ASSET MANAGEMENT
as well as operator training on the simulator, depending on the skill level of the trainee. T ose trainees with broad experience of the drill rig machine group used the opportunity to fi ne tune their skills, while operators in the early stages of cross-skilling gained an understanding of the functioning of the rigs in the computer programs. T e computer-based training covered the following fi ve modules, each with 10 categories: Underground Drilling; Rock Mechanics; In the Hole Drilling; Rock Drilling Tools; Maintenance and overhauling.
A pass rate of 80% is required at each stage to progress through the training levels. T e trainees spent three to four hours studying topics such as voids, cracks, rock hardness and more, as well as common issues related to rock mechanics, rotation feed and impact. T ey also learned how gauges
react to changing rock mechanics and, in turn, the stress impact on the equipment. As one operator commented: “Seeing the basics of rock drilling tools, along with why and when the diff erent drills are used, was interesting and relevant.”
Replicating reality With all the original components and controls in the cab, the simulator perfectly replicates a mine and the Boomer, Simba and Boltec rigs while off ering a variety of scenarios that increase in complexity, from safety and start-up procedures to advanced performance. At each stage, the trainees were instructed on how to carry out the actions required. Mike Hall points out: “After each trainee passes the training programme, a printed report is added to their training records as part of the internal licensing process we have in place.” T e effi ciency saving for the mine is highlighted by Gilmore and Hall’s belief that if an operator who is not
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familiar with mining equipment were to spend two days on the simulator training programme, the time spent is the equivalent of three to four weeks ‘buddy training’ underground on a real machine. Although the mine is not able to change the fact that it is ageing and deepening, its determination to change the way it works through restructuring and its choice of innovative training methods, has led to clear effi ciency gains. Mike Lowther concludes: “T e
reorganisation process proves that the more effi ciently and cost-eff ectively you can do things, the more marginal mineralisation can be mined, thereby adding to the potential to extend the life of the mine. Training is an important part of our focus on decreasing operating costs and Atlas Copco’s Simulator Training Program continues to form part of Boliden Tara Mines’ plans for the future.” ●
The programme included operator training on the simulator that covered a range of scenarios, which increased in complexity at each stage
Hanna Hall is with Atlas Copco.
www.atlascopco.com
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