SPEAKER INFORMATION

James E. Carter, President & COO
Syncrude Canada

Prior to Syncrude, he worked for McIntyre Mines Ltd and the Iron Ore Company of Canada. Carter earned a Bachelor of Engineering degree in mining engineering from the Technical University of Nova Scotia, and is a graduate of the Advanced Management Program at Harvard Graduate School of Business Administration. 

In this presentation, Mark Hart, Newmont’s vice president of business processes and the leader of the Gold Medal Performance initiative, will discuss the components of Gold Medal, the philosophy behind it, how it is being implemented at Newmont, and the results to date.

 Hart holds a doctorate in mining engineering from the Colorado School of Mines.

He has won the CIM District 3 Proficiency Award and the CIM Past Presidents' Medal. He is on the board of the Ontario Mining Association, the Mining Association of Canada, and a number of mining research and development and community organizations.

From 1988-95 worked at the H.J. Joel gold mine as section manager - sinking operations, in charge of shaft development and related construction plus stoping and trackless mechanized mining development. Galloway is a member of the Association of Mine Managers of South Africa, and was elected to its council in 1999.

Development to accommodate mechanized equipment began in the West Chance orebody in 1996. Since the introduction of mechanized methods, production has increased by 70% while net cash cost per ounce has dropped by 32%. While traditional mining retains a place in the operation, mechanization is the bridge to future economic success for the Sunshine Mine.

McLean received his BS degree in Mining Engineering from the University of Nevada, Reno.

The presenters will provide an overview of the key elements of continuous improvement, the approach used at the Pilot Peak plant and how this has helped the plant. They will expand on the use of Process Improvement Teams, a7n important part of Continuous Improvement by talking about how one team figured out how to reduce spillage by 90%. This will include how the team was chartered, what the team found, how they went about solving the problems as well as the results achieved.

Jack Elliott is the plant manager for Continental Lime’s Pilot Peak plant in West Wendover Nevada. He started with Continental 35 years ago in an hourly paid position and after 10 years, began handling supervisory responsibilities. He has worked at a number different plants for Continental and has helped start up several facilities. For the past 15 years he has been in Plant Manager roles. He has a first hand understanding of how things work in a production setting.

Abstract
The Ken Snyder Mine is the newest high-grade gold mine in Nevada. The mining operation is owned by Franco-Nevada Mining Corporation Inc. and it is 100% contract operated. The presentation will explain the company's reasoning for choosing to completely out source all aspects of the operation. Specifically highlighted will be the business philosophy behind the operating contract, the partnerships with the contractors, and a current evaluation of the results.

Cavender has a bachelor's degree in metallurgical engineering from the Colorado School of Mines, and an MBA from the University of Arizona.

We will discuss what management must do to develop an organization that continually manages and control costs. We’ll cover how to build a work environment in which everyone owns cost control. We’ll distinguish when managers need to lead, manage, follow or get out of the way. We’ll look at what systems need to be developed and aligned so that everyone habitually, every day manages and controls costs. Finally, we’ll learn it is not for the faint hearted or those afraid to take risks or uncomfortable in learning about themselves.

Dyer earned a masters in organization development at Pepperdine University. 

Michael Farrell, Principal
World Mine Cost Data Exchange
Australia



Abstract
Graphical representation of the relationship between production rates and mine operating costs has long been used to provide a quick reference for mine scoping studies, pre-feasibility analysis and bench-marking. This technique, developed by O'Hara and others, is typically based on survey data for one historic time period and can rapidly become dated.

Using financial models of up to 200 major mining operations around the world, these curves can be continuously re-estimated on the basis of current costs and current mining practice to provide a useful guide to tonnage and cost relationships valid for today. In this paper we present tonnage-cost curves for North American and foreign mines, based on 1998 actual and forecast 2000 data.

Farrell is a double first class honors graduate in economics from the University of Sydney, and has taught there, and at both the Australian Graduate School of Management and the University of New South Wales.

Abstract
Hot in manufacturing 10-15 years ago, Activity Based Costing is just arriving in mining. This tool can help managers determine where to cut costs, and how cuts will affect overall performance. The paper will cover
- Allocating overhead accurately
- Distortions in cost information
- ABC as strategic tool
- Tactical benefits of ABC, and
- Limits of ABC.
It will also present case studies of mines that have embraced a "grab bag" of cost cutting tools.

Dessurealt graduated from McGill University and earned his masters at the University of British Columbia.

Leading mining companies with highly skilled operations people have historically used operational benchmarks and best practices to drive cost reduction programs. What is often missing, though, is processes - a set of consistent, predictable instruments which bring the metrics and skills together, then manage complex cost reduction initiatives. It's that missing "process" that is now helping leading mining companies to make breakthrough in operating cost reduction.

May received his BS degree in Business Administration with honors from the University of Colorado. He is a member of the American Institute of Certified Public Accountants and the Colorado Society of Certified Public Accountants

Abstract
A joint study by Andersen Consulting and the Australian Minerals Industry Research Association (AMIRA) of how 47 mining companies in both Australia and South Africa are managing their supply chains has shown that
- Mining companies have the opportunity to make further inroads into their cash cost and total cost profile by taking a different approach to managing their supply chains.
- A majority of companies believe that there is the potential to reduce total mining costs by more than 10%.
- For the larger mining companies surveyed, this would amount to a potential ongoing saving of between US $30 and $50 million per year.
- Mining companies also see the supply chain as a potential source of strategic advantage in terms of attracting capital, bringing to account new deposits, and achieving quicker integration of newly merged or acquired companies.
- The largest areas of opportunity are in Sourcing, Forecasting and Planning, as well as in developing complete Supply Chain strategies.

Atta has a Bachelor of Commerce degree with a major in Management Information Systems from McGill University.

From a management perspective, it is also vitally important that clearly defined objectives and strategies for implementation are developed prior to proceeding with a condition monitoring program. This paper will discuss key aspects of the successful application of advanced maintenance technologies.

Mr Robichaud has achieved Certified Vibration Specialist III. He is president of the Canadian Machinery Vibration Association and on the board of directors of the Vibration Institute. He is also a member of the Canadian Advisory Committee to ISO TC108/SC5 (Mechanical Vibration and Shock / Condition Monitoring and Diagnostics of Machines). Mike has authored and presented numerous technical papers and short courses on the subjects of vibration analysis and condition monitoring. Working closely with the Bretech Team, Mike has developed various specialized techniques, including In-Situ™ Roll Balancing and Score™ Maintenance Assessment.

His published reference and training manuals include Master of World-Class Fleet Asset & Labor Management; Master of Equipment & Business Management; Master of Outsourcing; and Master of Identification & Prequalification of Outsource Suppliers.

Abstract
Utilization, availability, and performance factors drive mine capacity. Operational mine management and dispatch systems provide the means to optimize these driving factors through data collection, interpretation, and control; but all too often the data is not disseminated to the people who need it. This paper describes an approach to making the best use of existing information resources.

Lewis graduated from Queen's University, Kingston, Ontario with a degree in mechanical engineering, and later earned a masters degree in mining. During his masters research, he concurrentlyworked  for INCO Mines Research as a project engineer.

Abstract
An examination of experiences in other industries can provide insight on coping with the challenges of the depressed mining and commodity markets. What was happening 10 or 15 years ago in the relatively progressive oil, defense, and automotive industries may be a good indication of how the somewhat more mature and conservative mining industry will evolve. The presentation will focus on customer/vendor relationships and the implications of partnerships, risk sharing and long term agreements.

He holds a BS in Engineering and Applied Science from the California Institute of Technology and attended graduate school at New York University School of Engineering and Science.

Abstract
The primary design goal for any new piece of mining equipment is to minimize the cost per ton of material moved. This translates directly to design criteria for any electric drive system: Its technology and support package must allow a mining operation to minimize the production costs per ton of material. This means bigger payloads, faster cycle times, reduced maintenance, lower operating costs, more reliable systems, and more intelligent systems or, from a different perspective, higher productivity and increased profitability.

In 1985, he joined the industrial systems division of Siemens Automation & Energy as systems engineer, leading a team that developed a new generation of AC excavator drives based on GTO inverters and digital controls. Koellner earned a Masters Degree in industrial electronics from the Technical University, Vienna, Austria, and an MBA from Georgia State University.

Abstract
Business survival requires the right information at the right time.  For open pit mines, this means having minute-by-minute status information from mobile and fixed pit equipment.  Fleet management systems are designed to collect essential data from mobile and fixed equipment in the pit, and to present this information to allow effective decision support.  The automatic dispatching feature optimizes the use of the fleet by responding to changing operating conditions.  Through effective monitoring and control of equipment fleets, major savings in operating and ownership costs can be realized.   A fleet management system is a pre-requisite to any attempt at re-engineering and cost management programs, and this presentation will address the specific opportunity areas where these systems can provide major savings.

Mr. Richard earned his Bachelor of Engineering degree from the University of Alberta and an MBA from the Executive MBA program at Simon Fraser University in Vancouver.