Mechanization—an Anglo Platinum perspective · However, the intent to mechanize appropriately in Anglo Platinum still exists. 126 PLATINUM ADDING VALUE - Building a library of knowledge

MECHANIZATION—AN ANGLO PLATINUM PERSPECTIVE 125

Mining Mechanization—their role andprogrammes

The role of Mining MechanizationMining Mechanization’s role is illustrated in Figure 1. Therole of the department as mandated by the executivecommittee of Anglo Platinum in August of 2002 wasdivided into four distinct areas:

• Research and development—aimed at identifying bothexisting and new technologies that may have anapplication in narrow reef platinum orebodies. Theevaluation of potential technologies would lead tofurther development based on a business case. Thiswould lead to a field trial at an appropriate site.

• Implementation—once proven at a trial site, thetechnology would be implemented along with theappropriate technology transfer systems to enableongoing measurement, control and learning.

• Continual optimization—the optimization of theequipment/technology/system is an ongoing function.Observations and learnings are used to continuallyupdate designs, any further implementation, thebusiness case and knowledge transfer.

• Supporting systems—the success of any mechanizationproject is not only dependant upon the technology but a

multitude of supporting initiatives:• Management systems:

- Performance databases and tracking systems- Project management processes- Systems engineering- Correct capital forecasting for both replacement

and additional equipment requirements- Meeting and governance structures- Mine planning systems- Maintenance, (asset) management systems - Communication and information technology

• Standards and standardization- Safety- Setting of guidelines and blueprints- Information gathering and reporting

• Commercialization- Supplier partnerships or alliancing to drive

development of new and existing technologies andreduce costs

- Agreements to address issues relating to intellectualproperty (IP)

• Best practice transfer and reviews- Establishing a knowledge sharing and best practice

culture through the establishment of best practicecommunities and technical meeting structures

CROLL, A.M. Mechanization—an Anglo Platinum perspective. International Platinum Conference ‘Platinum Adding Value’, The South African Institute ofMining and Metallurgy, 2004.

Mechanization—an Anglo Platinum perspective

A.M. CROLLAnglo American Platinum Corporation

The efforts to mechanize narrow reef tabular orebodies unique to this country, are not new. Theybegan in the early 1900s and have over the last century seen varied rates of progress and success.

Efforts to mechanize with the use of scraper winches can be regarded as a success. The scraperwinch replaced the hand lashing of ore and development waste into hoppers. The initiatives byAnglo Gold and the then JCI to implement trackless mining equipment into these environmentshad limited success but in general were looked upon as a failure—at least this is the perception.

The Chamber of Mines Research Organization (COMRO) in conjunction with various mininghouses tried to make a success of the impact ripper. Diamond wire cutting of the stope face isanother, which has been tried and tested. The use of high-pressure water to cut rock has also beentrialed.

These attempts, amongst others, are just a few of the efforts that have not been successful in thequest to make life at the face safer, more productive and easier for our employees.

Against the backdrop of an emerging South Africa, the associated high expectations ofhistorically disadvantaged people within the country, a strong rand, demands for better safety,lower cost of production and more efficient operations, mechanization has the chance to make adifference to Anglo Platinum’s business. Mechanization has certainly changed the way othercommodities such as coal, base metals and diamonds are won from the earth. Mining’s image isstill one of people crawling around in stopes—a dirty, ‘low-tech’ business.

Anglo Platinum’s latest journey to mechanize its underground operations began in earnest in1998 and has enjoyed some successes and failures. The opportunity to change the way mining isdone within the company is there. Technologies are evolving, and the implementation ofmechanization can certainly assist with the achievement of the goals referred to above. Whenmechanization commenced, targets were set for the company to achieve but these have beenrevised in the light of recent events relating to the strengthening rand and a slow-down inexpansion plans. However, the intent to mechanize appropriately in Anglo Platinum still exists.

PLATINUM ADDING VALUE126

- Building a library of knowledge for personnel toaccess

• Specialist support- Constantly be available to assist operations with

specialist advice and support• Human resources (HR)

- Technology is relatively easy to develop but it is inthe area of HR that actual work needs to be done inorder to enable technology to be successfullyimplemented.

Structure of mining mechanizationUntil fairly recently, the department reported to thedivisional director responsible for Continuous Business

Improvement or CBI (Project Breakthrough). At the end of2003, with the creation of the Mine Technical Servicesdepartment, the mining mechanization function startedreporting to this domain. The reporting structures aredefined in Figures 2 (old) and 3 (a) and (b) (current). As aresult of this change and the current focus on cost andorganizational efficiency, the role of the department haschanged. This will be discussed later in the paper.

The suite of programmesMining Mechanization’s focus has been to develop andimplement technologies, which will improve safety,enhance productivity, reliability of production and drive thecompany down the cost curve.

Figure 1. The role of Group Mechanization

Figure 2. Mining Mechanization structures—reporting structure (old)

ID existing technologies Implementation Continual optimization ofmechanized operations

Business throughsystems andtechnologySpecialist input

Assurance

Plannninf

Technology transfer/training Monitoringcompliance &performance

Develop new technologies

R & D

Business case

Performance evaluationcriteria

Testing and field trials

Existing operations

Future operationsUnderpinning this

Management systemsStandards & standadizationCommercialization

Best practice tranfer and reviewAssurance roleSpecialist supportHR development

Divisional Director:CBI/Breakthrough

ResearchManager

ProgrammeManagers

SystemsManager

SystemsAnalyst

TechnicalAnalyst

GeneralManager: GroupMechanization


It is clear that within Anglo Platinum there are two areaswhere technology can be applied:

• a number of older more conventional operations, whichare not going to lend themselves to more radicaltechnologies easily. The systems, infrastructure andmodus operandi will not easily adapt to sometechnologies (e.g. trackless), and

• those areas of, as yet, significant undeveloped orereserves and newer operations where emerging andproven newer technologies can be applied.

The programmes currently being tackled by MiningMechanization are aimed at both the existing olderoperations, and the newer and future operations. The

following list of programmes categorizes the areas beingtackled to address the company needs:

• Research and development• Conventional mining systems• Trackless mining systems• Rockcutting systems• Logistical support systems• Management support systems.

Research and development projects

The following projects have been addressed as part of theR&D focus:

Figure 3a. Mining Mechanization structures (new)

Figure 3b. Mining Mechanization structures (new)

Director: TechnicalServices

Divisional DirectorMine Technical

Services

MiningOptimization

MiningMechanization

MinePlanning/

Engineering

ProgrammeManagers

Divisional Director:Mine Technical

Services

GeneralManager: GroupMechanization

ResearchManager

ProgrammeManager


• Extra low profile trackless mining machines aimed atoperating in a 1.2 m stoping width—(Figures 4(a)–4(g)

• Plasma hole maker—use of plasma cutting to enablethe drilling of roofbolt (amongst other) holes of alength, which is greater than the stoping width, withouthaving to continually change rods. (Figures 5 and 6)

• Flexi-drill—investigated for the same purpose as theplasma hole maker (Figure 7)

• Fuel cells—a look into the application of fuel cells as ameans of powering underground mobile miningequipment (Figure 8)

• The use of propellants to provide a continuous miningsystem.

Conventional mining systemsThe focus in this area has been to make work both safer andeasier at the sharp end (both the stope face anddevelopment end) through the provision of drill rigs;leading to increased drilling accuracy and thecommensurate increase in advance per blast. The focus inthis area includes:

• In stope drill rigs/rigs (Figure 9)• In stope roofbolters (Figure 10)• Rapid development advance

- Development rigs (Figure 11)- Face and hopper loading systems (Figure 12)

• Monorail systems for raise development (Figure 13)

Trackless mining systemsThe employment of trackless mining systems is wellestablished in the company:

• Amandelbult (16W and 43E—fully mechanized)• Union declines (hybrid) (Figure 14)• Frank Shaft (hybrid)• Waterval (fully mechanized)• Bleskop (hybrid)• Lebowa (hybrid)• Modikwa(hybrid).

Figure 4a. XLP suite

Figure 4b. XLP suite

Figure 4c. XLP suite

Figure 4d. XLP suite

Figure 4e. XLP suite


Hybrid refers generally to the use of trackless equipmentto conduct the development operations and the use ofconventional mining systems—jackhammers and scraperwinches to conduct stoping operations.

Rock cutting systems• Oscillating disc cutter (conducted in conjunction with

the Centre for Mining Research in Brisbane, Australia)

(Figure 15)• Activated drum systems (in co-operation with DBT)

(Figure 16)• Narrow reef miner (in co-operation with RCTS)

(Figure 17).All of the above employ different methodologies with

which to cut the rock. The objective of these programmes isto provide a continuous mining system.

Figure 4f. Townlands XLP dozers tested Figure 4g. Townlands XLP dozers tested

Figure 4h. Townlands mechanized breast

Townlands XLP Breast Layout

3 m

6m x 3m

6m x 3m 5mholdings

10 m

2 m1.5 m

Dozer

8 m max after blast

26.5

m p

anel

0.5 m max

beforeblast

Mining direction

9 degreedip

Legend

1.2 m resin roof bolts on a 1.5 mby 1.5m pattern

1.8 m grouted roof bolts on a

1.5 m x 1.5 m pattern

Pre-stressed mine poles

0.75 m diameter RSS grouted

packs 20 m max. from face


Figure 4i. XLP mining layouts—BRPM (South D) room and pillar

Figures 5 and 6. Plasma hole maker

Figure 7. Flexi-drill rig

Tetra’s electrohydraulicDrilling Technoogy

Tetra’s twin-dillroofbolt system

Electrodes

Insulator

Drill inoperation

Drill beingset-up

~4′ High

Power Line

Water Line

Modulator &Control system

Chips &Water

Shock Waves

BRPMXLP Room & Pillar Layout

4m x 7m 8.5m

holing

9 degreeDip

Mining direction

16 m

pan

el

Legend

x: 1.2 m grouted rockbolts ona 1.5m by 1.5 m pattern.max. 1.0 m from the facebefore blast

Diagonal span = 18.3 m

4m x 7m


Figure 8. Fuel cells

Figure 9. Drill rig

Figure 10. In-stope roofbolters

Proton Exchange MembranePt Catalyst LayerGas Diffusion Layer

Pt Catalyst LayerGas Diffusion Layer

Substrate Substrate

H2O

AIRFUEL

2H

H2 O2

2e 2eANODE CATHODE


Figure 11. Micro-hydro power suite at Lebowa for development ends

Figure 12. Rapid development advance loading machine

Figure 13. HPE raise monorail development rig


Figure 14. Mechanized roofbolter at union section

Figure 15. Oscillating disc cutting Figure 16. Activiated drum system

Figure 17. Narrow reef miner


Logistical support systemsThese systems, aimed at providing better support to miningoperations, have focused on:

• The load carry drop system (LCD) for continuoushopper loading (Figure 18)

• Hulme hoppers—a large more efficient, self-cleaninghopper designed to increase ton kilometre per hourtramming efficiencies and thus reduce upstream panelcleaning problems leading to lost blasts

• Hulme skip—working along the lines of the Hulmehopper but used in decline shafts and manufactured tominimize derailing incidents (safety and productivityfocused) and improve overall production capability(Figure 19). These skips are used at the UG2environment because UG2 is renown for its stickiness

and packing in the more widely used range of hoppers• The application of hydro hoisting—screening of the–

15 mm from run of mine (ROM) ore undergroundbefore it is hoisted to surface and then pumping the–15 mm fraction to surface releases valuable hoistingcapacity for either more ore or waste.

Management support systemsThese include inter alia:

• A drive on the HR front to address the issues we oftenforget about when rolling out new technology. The‘wheel’ shown in Figure 20 outlines those areas whereinterventions have been initiated to address this criticalsuccess factor

• Mine planning systems

Figure 18. Logistic systems: Hopper loading systems

Figure 19. Hulme skip


• Mine simulations• Maintenance and asset management philosophies,

including maintenance contracts and planning systems• Mine automation and control systems including

wireless underground communication systems andvehicle tracking

• Optimization interventions• Governance• Knowledge management

The vision and progress

The visionThe vision of the department has always been to develop amine for the 2015 environment. This mine of the future willbe a rock factory: a rock factory must and has to be a minethat will give Anglo Platinum a significant competitiveadvantage over other producers. This is how MiningMechanisation describes the characteristics of a rockfactory:

• Cost competitive/enhanced margins- reduced unit cost (cost per ounce)- supplier partnerships, strategic alliances- supplier efficiencies- increased volumes- quality of operation

■ minimal dilution■ optimum stoping width

• Lean and mean- organizational structures are appropriate

■ trained personnel■ man/job specifications clearly defined and

administered correctly- balance of technical and operational skills and

capability- competent and empowered personnel- appropriate decision making-systems- clear definition and understanding of roles and

responsibilities- appropriately engineered infrastructure

- good information system and integration aimed atthe core business processes and supported byefficient commercial or business systems

- an environment of knowledge sharing and bestpractice dissemination through effective systems

- mine planning and monitoring systems effectivelyutilizing control type environments

• Reliable- achieve targets- good management systems

■ planning and reporting■ timeous information to the appropriate level■ timeous decision making

• Equipment reliability- engineering and design integrity- maintenance competency

• Safe- no fatalities- culture compliance- competent, trained people

Table I indicates how the programmes described abovealign to achieve the characteristics of a rock factory asdescribed above.

ProgressEach of the programmes/systems outlined above haveobjectives aimed at achieving improved safety and faceadvance enhancements in one way or another. Specificdetails can be obtained from the writer should it benecessary. However, in order to keep the paper focused,what follows, will be an update on relevant progress inthose areas deemed appropriate.

Following a dramatic change in the economic climate,some of the more futuristic projects have been shelved:these include rockcutting and hydro hoisting. Others havebeen shelved for a number reasons-not practical, return forinvestment not adequate or at a stage in the developmentcycle which will require technical input and funding from acommercialization partner where one cannot be found, etc.

For the sake expediency, various projects will be linkedtogether to assist with the reporting of progress.

Figure 20. HR/HRD components

2. RAS

3. Culture

4. HRD8. PM

Safety

Stakeholders

Face of theFuture

HR/HRD

7. SkillsRetention

5.Remuneration

1. WorkDesign

6. LabourManagement


Table II summarizes those projects which have beensuspended and those which are continuing.

Trackless mining systemsTrackless mining has been operating in Anglo Platinum fora while and has been viewed as having varied success.Where trackless systems have been employed asdevelopment systems to access and provide developmentahead of stoping operations, they have been classified assuccessful. At an operation such as Waterval, where fullymechanized bord and pillar operations have beenimplemented, the initiative has met with various opinions—most of which tend towards ‘not successful’. However,over the last two years since Waterval’s inception therehave been many successes:

• a rapid build up to production capacity (Figures 21(a)and (b))

• a very good safety record (Figure 22)

• a culture of mechanization is now evident at Watervalwith a commensurate level of operational standards—roadways, services, etc.

Grade remains a problem—the mine design calls for amining height of 1.8 m to remove a 0.70 m seam. Theconcept of ‘mining high and treating low’ has not beenachieved through the inability of the operation toeffectively scalp off waste underground and remove wastevia the use of optical sorting technology on surface aheadof concentrating operations. The employment of densemedium separation (DMS) techniques has not been deemedviable for Waterval.

Figure 23 puts into perspective where Waterval stands onthe cost curve compared to other group operations.

Other initiatives such as the fully mechanized (Figure 14)roofbolter for low profile operations has been verysuccessfully implemented along with trackless developmentoperations at Union declines. Bolting rates of between 12and 15 bolts per hour have been achieved, enablingdevelopment to proceed ahead of mining faces, which, withthe use of in-stope drill rigs, have achieved face advances inexcess of 20 m—even as high as 30 m—per month.Standards and operations here are very good.

Rock Factory Programme

Cost competitiveness Cost competitiveness• Quality • XLP suite• Volumes – Tamrock, RHAM• Supplier partnerships • Drill rigs• Appropriate contracting – Novatek, Hilti, hydro power, Mantis• Energy efficient • Rapid development advance

– LCD, face loaders• Rockcutting

– ADS, RCTS, ODC, tunnel boring and cutting

– Hydro transport– Long hole stoping– Maintenance programmes

and contracts– Energy balance studies

Lean and mean Lean and mean• Structures • HR initiatives• Mechanized miner – Mechanized miner of the future

of the future – Remuneration systems• Control rooms • Training input

– Western limb– Eastern limb– Content– Communications and IT

Reliability Reliability• Management info systems • Communications and IT• Mine planning systems – Data collection• Maintenance systems – Databases

– Interfaces with existing AP systems (SAP)

– Control rooms• Good maintenance management

– Contracts– Supply partnership– Technical systems– Mine planning and scheduling– Simulation

Safety Safety• No fatalities • Standards• Culture of compliance • Assurance

• Knowledge management and best practice sessions

Table IMining mechanization—The rock factory and programme

relationship

R & D• Plasma hole cutter*• Fuel cells*• Rocksplitting*• XLPs

Conventional mining systems• Drill rigs—Hilti, Novatek• Hydro power• Long hole stoping• Rapid development advance

Trackless mining• Lower profile suites of equipment• Bord and pillar• Maintenance

Rockcutting• ADS*• ODC*Narrow reef miner*

• Logistics• Hydro hoisting*• Development end loader• LCD system• Boxholing initiatives

Communication and IT• Control rooms• Data gathering and dissemination• Wireless LAN• Remote monitoring of LHD productivity

Systems and support• Database definition for mechanized reporting• Techno-economic modelling• Mine planning systems for mechanized mining• HR associated issues• Ad hoc projects• Knowledge management and best practices**

Table IIProgrammes within the mechanization thrust

(*) Suspended(**) Temporarily suspended


Figure 21a. Waterval mine—platinum ounce build

Figure 21b. Waterval mine—tonnage build-up

Figure 22. Waterval mine—LTIs to end 2004

Jan- Feb- Mar-Apr-May-Jun-Jul- Aug- Sep-Oct-Nov-Dec-Jan-Feb-Mar- Apr- May-Jun-Jul-Aug-Sep-Oct- Nov-Dec-Jan- Feb-Mar-Apr- May-02 02 02 02 02 02 02 02 02 02 02 02 03 03 03 03 03 03 03 03 03 03 03 03 04 04 04 04 04

12.000

10.000

8.000

6.000

4.000

2.000

-

Pt

OZ

Jan- Feb- Mar-Apr-May-Jun-Jul- Aug- Sep-Oct-Nov-Dec-Jan-Feb-Mar- Apr- May-Jun-Jul-Aug-Sep-Oct- Nov-Dec-Jan- Feb-Mar-Apr- May-02 02 02 02 02 02 02 02 02 02 02 02 03 03 03 03 03 03 03 03 03 03 03 03 04 04 04 04 04

300.000

250.000

200.000

150.000

100.000

50.000

-

To

ns

2001 2002 2003 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC1 0 1 0 2 0 0 0 0 0 0 0

12 15 6 1 1 2 2 4 0 0 0 0 0 0 00..44 0.00 0.41 0.00 1.27 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.54 1.26 0.35 0.44 0.22 0.28 0.21 0.36 0.00 0.00 0.00 0.00 0.00 0.00 0.001.26 1.20 1.02 1.02 1.02 0.85 0.85 0.85 0.67 0.67 0.67 0.50 0.50 0.50

Lost Time InjuriesProgRateProgL.T.I.F.R

16

14

12

10

8

6

4

2

0

1.4

1.2

1

0.8

0.6

0.4

0.2

0

NU

MB

ER

OF

INJU

RIE

S

RA

TE

PE

R 2

000

000

HO

UR

S W

OR

KE

D


The development of the extra low profile tracklessequipment is in its infancy but is already showing a lot ofpromise. Designed to operate in a stoping width of 1.2 mthese extra low profile machines (Figures 4(a)–4(g)) arebeing trialed at four sites currently:

• Union—Sandvik Mining and Construction (SMC-Tamrock, but a drill rig only.)

• BRPM (South D)—SMC• Waterval—SMC

• Townlands—RHAM.The RHAM suite is operating in a breast layout, as is the

drill rig at Townlands. The suites at South D and Watervalare operating in a bord and pillar configuration.

The progress overall is satisfactory in that there has beenproof of concept. There is good evidence that theequipment is capable of operating in narrow stoping widthconditions. Table III summarizes the results achieved by theXLPs at the operations to date and as can be seen they are

Figure 23. Total on mine cost benchmark

Townlands

Actuals Feb 04 March 04 April 04 May 04 KPI Plan

Centares 384 438 644 608 2100Labour (MDP) 8 8 8 8 11Grade g/t 3.8 3.7 3.8 3.91 4.01Mining height (m) 1.25 1.25 1.2 1.2 1.2Dilution (%) 8.29 1.84 5.29 2.56 3.56%Shaft head cost/ton milled* 108 93 109 108 100Face advance/blast (m) 1.5 1.5 1.5 1.5 1.5Ave drilling time 1.6 m hole (s) 90 90 80 90 45Drill rig holes/hour 34 36.2 36 36 30Roofbolts/hour 4 6 6 6 8

BRPM

Actuals Jan 04 Feb 04 March 04 April 04 May 04 KPI Plan

Centares 1031 1393 1441 981 1562 2000Labour (MDP) 19 19 23 16 18 18Head grade (g/t) 4.1 4.41 4.27 4.38 4.60 4.27Dilution g/t (best cut) 4.9% -2.5% 0 0.23 0 0Mining height (m) 1.43 1.16 1.20 1.27 128 1.1Shaft head cost/ton milled* 1.06 85 100 90 100M2 per stoping man 54 73 63 61 87 100Advance/blast (m) 1.42 1.48 1.4 1.43 1.43 1.5Drill rig holes/hour 13 18 19 15 41 30Bolts/hour 4 3 3 3 5 6 (1.6 m bolts)

Table IIIResults to date of the XLP trials

*Indexed to 100

Bleskop

BRPM NorthUnion Spud Brakspruit

Paardekraal

Turffontein

Frank

Aman-East

Union Decl

Aman-West

Townland

Aman-Cent

Union RichBRPM South D

BRPM South

Leb-UM2

Leb-Vert

Waterval

Leb-Mid

Mechanized XLP

Conventional

Mechanized LP

322

267

210

155

1000 80.000 160.000 240.000 320.000 400.000

Total 4E produced (Oz)

Tota

l Min

nin

g C

ost

/OZ

4E

(r)

Total on Mine Cost Benchmark - Based on 4E produced in2003

■ Mechanized mines (red)◆ Conventional mines (blue)


showing a lot of promise. Version 2 of the equipmentdesigns for both suites is currently in progress. The nextstep is to finalize the modelling of different mining layouts—a bord-and-pillar layout or a breast-type layout andaddressing some equipment design issues. Life cycle costmodels have been compiled and are being interrogated forintegrity. Plans to roll-out XLPs, specifically at Waterval,as a move from low profile equipment at 1.8 m to XPLs at a1.2 m stoping width, are making good progress. Figures 5(a) and 5(b) show the breast and bord and pillarlayouts currently under consideration for the XLP suites.

At Boschfontein, Capital Development Services (CDS)—an in-house ‘company’ doing mine development work, isachieving well over a 120 m per month in a single enddecline. Standards are exemplary, as is their cost per cubicmetre.

RockcuttingRockcutting trials with Anglo Platinum funding input havebeen stopped. There has been some successes with theactivated drum system in terms of pick wear costs but thereare still major reliability problems with the system as awhole. DBT, a German- based company, traditionalsuppliers to the coal industry, are developing systems forhard rock mining and were the commercialization partnerswith Anglo Platinum in this venture. They have identified

design problems and are progressing with the trials at theircosts. Results are expected at the end of the year.

The ODC initiative has been stopped—commercializationand maturity of technology have precluded this initiativefrom progressing further.

The narrow reef miner using traditional compressivecutting methods is working from a mechanical point ofview but cutter problems are preventing reliable progress.New cutters have arrived on site and are being tested atpresent. RCTS—a company out of the old RobbinsRaiseboring Company—is running the programme.

Conventional mining systems Stope drill rigs have had varying degrees of successfulimplementation with success being largely driven bycommitment at operations. At Union, Sulzer rigs haveachieved good reliable production. The use of Novatek-typejigs at BRPM has met with varied success and at Lebowa,the use of these jigs is gaining momentum.

Again, the use of Novatek development end rigs has hadvaried success at BRPM. Where they are well employed,advance rates per month have been good. The use of aMantis drill rig at Brakspruit shaft has achieved highs of100 m per month with an average of 60 m. Figure 24(a)shows a Mantis drill rig and Figure 24(b) graphs the actualresults.

Figure 24a. Mantis drill rig at Brakspruit

Figure 24b. Results achieved by the Mantis drill rig at Brakspruit

May Jun Jul Aug Sep Oct Nov Dec Jan-04 Feb Mar

Month

Metres per month Progressive average Last 6 months progressive average

100.7

38.0

50.745.041.1

36.234.6

56.850.846.2

58.6 55.7

48.3

79.7

72.7 72.3 71.1 70.869.466.459.658.657.858.8

56.1m/m

on

th

110

100

90

80

70

60

50

40

30

20


The use of micro-hydro-powered rigs for flat enddevelopment, has been very successful and at Lebowa’svertical shaft, where compressed air problems due todistance from the shaft resulted in very poor developmentrates, the hydro powered suite of a roofbolter, drill rig andloader have seen an average rate of 58 m per month beingachieved (Figure 26). At Paardekraal, development rates ofover 90 m per month have been achieved.

To complement these systems facilitating higher facedevelopment rates and to improve safety, the company iscurrently implementing two types of manless box-holingdevelopment systems—a micro hydro powered drilling rigdrilling up holes from the cross cut or haulage into the reefraise for blasting using drop raise techniques and a miniraise borer, which is established in the raise and drills downinto the crosscut or the haulage.

To complete the system of rapid face advance in thedevelopment ends, it is necessary to speed up the loadingcycle. The traditional rocker arm loader needs to be phasedout and replaced with a more efficient system. Figure 12 isa concept drawing of what is currently being developed tospeed up development loading. The loader is designed foruse with the load-carry-dump (LCD) system (Figure 18)designed to make the loading of hoppers more continuousas it removes the need to continually having to shunthoppers around. The employment of the LCD system isstarting to prove successful in its application atAmandelbult.

The trialing of Hilti electric drill rigs (Figure 25) hasbeing going well. After some redesign and working withAnglo Gold on the development of the Hilti drill, there is aMark 4 version on trial at Amandelbult. Results to date are

Figure 25. Hilti drill rig

Figure 26. Results of the micro hydro power suite at Lebowa

Nov-02 Dec-02 Jan-03 Feb-03 Mar-03 Apr-03 May-Jun-03 Jul-0 Aug- Sep-03 Oct-03 Nov-0303 03

Month

Monthly advance (m) Conv. Average Running average

68.7

35.729.9

24.2

12.75

41.337.8 36.4

31

40.734.4

41.8

61.3

53.1 52.1

43.2 44.8

52.1

42.244.150.8

42.0

12.6

HPE Development Suite - Lebowa Actuals

m/m

on

th

80

70

60

50

40

30

20

10

09


summarized in Table IV and show that the requiredstandard is being achieved in terms of face drilling time.Added benefits include occupational healthimprovements—- vibration and hearing loss.

Logistical systemsThe LCD system has been referred to above and as suchwill not be repeated here. Initiatives with both the Hulmehopper and the Hulme skip have been successful in thatthey have led to improvement in performance. The Hulmehopper has led to an 18.6% improvement in the tkph indexfor tramming in haulages when measured against thetraditionally employed wide-door hoppers. A payloadincrease from 3.8 tons to 5.7 tons per hopper has accountedto a large degree for this improved tramming efficiency.

The hydro hoisting application shows tremendouspotential on paper but there is still lots of test work to bedone to prove this technology in a highly abrasive UG2environment and quantify the risk associated with anyimplementation of this system—pipe wear being one ofthem. A feasibility study to a Class II level of accuracy hasbeen completed and, due to the current fiscal discipline, theproject has been put on hold.

Management support systems Some progress has been made in the area of developingtraining material appropriate for the Anglo Platinumapplication. Progress has been fair but there is still atremendous amount of work to do in terms of trainingschools, let alone the aspects of recruitment and selection(RAS), remuneration, incentive schemes and performancemanagement.

Mine planning systems are receiving attention currentlyand there is a fair amount of progress here. The biggestchallenge has been to find and adapt thinking and systemsfrom the more traditional labour intensive planning mindframe to a capital intensive planning approach. The use ofdynamic simulation as a tool is taking hold. The use ofappropriate planning systems and skills in conjunction withsimulations can provide powerful management informationduring both the design and operational phases of a mine.

Similarly, the implementation of asset managementpolicies and guidelines is becoming more critical since thecapital cost of mining equipment is rising all the time.Progress on the proactive maintenance of capital equipmentis starting to reap some benefits. Maintenance contractswith original equipment manufacturers (OEMs) still havesome problems and the current initiatives of entering intostrategic alliances with four of the main suppliers oftrackless machinery are aimed at addressing theseproblems. The cost of trackless equipment is high and, assuch, import exposure is still seen as a risk. As such, AngloPlatinum are working with local suppliers to develop theirskills and backup support systems to the standards required.Continually working with the OEMs to address design

issues and develop new ideas gleaned from the variousforums that exist for knowledge sharing is a critical successfactor for mechanization.

Mining Mechanization is very involved in optimizationinitiatives of mechanized operations and these initiativeswill address a number of the programme areas alreadydescribed. In addition, the Mining Mechanization team isinvolved in performing a governance role. The review ofthe application of corporate guidelines and site-specificstandards on operations is an ongoing process.

The use of knowledge management systems to set up bestpractice communities has been very successful. The sharingof knowledge by those people in our teams who are at thesharp ends is invaluable to the implementation oftechnology. They are the ones who best know how to dothings—interference by higher levels of management onlyconfuses the issue. The establishment of a best practicecommunity to address the development and implementationof in-stope roofbolters has been very successful. A structureto manage the mechanization initiative has had varyingsuccess. The establishment of a technical committee toaddress the sharing of knowledge and best practice at thelevel of the business area manager has not been assuccessful as it could have—attendance at meetings hasbeen haphazard by the right people and opportunities tolearn from others have been missed. Interoperational visitsdo also not happen as often as they should. If there is to belearning and transfer of knowledge, people at all levels ofthe organization need to make the time to get together andshare knowledge through visits. If we are to get away fromthe ‘not invented here’ syndrome, a concerted effort needsto be made to get around more often and pinch good ideasfrom other sites and let others pinch your ideas.

In terms of communication and IT systems, trials arebeing conducted at South D (BRPM) at present withunderground wireless networks (WLAN) and also readersystems to monitor LHD (Load Haul Dump) units. TheLHDs are equipped with a card and at each production tipthere is a card reader. From this the monitoring ofproduction tallies and efficiencies can be calculated. Thesetrials are part of a strategy aimed at improvingcommunications underground and also trial systems thatwill lead to data gathering, which can be transformed intoinformation and continuous business improvement. Resultsindicate that these systems can work underground in theAnglo Platinum environment but it is still early days.

Conclusions and recommendationsThe implementation of mechanisation has been attemptedpreviously—the most recent efforts happened in the goldmining industry. The areas of focus described above are notnew and indeed it could easily be said that the wheel isbeing re-invented. To a degree, that is true but technologyis developing. If one looks at the other divisions within thelarger Anglo stable, at Anglo Coal and De Beers, the ability

Holes (position on face) C/Air base Round 1 Round 2 Round 3 Round 4

Top 160 242 208 140Middle 140 213 166 134Bottom 140 272 181 139Average 146 300 242 185 137

Table IVHilti progress to date (seconds taken to drill a hole in the face)


to stick to the original intent has brought success. A changein culture—in this case from the way we do things now tothe way we want to do things in the future—does nothappen overnight. In coal it has taken a long time to get thelevels of productivity required and with these productivityoutputs has come tremendous improvements in safety. Thequestion of ‘did the attempts to mechanize the gold miningindustry in the mid 1980s and early 1990s stop too early inthe life cycle?’ must be asked. Certainly from aretrospective workshop held in Anglo Platinum in 2003with ex-JCI personnel, it may have been the case. Certainlyit has become clear that ‘not one size fits all’ and that oneneeds to adopt and adapt technologies to fit what MotherNature provides us with. The papers written in the mid1980s certainly indicate that the approach to mechanizationwas thorough and complete. At a recent colloquium held inRustenburg on ‘Mechanized Mining and Support in theBushveld Complex’ the vast number of papers allude to thesuccess of the mechanization programmes hinging on thepeople aspects. The systems of the training and learningthat were prevalent in the periods referred to above—suchas the GMTC and the like—do not exist anymore. In timesof tight revenue flows these aspects of the business havebeen done away with. Survival has come first. This has,however, left us with skills shortages in times of anexpanding industry—-as platinum is now seeing.

Within Anglo Platinum, mechanization will only succeedif it is implemented with the support of top managementand the desire to stick to the strategic intent. The criticalsuccess factors around the mechanization thrust of people,systems and technology must be addressed as part of acomplete systems engineering approach. There is littledoubt that to mechanize the sharp end of our business is theright way to go. We must continue with the drive tomechanize and support the initiative. The rest of theindustry has shown that by sticking to the strategy, thethrust has and is still paying dividends. There are a numberof initiatives within Anglo Platinum where we are doingwell—the XLPs for instance. Our competitors are alsolooking at mechanization. They are continuing toaggressively look at rock cutting and a watching brief ontheir progress will be maintained.

With the exciting challenge of new mines within AngloPlatinum coming on stream over the next five and moreyears, the time is right to continue with the thrust to findand develop technologies that will enhance our operationalproductivity, cost base and safety achievements. Continuing

with the current thrusts will grow the culture needed formechanization success.

A number of critical success factors have beenhighlighted in this paper:

• the support of top management• strategic alliancing with OEMs• good supporting management systems • the necessity of good people and the systems that

address the well-being of these important assets• the creation of an environment that is committed to

learning and knowledge sharing, and lastly • the ability to stick to our strategic intent.

The mechanization thrust in Anglo Platinum has achievedsome success. It does, however, have the potential todeliver a lot more. There are some good programmescoming to fruition. The trick will be to have these successesrolled out and bought into by the organization as a whole,ready to put into the appropriate mine—be it an existing ora future mine.

The mechanization thrust will and must continue and it isrecommended that the areas of HR development andtraining need prioritization. In order to attract the correctskills to the mining industry we need to change its image—by using the thrust of mechanization and ultimatelyautomation requiring a more high-tech skill—this can beachieved.

AcknowledgementsMy thanks go to the team in Mining Mechanization, thosechampions at the operations without whose support thesesort of projects cannot be conducted and lastly, but by nomeans the least, to the management of Anglo Platinum,who have supported the initiative. Without the input of allof these people we would not have got so far.

ReferencesProceedings of the Trackless Mining Symposium ,

Johannesburg, South Africa, Association of MineManagers, 1988.

Proceedings of the Colloquium on Mechanized Mining andSupport in the Bushveld Complex, Rustenburg, SouthAfrican Institute of Mining and Metallurgy, 2004.

Proceedings of the Gold and Uranium Division MiningSeminar, Maccauvlei, South Africa, Anglo AmericanCorporation, 1986.

Documents

Mechanization—an Anglo Platinum perspective · However, the intent to mechanize appropriately in Anglo Platinum still exists. 126 PLATINUM ADDING VALUE - Building a library of knowledge