of contractor’s performance on the tasks belongs to POSCO and the person in POSCO gets the reward for the successful completion of task. This process doesn’t motivate our contractors. Therefore in order to establish a benchmarkable partnership with contractors as one of the leading steel manufacturers in the world, the adoption of profit sharing program with them needs to be addressed.3) Contractor selection programIn fact, there have been some political and external factors in selecting contractors as partners. As contractors are usually smalller companies than POSCO and many ex-POSCO employees are working in or running the contractor company. Simply speaking, political dynamics which lie in selection a contractor program is to select a partly-related or acquainted company. It is definitely benefit for them in terms of avoiding competition so they rarely complain on working conditions and minimize possible claims. Both partieonsibility in POSCO and share with a contractor2.1Organization Structure MB6(?) – there is no MB6 element in MIRM frameworkCompany restructuring team (CRT)Absence of suitable accountability in a CRT constraints full materialization of the deliverablesEmpowerment to CRT and creation a suitable organizational team in case of absence3Decide to Whom deliverables are madeTeam leader or the person in charge of it in CRT and a contractorMay not find a suitable recipient due to the absence of well defined job descriptionAppoint the person in charge of it and allocate the responsibility to him/her3.1Task Design ME10Description on sub-contract management task designLess clearly designed task brings confusion for further proceedingDetailed documenting of task design make it contain all needed information & data4Decide how delivery is achievedE-mail, telecommunication and intranet document systemDelivery failure means no effectiveness, improvement and solution to the problemsDouble checking and mublishment of safe work methods or procedures8.1Inspection & Monitoring MD7Sub-contract management teamNeglect or lack of inspection & monitoring could lead to substantial adverse consequences by having contractors not to follow SWMDetermine the frequency and criteria for inspection and monitoring in a systematic manner8.2Corporate Policy Criteria, Resources Communications MA1Corporate strategic planning teamMis-directed corporate policy eventually affect whole subsequent processes in a undesirable way and allocate resources inefficientlyAdd bottom-up hearing the voices of customers or people e process engaged in and involving the skilled person in resources allocation process and reflect it in a corporate policy9Functional Feedback channelsOrganizational innovation teamContinuing wrong process without correction or any improvementsCultural change is required to value two way communication and support suitable system for feedback channel9.1Documenting process MD8Document managementNo ap, barriers and processes12.1Change management process MD11Organizational change management teamUnsanctioned changes can introduce unexpected and unwanted outcomes sometimes with catastrophic onesMake people’s decision based on updated and correctly interpreted knowledgePrior risk assessment before implementation and enough communication with related personnel who should factor the differences into the their decisions13Process improvements adequately prioritisedOrganizational change management teamFailure of this process prevents continuous and successful process improvementsArrange auditing process/barrier13.1Risk Assessment MD2Risk assessmentNo effects and waste of time and moneyArrange auditing process/barrier13.2Risk Acceptability MD1Risk acceptabilityWrongly set acceptable risk can cause system failureApplying ALARA and/or ALARP for process steps and inputs14Process improvements adequately implementedOrganizational change management teamImperfect implementation for process improvemang

공학/기술| 2011.10.07| 8페이지| 2,000원| 조회(165)

안전관리, 위험관리, risk, 채광, 광업, Hazard Identificati..

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Technology management in mining industry

SUMMARYTechnology has played a crucial role in civilization and brought lots of solutions to humankind. For last several decades, mining technologies have also been developed and improved through innovation in light of various other disciplines. New technologies replace old ones and eventually lead to more benefit like revenue increase, costs reduction, higher efficiency and safety standards etc.Same logic can be applied to FMG’s operations, instead of conventional open pit mining for iron ore development, FMG adopted surface mining method. FMG also applied new technology for overburden removal process and another distinction is that it operates largest ore processing facility (OPF) in Pilbara region in order to support the outcomes from these new technologies.New technology has to go through capital justification for its installment so, the calculation and analysis of its expected potential value becomes very important. However lack of several key input data as they are kept confidentof ore at Christmas Creek which commenced production in May 2009 was blended with Cloudbreak material for shipment to China. And surface miners are being employed for production.2.1.4Resources/reserves2.2 Bt of resources and 1.6 Bt reserves in the Chichester Range which is in operation and 2.2 Bt of resources in the Solomon Group which is on exploration. See Appendix B.3ANALYSIS & DISCUSSION ON THREE KEY TECHNOLOGIES FOR OPERATION3.1NEED/USE3.1.1Overburden removalTraditional meaning of overburden removal is shoveling and trucking of materials which cover economically valuable deposit. Removed overburden materials are normally used to rehabilitate the mine site after target mineral resources are exhausted. The average overburden thickness of Cloudbreak is around 20 meter and FMG utilizes a conventional method however they also has teamed with FLSmidth Rahco and developed revolutionary system which has capacity to remove 50 Mt of overburden per annum with low costs and increased efficienvironmental rehabilitationSimultaneous mining operation for multiple pit faces across the flat depositCompatibilityIt is not practical to changeover surface miners to conventional method directly however in case any unwanted events occur and prevent surface mining from continuous operating, conventional method could be utilized to make upFlexibilityIt is more advantageous and flexible than conventional open pit method in terms of mining design or layout simplicity and easier mechanical operationSensitivityIt is sensitive to the depth of deposit (strip ratio) and nature of ore formation ; flat or verticalLess sensitive to environmental issues than the conventional methodSafetySafety increases due to higher predictabilityCostsLess people on the ground, lower machine costsDue to the cleaner pit floors, damage to vehicles and tyres could be reduced3.3.3Ore processing facility (OPF)Table 3Impact areas of ore processing facility (OPF)CapabilityIncreased productivity : average daily productioms such as yield, price, indirect costs, CAPEX, depreciation etc. have been assumed by best estimate method. FMG has actually very aggressive expansion plan from 55 Mtpa to 155 Mtpa but short-term goal of 55 Mtpa and 10 years for project period are adopted for this analysis.Alternative economic model is the simulation of operation assuming not employing surface miners or ore processing facility technology which reduces costs, in particular labor cost, dramatically.Therefore, the comparison with two economic models would offer good demonstration on the technological change value. As below table 4 shows, change of technologies generate U$867M ~ U$1392M more net present value and 11% more internal rate of return. More details are presented in Appendix D & E.Table 4Comparison of two economic modelsGeneral EMAlternative EMDiff. (Technology change value)NPV(U$M)@ 10%243210401392@ 15%14733871086@ 20%811(56)867IRR (%)3019115IMPACT OF LABOR COST ON TECHNOLOGY VALUE5.1GENERAL VS. HALF OF LABOR C comparisonquality improvementHealth & Safetyno. of injuries/accidents/incidents comparisonEnvironmentalpollutants(dust, water etc.) emission ratioDocumentation: Well & clearly defined documentation of all the auditing related tasks and the audit result is essential for continuing improvement and more efficient and effective process.Third party involvement: Internal auditing sometimes are significantly affected by organizational culture, production pressure etc. In this case, an independent team’s involvement could be one of various alternative options.7CONCLUSIONSIn conclusion, there were needs for new mining technologies as the unique characteristics of ore body and FMG decided to choose different type of mining method, employ innovated overburden removal system instead of conventional methods and set up a bigger scale of ore processing facility (OPF) to support technological change effects. And it is revealed with some best estimates that these new technologies would eventually incu７

공학/기술| 2011.10.07| 27페이지| 4,000원| 조회(153)

기술, 관리, 광산업, 채광, 광산, Mining

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Management Systems: Processes, Projects, Contracts and Contractors

SUMMARYPOSCO is one of the globally renowned steel-making companies in South Korea and has been through dramatically successful path in the domestic and global market for the last 40 years. There are many contributing factors to this achievement. One of which is a well defined management system. However, POSCO should analyze current system and seek for a better one to move from a good to a great firm in a dynamically changing global business environment. Importantly, change management is an accompanying issue to be addressed as well.In this paper, the organization and management system, value chain process of POSCO are diagnosed by using a McKinsey’s 7-S model and a Porter’s value chain model. Although POSCO has an outstanding organizational structure and management system, four potential improvement opportunities on systems are found through this diagnosis.Later part of this report, it will be discussed how proposed redesign of four systems can work more effectively to achieve corporamapYearTotal Revenue(Bil. USD)POSCO Revenue(Bil. USD)Family Companies Revenue(Bil. USD)Domestic : OverseasBy 201385652080 : 20By ************* : 27By 20181601055567 : 33By 2************* : 40Another major strategy is related to sustainability as steel-making process is considered to be environmentally adverse and produces substantial amount of carbon dioxide which is globally regulated. This issue could bring opportunities and risks for steel companies in the future. POSCO’s strategies on this are;to early adopt environmental ethics to business processes and foster environment-friendly company identityto transform steel-making processes and develop green-growth businessto prepare industry-university-institute collaboration for any variation of steel industry paradigm3.1.2StructureCurrent organization of POSCO has a functional or departmental structure as shown below.Figure 1Current organization structure of POSCOIn a macro perspective, the depth of hierarchy is small however internallysk could be assigned to someone who might think it too challenging.These skills are assessed and monitored through various tests such as on-line examination, language reading, speaking, writing and listening test etc. All results are linked with promotion and MBOs.3.2Value Chain ModelPorter’s value chain model is presented as below.Figure 2Porter’s value chain model3.2.1Identifying subactivities for each primary activityAccording to Porter model, POSCO’s subactivities of each primary activity are shown below.Table 4Subactivities for each primary activityPrimary ActivitiesDirect Activities(Core Process)Indirect Activities(Support Function)Quality Assurance(Service Function)Inbound LogisticsShipping raw materials with dedicated vesselsUnloading raw materialsStock and reclaim raw materials in yard through conveyorVessel managementRaw materials procurement contract managementQuantity / quality survey of raw materialsMaintenance of berths / unloading / conveyor / reclaiming systemStockpile competencies, 3) Determining order winners and order qualifiers, lastly 4) repositioning the firm. (Russel et al 2003). Culture of an organization encompasses values, symbols, behavior and systems. The objective of organizational culture is to have a shared understanding among employees.POSCO has been through enormous growth to a global leading steel making company and is in command many family companies as well. However its vision, management objectives, core values and strategies haven’t changed much and somewhat abstract, which is dissymmetric to POSCO’s current position. In this case, employees might feel that corporate culture is so outdated and be unsatisfied with corporate working culture. This may cause less productivity. Namely, there is a strong need to update them in order to make it effective. Proposed new explicit slogan for cultural change of POSCO is presented below.Table 6Vision of POSCOVisionCASS(Creating Another Success Story)ManagementGoal/PrincipleOpen Management (Lmonthly feedback collection and reflection into the RAI chartDuring 1 year after RAI system initiates`Internal survey through email, blog etc.`Individual interviews`Monitoring benchmark group by a consulting firm`HR management department`Consulting firm`IT support department5.3Cultural Change of Organization5.3.1PlanningAnalysis of current corporate culture needs to be performed.Table 13Planning phase of cultural change of organizationWhatWhenHowWho(Responsibility)Analysis of current corporate culture6 months`Performing a survey on-line & off-line with family companies`VOC collection from employees`Contract a specialized consulting firm`Organizational culture and structure innovation department`Consulting firm5.3.2ImplementationWhat should be done during implementation is outlined in Table 14.Table 14Implementation phase of cultural change of organizationWhatWhenHowWho(Responsibility)Setting up new vision, core values6 months`Research on the future of steel industry`Swot/market analysi

공학/기술| 2011.10.07| 40페이지| 5,000원| 조회(203)

프로젝트, 프로세스, strategy, 광업, 계약관리

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Mine Geology, Geophysics

QUESTION 1SUMMARYMining is an integration of various disciplines since there are numerous unknowns and risks under the earth crust. To identify these unknowns/risks and make the project materialized, the coordination of all relevant areas is essential.In particular, geologic information is the basic part and plays a crucial role for mining business since they are important inputs for many mining requirements. Small error of geological input may lead to fatal mistake of mining activity thereafter. Some geological information is so enormous that it can’t be overlooked. E. L. Ohle (1972) once briefly described major geological and non-geological factors for iron ore mining. Besides, after the decision to mine is made, cooperation and communication between mine geologists and mining engineers become even more momentous.In this paper, it is discussed that how much geological information affects mining requirements by category and how its influence could vary on different assumptions.CONTENTuesHighly optimistic estimation of grade can cause over capital investment. (Li et al., 2008)Mine planning is scheduled in order to maintain the planned mineral grade and controlling the quality of final product in mine operation becomes important.Mining MethodOperationScaleMineFeasibilityMinePlanningMineConst.MineOperationsMineBudgetStructural GeologyReasons/issuesFaults/folds are main constraints for mine planning and construction.Ex) Tahmoor coal mine, NSW Austral coal limited. (Li et al., 2008)Physical continuity of ore is the key factor to make the project viable.Host RockPropertiesReasons/issuesHost rock, overburden and interburden properties should be considered in selection of mine planning and mining method in order to study whether it is naturally supported or unsupported.Mining method is one of considerations in mine budget.Lack of host rock properties may cause problems such as mine collapse and in a worst case, access to ore body is not allowed.Geotech.EnvironmentReasons/i tendency to decrease while it depletes and more milling costs are incurred to process lower quality ores. Blending and processing the ore to maintain planned specification in order to meet customer’s demand is one of main issues for mine operation.E. L. Ohle (1972) claims that in case of iron ore, if it is easily treated, it could be included in mining plan although it has low grade however there are several impurity contents of iron ore which need to be strictly controlled for blast furnace operation.3.2.5Structural GeologyFaults and folds are one of main concerns for mine construction. They are major causes of orebody discontinuity or structural disturbance and mine construction should be designed reflecting this structural information. Attention to pillar collapse, slope sliding and wall crack need to be studied in details to avoid a catastrophic state such as mine shutdown. (Hoek, 1991) Research and precise estimate on structural geology are crucial to guarantee mine feasibility anal difficulty to maintain the specification of final product vice versa and have an influence on mining sequence. There is a report that realistic up and down of variance could affect the potential revenue of up to 30%. (Morley et al., 1999)4.1.5Structural GeologyWhen a miner faces unexpected faults, folds or interburden which disturbs the efficient excavation and the properties of host rock has changed suddenly etc. up to 20% variance range, redesign of mine construction and operation are required due to safety issues and efficiency. However redesigning previously set up plan costs a lot, so it definitely has a negative impact on mine feasibility.4.1.6Host Rock PropertiesIn case the hardness or stress of host rock has 20% variance, a mining method which would have the sufficient capacity to accept this fluctuation needs to be considered. If 20% loss of hardness is reported, introducing enforcements during mine construction can be analyzed for feasibility study.4.1.7Geotech. Environmeverse or make adjustment.4.2.6Host Rock PropertiesUnder low confidence level of geological information on host rock properties, underground mining method would likely be ‘unsupported’ like longwall, sublevel caving and block caving as avoiding any catastrophic situation has the priority. And in case of open pit mining, subsidence of subsurface could be one of main concerns. Therefore preparing measures for worst scenario could be right decision or unnecessary expenditure.4.2.7Geotech. EnvironmentAs relatively huge capital is necessary for mine construction, low confidence level for the geotech. environmental information provides significant constraints for mine construction. And the higher uncertainty level, the more variables comes in mine planning. In order to reduce uncertainty, many alternatives are to be ready then additional costs are unavoidable.5CONCLUSIONSAs the characteristics of earth’s crust and subsurface inherently highly complicated, perfect controlling them is not possiGE i

공학/기술| 2011.10.07| 16페이지| 2,500원| 조회(124)

전기, 지질, 자기, 탐사, 탄성, 광산, 지구물리

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