Gazette - Mets Engineering

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MIDAS GAZETTE ISSUE 48 Quarter 4 2015 UNDER THE SPOTLIGHT UNDERSTANDING AUDITS PAGE 8 ® TIVAN PILOT PLANT SUCCESS MOUNT PEAKE VANADIUM-TITANIUM-IRON PROJECT PAGE 6 COVER IMAGE DRILLING AT TNG’S MOUNT PEAKE PROJECT EDITOR RACHEL CONNELLY SAMANTHA STEWART DESIGN/PRODUCTION RACHEL CONNELLY SAMANTHA STEWART CONTRIBUTING WRITERS DAMIAN CONNELLY DENIS YAN JONATHAN BUCKLAND JOHN ROSTOM MIKE CARTER RACHEL CONNELLY SCOTT KAY COVER IMAGE DRILLING AT TNG’S MOUNT PEAKE-PROJECT p7 p8 p6 p5 p5 CONTENTS COVER STORY MIDAS ENGINEERING GROUP PTY LTD COPYRIGHT © 2015 ALL RIGHTS RESERVED HEAD OFFICE L 6, 524 HAY STREET PERTH WA 6000 +61 8 9421 9000 MELBOURNE OFFICE LEVEL 1, 4 RIVERSIDE QUAY SOUTHBANK VIC 3006 +61 3 9495 2666 NEWCASTLE OFFICE 28 MACQUARIE STREET BELMONT NSW 2280 +61 2 4945 5200 WWW.MIDASENGINEERING.COM.AU [email protected] FEATURES 6 TIVAN PILOT PLANT SUCCESS Mount Peake Vanadium-Titanium-Iron Project 4 LAND SUBDIVISION 8 UNDER THE SPOTLIGHT Understanding Audits - Expect the Best, Plan for the Worst & Prepare to be Pleasantly Suprised 5 PLANT DESIGNERS NEWS 3 IRON ORE AND METPLANT CONFERENCE 4 SCHOLARSHIP PROGRAM 5 SANDERSON OFFICE RELOCATION Change of Focus During the Mining Downturn Engineering Finances During Plant Design 7 PROJECT MANAGERS Important Qualities, Skills and Functions for Project Success 9 COFFEE CUP CORNER Get to Know Us 9 PLANT AND MACHINE FUNCTIONAL SAFETY MIDAS AT A GLANCE                    Midas Engineering Group (Midas) is a dynamic and innovative consultancy group offering an extensive suite of engineering capabilities. Midas provides engineering disciplines across the group with offices in Perth, Newcastle and Melbourne, where our teams are focussed on delivering value adding engineering solutions. We are committed to providing an extremely high level of personalised service undertaken with the highest integrity and confidentiality. This is reflected in the growth of our brands and their client bases, which have been built over 27 years through referrals and excellence in client focus. Midas brings a mix of skills and expertise within multiple sectors such as mineral processing, electrical, civil, structural, environmental and building services. The group has served a wide variety of clients including mining, oil and gas companies, the Australian Defence Force, developers, architects, financial service companies, local governments and councils, school districts, hospitals, and medical centers. This wide range of experience developed across many industries, demonstrates the wealth of knowledge and specialised skills that allows the Midas group to consider no engineering project too large or small to consult upon. Page 2 October 2015 DIRECTOR’S NOTE                    W elcome to the 48th edition of the Midas Gazette, It has been another eventful quarter for the Midas Group. In a period of scarce capital and with many clients struggling with competing priorities for investment, our core focus continues to be on guiding our clients projects forward with sensible and efficient investments in profitable projects. Over my 27 years in consulting I have too many times seen a client come to me because they have reached a road block with their project. They know their project has exponential potential however the project has stagnated for one of many reasons: (1) (2) (3) (4) (5) (5) Lack of technical expertise Poor decision making by Project Managers Poor proposals by Consultants Inadequate evaluation by inexperienced Engineers. Insufficient testwork Lack of capital funding While there is no shortage of capability within our industry to deal with complex, multifaceted projects there are very few that will look outside the box and innovate when solutions are not so obvious. Clients who have worked with me and my team know we deliver our solutions within a transparent and practical process which clarifies what is required to make a project a success. Our clients are looking to make investment decisions that are sensible and informed. We innovate where required, TIVAN ® is one such recent example where working with our client TNG and CSIRO we have been able to produce an innovative flowsheet which has been piloted successfully. The way forward is clear. New projects need to be delivered to the market optimized with both high value and low cost infrastructure together with long term sustainability. We are here to do that with you. The lenders are far more circumspect in this climate and preparation is critical. In our 27 years of working on projects we have learnt a thing or two. PRESENTATIONS BY DAMIAN CONNELLY                   DEVELOPMENTS IN GENESIS, GEOLOGY, EXPLORATION, MINING AND PROCESSING OF IRON ORE Midas Engineering Group Director/Principal Consulting Engineer, Damian Connelly, would like to thank those who attended the Iron Ore 2015 and MetPlant 2015 conferences, and who made both events such a wonderful success. The Iron Ore conference 2015 featured recent developments in the genesis, geology, exploration, mining and processing of iron ores, including project development, new equipment, logistics, environmental management and market outlook. MetPlant 2015 presented themes identified to appeal across multidisciplinary sectors of the mining industry. This conference attracted a diverse range of experts and key stakeholders including design and maintenance engineers, operations managers, planning engineers, metallurgists and process engineers, equipment suppliers and consultants can all review developments in metallurgical plant design and optimisation of operations. Midas Engineering Group Director/Principal Consulting Engineer, Damian Connelly, presented at Iron Ore Conference 2015, which was titled “What is the Future for Magnetite Projects in Australia and Why Have Some of the New Projects Been so Problematic?”. A comparison of Savage River, Project Magnet, Citic Pacific and Kurara is used to understand the differences between the projects and why some are more successful than others. The oral presentation presented at MetPlant 2015 was titled “Karouni Gold Project from Drill Core to Commissioning”. The presentation speaks about the project development from drill core to commissioning and environmental challenges - a profitable and successful project for Troy Resources in a new operating location. NEWS: IRON ORE AND METPLANT CONFERENCES 2015 With very positive feedback from the public this year, the oral presentations were well received and Midas continues to make their presence known in well-established and successful international conferences. Midas Gazette NEWS Scholarship Program A big congratulations to the winners of the 2015 WA Mining Club Scholarship Awards. In September 2015, six university students from WA each took home one of the prestigious WA Mining Club Scholarship Program Awards. The scholarships, each valued at $10,000, provide financial support and mentorship to exceptional undergraduate students enrolled in mining disciplines in Western Australia. This year’s Metallurgy Scholarship sponsored by METS as part of the Midas Engineering Group was won by Natasha Farr from Murdoch University. A truly exceptional student who has a bright future ahead as an Engineer in Metallurgy. LAND SUBDIVISION                    CHANGE OF FOCUS DURING THE MINING DOWNTURN As mining activities in WA slow down, land development seems to be the new focus in reviving the economy and creating wealth for investors. The WAPC approval is usually valid for three to four years, during which the developer needs to satisfy all planning conditions that were set out. While many have been successful in making a profit by subdividing their property, some haven’t been so lucky and the process has actually cost them money or they’ve had to abandon the idea half-way through the process. The difference lies in knowing and understanding the various aspects involved in a land development project. Civil engineers will need to be engaged to satisfy the various planning conditions, including preparation of designs and drawings for water reticulation, sewer reticulation, road modifications, provision of easements for shared services and power and communications supply. Each of these needs to be endorsed by an agency or local government, confirming that the WAPC’s requirement(s) outlined in the planning condition(s) have been fulfilled. The majority of expenses will be borne during this stage of engineering designs and construction. First and foremost, one has to do their homework by speaking to a real estate agent as well as investigating the viability of subdividing the property. To avoid disappointment, knowing the property’s zoning (R-code) is essential. This residential density code can be obtained from local councils or from their online mapping system (IntraMaps), which most councils have. This R-code, together with an understanding of the various minimum and average area limitations involved, the shape of the block of land, amongst other factors, will enable a more informed decision regarding subdivision. To be certain about viability, the first professional that the land owner should engage is a licenced surveyor, town planner or civil engineer. A survey plan of proposed subdivision will confirm that the land can accommodate the proposed number of potential dwellings. Once this is done, the next step is to lodge an application for subdivision with the relevant planning authority. In Western Australia for example, this would be the WA Planning Commission (WAPC) within the Department of Planning. The application is lodged together with the survey plan and an application fee. The planning approval process usually takes a few months, and usually results in an approval being granted subject to conditions. Page 4 October 2015 Once completed, the final step is the submission of a deposited plan (prepared by the surveyor) to Landgate for certification. Once certified, Landgate will forward the plan to the WAPC, which charges a fee for endorsement. Once successfully endorsed, the land owner can apply for new land titles for each subdivided lots, enabling them to sell the newly subdivided lots to prospective buyers. Over the last 30 years, Wilkie Civil Engineering has been involved in all aspects of property subdivision, enabling hundreds of owners and investors to achieve their land development goals throughout Western Australia. Our expert team is more than happy to assist you with your enquiries. Please send through your enquiry today via email to [email protected] or call us on (08) 9421 9080 to discuss your project. Sanderson Office Relocation Midas Sanderson Consultants, a division of Midas Engineering Group, has relocated their office. We are now located in Riverside Quay in the heart of Southbank. PLANT DESIGNERS                    ENGINEERING FINANCES DURING PLANT DESIGN With the slowing of the mining industry, it is becoming increasingly important for plant designers to engineer with the client’s future finances in mind. Raising money in a down market is tough, and unnecessary high costs can result in a shortage of investor interest regardless of how high a projects’ recovery is, or how spectacular the product specifications are. Mitigating capital and operating costs during the engineering design phase is crucial for a project to arrive at feasibility costs which are attractive to potential investors and puts the project in a good position for future development. In iron ore projects, it’s possible that more than one upgrading method is available to successfully produce a clean iron concentrate. During the testwork stage it is hard to predict which method will produce a process design that will deliver the lowest costs. Magnetic separation may perform better than gravity but might cost more to operate. Gravity separation might be cheaper to run but might not offer a feasible coarse cobbing stage and hence may require a larger grinding circuit. Financially investigating all possible options during the scoping and pre-feasibility study stages produces operating and capital costs which outline which option is best. This ensures that the economics of the project are not neglected. Projects such as copper oxides and increasingly nickel sulfides often process the ore through a series of metallurgical beneficiation stages before the concentrate is leached with acid. For effective separation, large quantities of water are slurried up with the ore for beneficiation and as such, a concentrate with a solids density of 15% or lower can be generated. To accommodate the large quantity of slurry, larger leaching circuits are designed at higher costs. Additionally, the tailings produced from acid leaching require neutralising to comply with environmental legislation before being stored. This makes an oversized leaching circuit a double edged sword, imparting high acid and neutralisation costs in conjunction with high capital costs. Plant water usage may seem trivial at first, but can be responsible for unnecessary hidden costs. Conducting optimisation work on the water balance of a project is a small hassle in the design phase of the project that can save hundreds of thousands of dollars in debottlenecking work once the plant has been commissioned. As suggested above, in hydrometallurgical processes, reagents are a considerable cost. Many producers are looking to China and other countries for sourcing reagents because their prices are very competitive. However, many hydrometallurgical reagents are recyclable or can be regenerated through well-established processing. Although the addition of a regeneration step increases capital costs, a significant reduction in operating costs can be achieved regardless of where the reagents were previously being sourced. Regenerating reagents can cut years off of a project’s payback period and save millions of dollars over the plant’s design life. As regenerated reagents are always readily available, tank farm storage areas are minimised which also leads to lower first fill costs and a smaller reagent inventory further reducing risk. In addition, variations in reagent market prices has minimal impact on the fiscal return of the project and the risk associated with sourcing reagents from overseas is abolished. The new office will bring our team of engineering professionals at Midas Sanderson Consultants into Melbourne’s CBD. This move is seen as a ‘natural evolution of growth’ for Sanderson Consultants going forward. The new office will bring Sanderson consultants closer to their clients, to the projects they work on, and assist in delivering enhanced efficiencies across the board. Midas Sanderson new address is: Consultant’s Midas Sanderson Consultants Level 1, 4 Riverside Quay Southbank, VIC, 3006 Ph: 03 9495 2666 Fax: 03 9690 2498 Time and again plant designs are completed without lifetime economic sensitivity analysis or the clients’ financial interest being considered. The most metallurgically feasible plant might not yield the highest revenue. Proper financial analysis addresses these and many other facets of a project before they can become an issue or a bottleneck and can save producers huge amounts of money over the design life of a plant. Midas Gazette COVER STORY                     TIVAN® PILOT PLANT SUCCESS MOUNT PEAKE VANADIUM-TITANIUM-IRON PROJECT Australian strategic metals company and emerging producer, TNG Limited (ASX: TNG) advised the ASX, that the pilot metallurgical testwork program for the TIVAN ® downstream refinery of its flagship Mount Peake Vanadium-Titanium-Iron Project in the Northern Territory has been successfully completed, delivering excellent results which have either met or exceeded expectations in all areas. This patented process was developed by TNG and Mineral Engineering Technical Services (METS) in 2010. The TIVAN ® testwork program was carried out at CSIRO hydrometallurgical research facilities in Perth, with the appointed team of CSIRO experts providing significant input and improvements to the process before and during the trial. The technology was developed as a solution to the conventional vanadium recovery technology that did not extract all of the metal values. In fact, the titanium and iron was locked in a glass phase as a result of the conventional processing technology. The testwork was conducted using bulk material from the Mount Peake Project, and was designed to prove the full sequence of hydrometallurgical extraction of vanadium, titanium and iron products from the Mount Peake titanomagnetite orebody, as well as to provide key inputs to the final engineering design and scale-up parameters for the fabrication and construction of the TIVAN ® refinery. TNG’s Managing Director, Mr Paul Burton, said the successful completion of the TIVAN ® testwork program was a key milestone for the Mount Peake Project. “I would like to take this opportunity to thank the exhaustive work carried out particularly by the team at CSIRO, and our metallurgical consultants SMS Siemag and METS for all the great work they have done in bringing this program to a positive conclusion enabling our Mount Peake Feasibility Study to be finalised”. The Mount Peake DFS, completed in July this year confirmed a potential world-class project capable of generating outstanding returns. Damian Connelly, METS Director/Principal Consulting Engineer said it had been a team effort over many years. The concept was developed because METS believed the standard salt roast process for treating titaniferous vanadium deposits did not unlock the true value of the resource. The TIVAN ® process developed and patented by TNG and METS overcomes these deficiencies. The unit operations are all conventional but the clever part is the way the process flowsheet is configured. The solvent extraction is particularly innovative because all advice received was that it could not be done in an acid environment. There were plenty of challenges, however with dedication and effort, METS found a way to achieve excellent solvent extraction results. This in itself is a world first development. The testwork program and results have been fully reviewed by METS and SMS Siemag, with both groups concluding that the program has demonstrated the technical and commercial viability of the TIVAN ® Process. The patent-pending and enhanced TIVAN ® Process yielded significant improvements and value-adding considerations in many sections of the refinery process. The process involves crushing, grinding and magnetic separation to produce a concentrate. The concentrate is then pre-treated and leached to recover vanadium including solvent extraction and precipitation of vanadium pentoxide. The titanium is produced as a concentrate suitable for feed to a pigment plant. Page 6 October 2015 Left to right: From CSIRO: Dr Chris Vernon, Program Director and pilot plant team members: Daniel Hewitt, Paul Breuer, Nick Kelly, Goutam Das, Wensheng Zhang; METS: Dr Denis Yan and Damian Connelly and TNG: Paul Burton. PROJECT MANAGERS                    IMPORTANT QUALITIES, SKILLS AND FUNCTIONS FOR PROJECT SUCCESS The Project Manager’s task is epitomised by the first four lines of a poem at the end of a short story entitled ‘The Elephant’s Child’ by Rudyard Kipling, namely; I keep six honest serving-men (They taught me all I knew); Their names are What and Why and When And How and Where and Who … • • • • • • What the project is going to achieve – the objectives Why the project was conceived – the reason the customer thought of it in the first place When the end results are required – the time scale How the work is to be done – the quality of the output Where the project is to take place – the environment Who is the going to do the work – the subcontractors or the project team members completely prepared to enter the operational phase of the project. Basic Functions • • • • • • Manage the project scope by defining the goals and work to be done in sufficient detail to facilitate understanding and corrective action, should the need arise. Manage the human resources involved with the project. Manage communications to see that the appropriate parties are informed and have sufficient information to keep the project on track. Manage time by planning and preparing a schedule. Manage quality so that the project’s results are satisfactory. Manage cost so that the project is performed at the minimum practical cost and within budget, if possible. The most successful project managers are those who take painstaking trouble to understand all aspects of the projects they control, plan their strategy meticulously, and follow through by carefully monitoring and controlling the operational phase. Above all, successful project managers are deadly serious about their responsibilities and are always examining their work critically. Qualities of a Project Manager The project manager is the person who is accountable for the successful completion of the project. The project manager plans, leads, organises and controls the project and ensures that communication links are clearly established and used. • When a project contract has been agreed to, and signed-off by all parties, the project manager is fully prepared to enter the planning phase of the project. More projects fail through insufficient or bad planning than all other reasons combined. Planning and operational standards are always to be found at the heart of a successful project. Everyone who forms part of a project development team is in effect a project manager and needs to contribute to the plan and take ownership of their part of the project. There are no short cuts to proper planning. You cannot consider yourself a competent project manager until you know that you can estimate times accurately, which in turn, contributes to the development of a more realistic schedule. Once you have a plan acceptable to both you and the project management board, you are now • • • • • • • • • • • Present a confident and positive attitude Takes a firm stand in the face of opposition Confronts problems with others quickly and directly Stress management practised Works efficiently under pressure Controls own feelings and behaviour in stressful situations Maintains credibility by consistently delivering what has been promised. Stays on top of the details of the project effort to be able to answer questions with authority and maintain credibility Informs management and client promptly about any difficulties and ways to resolve issues Flexibile and adjusts readily to change in the work environment Adjust managerial style depending upon the people and situation Uses and shares resources Important Skills • • • • • • • • • Scheduling and time management Technical skills – scope of work Leadership – goals, performance measures Resources management and human relation skills Communication skills Interpersonal skills Marketing, contracting, customer relation skills Budgeting and cost control skills Decision making skills Midas Gazette COVER STORY     UNDER THE SPOTLIGHT                UNDERSTANDING AUDITS - EXPECT THE BEST, PLAN FOR THE WORST & PREPARE TO BE PLEASANTLY SUPRISED Auditing has been used extensively in Mineral Processing Plant quality management to independently identify problems and the systems causing them. The ultimate purpose is to provide management with factual information about the plant based on bench marking with what the assessor believes is “the industry standard” in each area and set up a corrective “continuous improvement plan” with accountability and commitment of resources to improve the operation. Just Another Cost? How can audits help? Today’s example is based on a metallurgical audit however the Midas Group can help with audits for: When properly conducted, an audit can help to identify and correct operating and regulatory deficiencies, which in turn can reduce operating costs and production inefficiencies. Audits can serve to increase employee awareness and understanding of operating and safety regulations, and the audit process can also be an opportunity to demonstrate your company’s commitment to compliance. Workplace audits may be viewed favorably by both staff and regulatory agencies as it provides confidential and unbiased feedback. A thoroughly completed audit with proper follow-up can signal that your company is making a good-faith effort to comply with applicable regulatory requirements. Page 8 October 2015 It’s very easy to view an audit as just another operating cost your company could do without, however it is important to consider the hidden costs that accumulate over time through plant inefficiencies, low recovery, products off specifications, wastage, mechanical breakdowns, etc. What types of Audit: • • • • • Electrical compliance Process performance Mechanical failures Operating problems Maintenance issues To better help our clients understand what is involved in engaging an expert to complete an audit, below is an overview of the METS team approach to completing a Metallurgical Audit. No. 9-Step Systematic Item Description Approach for Metallurgical Audits Important Considerations 1. Define Objectives + Designate project manager for project + Project manager should have a diverse background in mining, geology, environmental and mineral processing fields + Transfer ill-defined program objectives into well-defined objectives i.e., “improve recovery” to “improve recovery by 2%” + Maintain good communication with management and operating personnel 2. Identify Problems + Helps in designing effective sampling programs 3. Review Historical Data + Identifies reasons for current problems + Helps eliminate alternative solutions which may not have worked in the past 4. Design Sampling Campaign + Careful planning will pay off. Determine what you need to know to achieve your objectives + Break up a complex flowsheet into several sections + Involve project team including operators 5. Sample Circuit + Murphy’s Law takes over. If things can go wrong, they will: - Plant not designed for sampling - Streams to be sampled are inaccessible - Overflowing of slurry - No instrumentation in plant - Sample size varies from small to very large - Too many samples; hence, chance of mislabelling + Ensure all information related to plant operators and sampling is available 6. Data Analysis + Project manager has an abundance of data for analysis. Good judgement is mandatory for obtaining meaningful conclusions + Software programs are available to establish consistent material balances for complex flowsheets + Relate the material balance in the plant to the operating parameters observed during sampling + Correlation between bench scale and plant scale-up and plant restrictions should be kept in mind while doing data analysis 7. Conclusions + They should be related to the objective of the study + Present the conclusions in a clear, concise manner 8. Evaluate Alternative Solutions + Evaluate all “what if” situations and their economic implications + Select the best one or two alternatives which meet project objectives as recommendations to management 9. Recommendations + Document potential benefit and cost of each recommended solution + Justification for implementing recommendations should be reported COFFEE CUP CORNER GET TO KNOW US HOSSEIN REJA                   PRINCIPAL CONSULTANT What divison of Midas Engineering Group do you work for? Sanderson Consultants What drove you to choose your career path? How did you go about getting your job? What kind of education and experience did you need? I always loved complex mechanical and hydraulic systems and was very good in Math and Science. This made my choice of career easy. I completed my studies in BSc (Mech) and MSc. (BioMech) and then I was employed by a large construction firm. There I got involved with mechanical ventilation design and hydraulic design and continued on. What do you do differently from your co-workers or peers in the same profession? What do they do instead? Most engineers have more or less the same basic knowledge base. The difference will transpire with experience, continuous learning, development, and being interested in solving problems for clients. When I start a project or I deal with a problem, I first try to simplify the question and then add the layers of details. By this method, I can tackle very complicated projects. A very important point to grasp in the engineering world is that nobody knows everything, but there is always somebody or somewhere that can provide you with an answer if you look for it. It is also important to evaluate the solutions and answers provided by others to make sure it is in accordance with the regulations, standards and best engineering practice. What misconceptions do people often have about your job? Many people do not understand the importance of the building services. The main aspects of building that will affect the quality of their experience is due to the building services. They also don’t believe how much regulation and standards are applicable in this part of engineering. PLANT AND MACHINE                   FUNCTIONAL SAFETY The International Electromechanical Commission (IEC) who has developed important International Functional Safety Standards, defines Functional Safety as “the detection of a potentially dangerous condition resulting in the activation of a protective or corrective device or mechanism to prevent hazardous events arising or providing mitigation to reduce the fight consequence of the hazardous event.” The Functional Safety standards themselves deal with any electrical design that is required to reduce the risk level of plant or machinery to a relatively lower level than without that design. The overall safety of the plant or machinery is comprised of the mechanical design and the electrical Functional Safety design added to it to reduce the risk of harm to people. The risk-reduction levels required to reduce the risk to an acceptable level is determined using any combination of: hazard/risk assessments, probability of failures, calculations, and/ or manufacturer data. The level of riskreduction provided by the Functional Safety function is called the Safety integrity level (SIL). For example a SIL1 system requires a risk reduction factor of between 10-100 times, which means it is between 10-100 times less likely to occur. AS 4024 defines safety categories instead of SIL levels, but the intent is the same and can be used in preference to other Functional Safety standards. To reduce the complexity required from a Functional Safety system the hierarchy of control should be used to reduce the risk of the plant or machinery. For example, a machine that can only move within the confines of a guarded area and where no human interaction is required, would require a minimal amount of Functional Safety design. As soon as we need people to interact with the plant or machine then we need to consider this interaction and design for the increased risks. Under Work Health & Safety requirements a person conducting a business or undertaking (PCBU) has a duty of care to manage hazards in the workplace. If you require assistance in creating a Functional Safety Management (FSM) or an Electrical Engineering Management Plan, call Midas TCT Electrical Engineering to discuss your options. 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