Aggregates Manager March 2018

Industry outlook PG4 | Safety leadership PG28 | ELD requirements PG36

March 2018 | www.AggMan.com

Your guide to profitable production

23 33 Cover_AGRM0318.indd 1

Make sure you have the right bottleneck

Protect your gyratory

2/13/18 10:59 AM

— Baldor Electric Company is now ABB

A history of innovation. A future of opportunity.

For more than seven years, Baldor Electric Company has been a member of the ABB Group.

But as of March 1, 2018, we ARE ABB, and we are proud to go to market now as one company.

What does that mean for our customers?

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The same Dodge® mechanical power transmission products and Baldor-Reliance® motors you trust and prefer

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The quality and dependability you deserve

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Local sales, support and services

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Local manufacturing and inventory

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Industry expertise

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Reliable solutions

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The look and feel of ABB

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Doing business with one Forbes Global 250 company

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The global support and technology of ABB

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A future of opportunity and innovation

Thank you for your business. We look forward to continuing and growing our partnerships for many years to come.

Let’s write the future. Together.

Baldor.com/WeAreABB

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McCloskey International’s UF1200 universal feeder has a capacity of more than 13 cubic yards.

On Our Cover: Southwest Rock Products tackles washing challenges to better serve the Phoenix market.

Cover photo by Kerry Clines.

PAGE 6

The highest cost and most regular maintenance item for gyratory crushers is the replacement of the crusher mantle and concaves.

PAGE 33

TABLE OF CONTENTS MARCH 2018 |

VOLUME 23, NUMBER 3

FEATURE ARTICLES

COLUMNS & DEPARTMENTS

10 Digging in the Desert

3 Editorial Peek into the future of U.S. mining.

Southwest Rock Products tackles challenges in the Agua Fria Basin of Arizona.

Second and Third Domains of Safety 28 The Leadership

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4 Data Mining The latest financial analysis of issues impacting in the industry and Aggregates Manager’s exclusive aggregates industry outlook.

Effective leaders must be able to create connectivity and demonstrate credible consciousness with their employees.

6 RollOuts Bridgestone’s off-the-road tire monitoring, and other new equipment for the aggregates market.

Guidelines for Your Gyratory

36 Rock Law Electronic logging devices are here. Are your DOT-regulated drivers ready?

Use these best maintenance practices to ensure optimal performance and long life of your crusher.

38 Advertiser Index See who’s who and where to find their products.

OPERATIONS ILLUSTRATED

23

The Art of Handling Bottlenecks

Learn how to maximize throughput and redirect production holdups from the pit to crushing and screening.

TOC_AGRM0318.indd 1

39 Classified Ads Aggregates industry classifieds.

40 Carved in Stone The geologist’s role in valuation of aggregate reserves has not changed much over the years, but one geologist’s perspective has changed.

2/13/18 10:54 AM

REDUCE OVERALL FINES IMPROVE PRODUCT QUALITY

WHY MAXCAP? McLanahan’s MaxCap Impact Crusher combines the performance standards of the New Holland crusher with the ease of maintenance of an Andreas style to give you lower horsepower, lower fines production, hydraulic crusher opening, and replaceable blow bars.

MaxCap Is The Solution For Your Site • Field - Proven Technology • Large Expansion Chamber • Controlled Flow Throughout • High - Energy 3 - Bar Solid Rotor • Large Unobstructed Feed Opening • Interchangeable Wear Parts • “True Impact” Product Gradation

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mclanahan.com

1/10/18 8:27 AM

March 2018

EDITORIAL

Vol. 23, No. 3

by Therese Dunphy, Editor-in-Chief, tdunphy@randallreilly.com

aggman.com /AggregatesManager /AggManEditor

Editorial Editor-in-Chief: Therese Dunphy Editorial Director: Marcia Gruver Doyle Senior Editor: Kerry Clines Online Editor: Wayne Grayson

Peek into the Future of U.S. Mining

editorial@aggman.com

Design & Production Art Director: Sandy Turner, Jr. Production Designer: Timothy Smith Advertising Production Manager: Leah Boyd production@aggman.com

Construction Media Vice President, Construction Media: Joe Donald sales@randallreillyconstruction.com

3200 Rice Mine Rd NE Tuscaloosa, AL 35406 800-633-5953 randallreilly.com

Corporate Chairman Emeritus: Mike Reilly President and CEO: Brent Reilly Chief Operations Officer: Shane Elmore Chief Financial Officer: Kim Fieldbinder Senior Vice President, Sales: Scott Miller Senior Vice President, Editorial and Research: Linda Longton Senior Vice President, Acquisitions & Business Development: Robert Lake Vice President of Events: Stacy McCants Vice President, Audience Development: Prescott Shibles Vice President, Digital Services: Nick Reid Vice President, Marketing: Julie Arsenault

For change of address and other subscription inquiries, please contact: aggregatesmanager@halldata.com.

Aggregates Manager TM magazine (ISSN 1552-3071) is published monthly by Randall-Reilly, LLC copyright 2018. Executive and Administrative offices, 3200 Rice Mine Rd. N.E., Tuscaloosa, AL 35406. Subscription rates: $24 annually, Non-domestic $125 annually. Single copies: $7. We assume no responsibility for the validity of claims of manufacturers in any advertisement or editorial product information or literature offered by them.

Publisher reserves the right to refuse non-qualified subscriptions.

Periodical circulation postage paid at Tuscaloosa, Alabama and additional entries. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by an information storage retrieval system, without written permission of the copyright owner. POSTMASTER: Send all UAA to CFS. (See DMM 507.1.5.2); NON-POSTAL AND MILITARY FACILITIES: send address corrections to Aggregates Manager, 3200 Rice Mine Road N.E., Tuscaloosa, AL 35406.

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new report, ‘BDO’s Energy 2020 Vision: The Near Future of Mining,’ from BDO USA LLP, an advisory, audit and assurance, and consulting company, makes some bold predictions about the future of the mining industry.

While the report reads a bit like science fiction, it highlights the rapidly changing nature of mining.

Consider some of the report’s predictions and what they might mean to your operation.

1. Mineral X. The report cites President Trump’s Dec. 20, 2017, executive order (Presidential Executive Order on a Federal Strategy to Ensure Secure and Reliable Supplies of Critical Minerals) as the impetus for significant new minerals exploration. It predicts that “a currently unknown mineral will become an integral part of the U.S.’s energy mix by 2020.” It suggests that mining executives should take a “drill it, and they will come” approach to mineral exploration.

2. Mining Does the Robot. The report predicts a 10-fold increase in the amount of revenue mining companies dedicate to IT between 2015 and 2020. This, it says, will allow many U.S. mining companies to “continue to expand efforts to integrate autonomous technology by 2020.” What will this look like in mining operations? Autonomous drilling, blasting, and driving will be found in operations of the near future, they say. The report points to data from the International Institute for Sustainable Development that found driverless technology increases mining output by 15 to 20 percent while decreasing fuel and maintenance costs by 10 to 15 percent and 8 percent, respectively.

3. Continued Disruptions (Not the Good Kind). This prediction falls on the bad news side of the good news/bad news nature of the group’s predictions. It says that, by 2020, more than 20 percent of mining companies in the U.S. will be the victims of a Distributed Denial of Service Attack, either directly or through an attack on the power grid. Essentially, the same technology that allows mines to gain productivity opens them up to cyberattacks. This means that development of cybersecurity must go hand-in-hand with technology implementation.

While some of these ideas seem much farther than a couple years away, they are not as far-fetched as you may believe. Innovation often takes place in the larger mining sector, then trickles into the aggregates industry. A few years ago, I wrote a somewhat tongue-in-cheek story about mining on the moon. Since then, I’ve watched demonstrations of autonomous haul trucks, seen joystick-controlled wheel loaders and dozers, and covered the development of autonomous drills. Suddenly, everything seems possible.

Just remember, technology implementation is not without its risks. If these innovations are in your near future, start scouting cybersecurity experts to hire along with your next set of mining engineers.

AGGREGATES MANAGER / March 2018

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mining U.S.

On-Highway

Diesel Fuel

Prices 02/5/18

United States $3.086 One Week +0.016  One Year +0.528 

Company Cemex, S.A.B. de C.V.

New England $3.188 One Week +0.028  One Year +0.527 

Central Atlantic $3.324 One Week +0.018  One Year +0.561 

Lower Atlantic $2.988 One Week +0.020  One Year +0.480 

Midwest $3.044 One Week +0.014  One Year +0.552 

Gulf Coast $2.874 One Week +0.006  One Year +0.471 

Rocky Mountain $2.981 One Week +0.014  One Year +0.466 

West Coast $3.460 One Week +0.026  One Year +0.604 

West Coast less California $3.144 One Week +0.024  One Year +0.396 

California $3.711 One Week +0.028  One Year +0.767 

CX

Current Value

52-Week Low

$7.36 

$7.10

52-Week High $10.37

CRH plc

CRG

$34.03 

$32.11

$43.05

Eagle Materials Inc.

EXP

$101.32 

$86.51

$122.49

Granite Construction Inc.

GVA

$59.36 

$45.14

$68.58

Heidelberg Cement AG

HEI

$100.21 

$94.05

$117.54

LafargeHolcim Ltd. ADR

HCMLY

$11.25 

$10.47

$12.59

Martin Marietta Materials, Inc.

MLM

$208.42 

$191.09

$244.32

MDU Resources Group, Inc.

MDU

$25.55 

$24.29

$28.22

Summit Materials

SUM

$28.52 

$21.88

$34.06

United States Lime & Minerals, Inc.

USLM

$72.70 

$71.61

$101.40

U.S. Concrete

USCR

$73.55 

$57.95

$86.35

Vulcan Materials Co.

VMC

$121.47 

$108.95

$141.20

Source: Wall Street Journal Market Watch. Currency conversion calculated on date of close 02/08/18.

COMPANY SPOTLIGHT

East Coast $3.133 One Week +0.021  One Year +0.515 

Ticker

M

DU Resources Group, Inc. (MDU), parent company of Knife River Corp., reported 2017 earnings from continuing operations of $284.2 million, or $1.45 per share, compared to 2016 earnings from continuing operations of $232.4 million, or $1.19 per share. Fourth quarter 2017 earnings from continuing operations were $115.4 million, or 59 cents per share, compared to $66.3 million, or 33 cents per share, in the fourth quarter of 2016.

“We are very pleased with our strong finish to the year, irrespective of the benefit we saw from federal tax reform,” said David L. Goodin, president and CEO of MDU Resources, in a press release.

“We had a particularly strong fourth quarter, with our construction business successfully executing on projects under MDU Resources Group, Inc. (MDU) favorable weather conditions in October and November and our regulated energy delivery business benefiting from colder weather at the end of the quarter.”

In the fourth quarter, the company performed a one-time revaluation of its net deferred tax liabilities due to the reduction of the corporate tax rate from 35 percent to 21 percent effective Jan. 1, 2018, as part of the Federal Tax Cuts and Jobs Act (TCJA). The result was a fourth quarter benefit of $39.5 million or 20 cents per share attributable to the tax cut. While MDU’s electric and gas utility and pipeline and midstream businesses each received a charge as a result of TCJA, the construction services business recorded a $4.3 million benefit and the construction materials business recorded an even bigger $41.9 million benefit.

For the year, the construction materials business earned $123.4 million, compared to $102.7 million in 2016; the 2017 total includes the $41.9 million adjustment. MDU reports the business was impacted by above-average precipitation in many markets and natural disasters in some areas, but notes that favorable weather in the western markets in the early fourth quarter did allow it to complete a number of projects. It also notes that the business ended the year with a backlog of $486 million and is eyeing acquisition opportunities.

“In 2017, all our business performed very well, and we are optimistic about the momentum we have going into 2018 as we continue building a strong America,” Goodin noted.

Source: Market Watch

Data

STOCK REPORT

Source: U.S. Energy Information Administration (dollars per gallon, prices include all taxes).

DataMining_AGRM0318.indd 4

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ek h

.37

.05

.49

.58

.54

.59

.32

.22

.06

.40

.35

AGGREGATES INDUSTRY OUTLOOK The February Aggregates Industry Index jumped 7.37 percent from January to 138.89. The increase was reported amid rising diesel fuel prices and falling stock prices during one of the worst weeks on Wall Street in nearly a decade. Despite these factors, monthly survey respondents reported steady results for their outlook on the aggregates market for the year and marked improvements for monthly sales (up nearly 13 percent over the prior month) and for the quarter (up 16.5 percent over January).

Aggregates Industry Outlook 150 145

139.35

139.94

138.89

140

134.60

132.37

133.44 128.38

135 130

140.38

135.06

133.61

125

129.35

120

129.36

115

121.69

110 105 100 Feb. 2017

March 2017

April 2017

May 2017

June 2017

July 2017

Aug. 2017

Sept.

2017

Oct. 2017

Nov. 2017

Dec. 2017

Jan. 2018

Feb. 2018

.20 We have had a very hard winter. Sales have been down as a result. We are normally down seasonally, but this winter has been particularly harsh. I believe that this coming year’s sales will be as good as 2017 and, perhaps, slightly better.

We have seen an uptick in southern states’ production of frac sand, asphalt, and concrete stone. (We are) hoping Congress follows through with Trump’s infrastructure bill request to stimulate all quarry and construction segments.

— Jason Hurdis, Senior Market Professional, Caterpillar

— Jon Thompson, President, Letart Corp.

Editor’s note: To join our panel, email Editor-in-Chief Therese Dunphy at tdunphy@randallreilly.com.

MOBILE EQUIPMENT FINANCED Type of Equipment

10/01/201712/31/17

Wheel loader (250-1,000 horsepower)

148

Excavator (160-520 horsepower)

86

Wheel loaders

Top Cat 980M units Cat 982M financed Cat 980G

Number financed 27 9 6 6

Cat 988K

6

Cat 980H

6

Komatsu WA500-7

6

Excavators

Number financed

Cat 336FL

11

Volvo EC380EL

DataMining_AGRM0318.indd 5

Wheel Loader

Komatsu WA500-8

Top Komatsu PC490LC-11 units financed Komatsu PC360LC-11

TOP STATES

Texas

16

Excavators Michigan

4

4

Pennsylvania

5

South Carolina

3

5

Volvo EC480EL

8

7

6 4

10

Wisconsin Colorado

7

Cat 349FL

Michigan Pennsylvania

8

Texas

10

Florida

10

2/13/18 10:47 AM

ROLLOUTS

Your complete guide to new and updated equipment and supplies in the aggregates industry.

by Therese Dunphy | Editor-in-Chief | tdunphy@randallreilly.com

Off-the-road tire monitoring Bridgestone Americas, Inc. rolls out PressureStat, a tire pressure monitoring system for off-the-road tires in quarry, construction, and other applications. The easy-to-use system provides instant access to tire pressure and temperature data on a real-time basis.

It includes valve stem sensors, onboard alerts, Bluetooth connectivity to mobile devices, instant inspection reports on an entire fleet available on desktop or mobile device, and streamlined forecasting and analysis — when combined with TreadStat software.

Bridgestone Americas, Inc. www.bridgestoneamericas.com

Universal feeder offers large capacity McCloskey International introduces the UF1200 universal feeder. It comes with a standard tipping grid, with options such as a vibrating grid, aggregate hopper, mulch hopper, or shredder. Features include a 48-inch-wide feed conveyor, 13.09-cubic-yard capacity, choice of a remote-control tipping grid or live head, tracked or wheeled base, and ground level access for ease of maintenance.

McCloskey International | www.mccloskeyinternational.com

Heavy-duty belt trainer protects belts Flexco offers the PTEX HD Belt Trainer, a high-performance tracking idler capable of handling wider belts and tougher conditions. Featuring pivot-andtilt technology, it can be used in applications that require tracking to prevent damage to the belt or conveyor structure, including single-direction and reversing belts. The pivot-and-tilt feature keeps the belt away from the structure, while retaining material on the belt without the use of sensor or edge rollers. The tapered ends on the roller drive the mechanism, allowing the two forces to move the belt back to center. The belt trainer is available for belt widths of 42 to 84 inches and can be used on vulcanized or mechanically fastened belts on most applications up to 2,400 PIW maximum tension.

Flexco | www.flexco.com

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Low water consumption dust control BossTek debuts the DustBoss DB-30 Fusion, a transportable atomized mist unit, engineered with an electric motor and 30 kW generator. Mounted on a rugged trailer, the unit can be supplied by a standard 5/8-inch garden hose. It has an adjustable throw angle ranging from 0 to 50 degrees of elevation and a range of approximately 100 feet in calm conditions. The standard configuration includes user-definable 359-degree oscillation to cover up to 31,000 square feet. It can be optimized with a variable frequency drive to adjust fan speed, while an optional dosing pump is available for metering of additives. It consumes 2.5 gallons of water per minute. A touch-screen panel allows operators to control oscillation, fan, and water.

BossTek | www.bosstek.com

Compact impact crushing plant EvoQuip will introduce its Cobra 230 at AGG1. The latest unit in its compact crushing and screening line is an impact crusher designed for quick setup, intuitive operation, and ease of transport. The crusher design focuses on material flow, with each belt section becoming wider as material flows through the unit to promote unrestricted material flow. It also offers a short distance from the crusher discharge to the magnet and the ability to lower the product conveyor while running.

The crusher setting can be changed without any tools using hydraulic assist, which is standard on the machine.

Evoquip, A Terex Brand | www.terex.com

Updates streamline calibration Fairbanks Scales Inc. updates its FB6000 weighing instrument with an expanded loop ID field that allows the use of more user-friendly IDs. Expansion cards can be updated using a USB drive or integrated web utility, allowing for quick updates as needed. A new configurable power supply has been added. The digital power supply provides enhanced diagnostic capabilities compared to traditional analog power supplies. When used in conjunction with Fairbank’s Remote Configuration Device, a technician can calibrate the unit from the scale platform using their tablet or laptop.

Fairbanks Scales Inc. | www.fairbanks.com

Quantifies hard-to-measure slurries Hawk Measurement Systems debuts the OptioLaser S300, which can be used to accurately measure all liquids. Due to its narrow beam divergence, it can measure through grates, narrow passages, and next to flat walls.

This allows it to measure difficult liquids such as slurries and operate without the need of any calibration.

Hawk Measurement Systems | www.hawkmeasure.com

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ROLLOUTS Versatile attachment options Gehl introduces a new line of track loaders, its Pilot Series. The three allnew models include the RT185 with 1,850 pounds of rated operating capacity at 35-percent tipping load; the RT215 with 2,150 pounds of rated operating capacity at 35-percent tipping load; and the RT255 with 2,550 pounds of rated operating capacity at 35-percent tipping load. The line features pilot-operated joystick controls for one-to-one proportional control over the drive system. IdealTrax Automatic Track Tensioning is included on the series.

Self-leveling lift action keeps the attachment level as the lift arm is raised and lowered. A two-speed hydrostatic drive system allows for travel speeds up to 8.9 mph. The line is outfitted with a skid-attach plate and the All-tach attachment mounting system for use with a variety of attachments.

Manitou Group | www.manitou-group.com

Streamlined brake maintenance Hendrickson Trailer Commercial Vehicle Systems rolls out its new air disc brake wear indicator tool. The patent-pending tool allows maintenance personnel to check brake pad and rotor thickness without removing the wheel or the brake pads from the caliper.

Hendrickson | www.hendrickson-intl.com

Hybrid impact crusher reduces energy costs Keestrack will introduce its diesel electric hybrid R3/R3e at Intermat. The 33-ton track-mounted impact crusher is said to offer fast loading, short set-up times, and a high level of mobility. Extensive coverings and wide-opening doors and flaps offer accessibility to operational components for ease of maintenance. The crusher boasts a 30- by 38-inch inlet opening with a production rate of up to 275 tons per hour. Specially adapted crushing tools, a wide adjustment range for both impact aprons, and an overload system are standard.

An optional single-deck afterscreen offers 30 percent more screening than the previous model, while the energy savings are estimated at 40 to 70 percent compared to conventional diesel hydraulic drives for its diesel electric crushing machines or fully hybrid solutions with optional plug-in power supply.

Keestrack | www.keestrack.com

Unique steering enhances stability Launched in summer 2017, Liebherr completes its Stereoloader range with the introduction of two additional models and a new operator cab, which will debut at Intermat. The four-model lineup includes wheel loaders with an operating weight of between 6.1 and 10.1 short tons. The name of the loaders refers to their unique stereo steering, which is a combination of articulated steering and a steered rear axle. The articulated steering system is said to allow the operator to control the attachment more accurately while the steered rear axle allows the tilt angle to be reduced to 30 degrees with high maneuverability. The combination allows the loader’s center of gravity to remain in the center, even when carrying a heavy load, for greater stability. For applications with longer travel distances, producers can request a version of these loaders that are capable of higher speeds. .

Liebherr | www.liebherr.com

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AGGREGATES MANAGER / March 2018

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PLANT PROFILE

by Kerry Clines | Senior Editor

Digging in t Southwest Rock Products tackles challenges in the Agua Fria Basin of Arizona.

J

ust northwest of Phoenix in the town of Peoria, Ariz., is a fairly new Southwest Rock Products sand and gravel operation. The pit has been there since 1978, but Southwest Rock Products didn’t purchase it until 2015. After the acquisition,

10

the company set about upgrading the operation and improving the quality of the material produced there.

Southwest Rock Products has expanded quite a bit in the Phoenix area over the past few years. “There are 11 active mining operations, and a few of

these operations started new just within the last few years,” says John Palmer, environmental, health and safety director for Southwest Rock Products. “Most of our operations are portable. Increased portability means that we can quickly and efficiently provide aggregate material to

AGGREGATES MANAGER / March 2018

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n the Desert Southwest Rock Products’ Peoria Pit is located in the Agua Fria Basin northwest of Phoenix.

customers across the valley and state.”

The Peoria Pit, however, is set up to be more permanent, thanks, in part, to Core Ready Mix, a concrete company that has a batch plant on the site. “A large portion of the washed products that we produce go to Core’s batch

plant,” Palmer explains. “To be able to sustain their need for aggregates, we have to have a crushing spread and a wash plant at the site full time.”

Dealing with challenges When Southwest Rock Products began

mining the pit in 2015, some culturally sensitive areas were identified. The land being mined is located in the Agua Fria Basin, which is an area that has seen Native American activity for more than a thousand years. This means no mining can be done in the areas AGGREGATES MANAGER / March 2018

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PLANT PROFILE

The 40-foot thickener tank allows the operation to reclaim and reuse up to 90 percent of the water from the wash plant.

where Native American relics have been found until the Arizona Historical Society has determined their significance. The quarry is currently working with an archaeological company to come up with a game plan to clear these areas in order to mine them.

Another challenge the operation faces is the quality of the material contained in the Agua Fria Basin. According to Materials Manager David Beckel, the Peoria Pit presents challenges because of the “tough clay” that is a component of the soil makeup of the area.

“The investment of Southwest Rock Products in the proper processing equipment, both in the crushing and washing of the product, as well as the stringent quality control testing, has allowed the company to produce high-quality aggregates at the Peoria Pit,” Beckel explains.

New homes seem to be popping up closer and closer to the Peoria Pit, which presents a challenge on the environmental side of things. Local planning and zoning departments don’t help with this issue, as they sometimes allow the construction of homes right up

12

to the property boundary of the mining operations.

“We have a quarry in north Phoenix that has been there for years, and the city allowed homes to be built right next to the property,” Palmer notes. “We share a common wall with a few houses.

Situations like that make complaints from the residents a greater possibility. As long as we follow the rules and stay within our air permit limits, we have no issues.”

Currently, houses near the Peoria Pit are separated by the dry Agua Fria River, but the operation could suffer the same fate as the north Phoenix location in the future with the explosion of new home construction and the relative openness of the area.

Upgrading the plant When Southwest Rock Products took possession of the property, it needed some cleanup and a bit of organization.

The company determined that a wash plant was needed. Plans were drawn up, and Chris Reinesch, Sr., owner of the company, came out to determine where the wash plant should be located

within the pit. Once that was decided, construction of the wash plant began in April 2015 and was completed by the end of July that same year.

Of course, as with all new plants, it took a few months to iron out the wrinkles once it was up and running. “It didn’t take long to construct, but we ran into some quality control issues with the materials, so we kept having to modify the plant,” Palmer explains. “Now, it has been in for almost two years, and it’s where it needs to be. So, we’re just fine tuning it to get higher production and better-quality material.”

Production Manager Sean Clifford designed the wash plant and oversaw its construction. Clifford started in the aggregates business as an equipment operator in 1992 and joined Southwest Rock Products in 1999. He became a supervisor within two years and is now in charge of nine crushing and screening plants and three wash plants, including the units at the Peoria Pit. “It’s quite the wash plant,” Clifford says. “It has a tunnel feeder, log washer, screen, two attrition cells from Phoenix Processing, a sand screw, a concrete screw, and a coarse material washer. I don’t know anybody in the valley that has two Phoenix Processing attrition cells of that size. They’re like vertical log washers. They beat all the clay down out of the sand.”

Concrete sand goes into a tank, is pumped up into the cyclone, and then goes to the two attrition cells. After that, it goes through a sand screw and across the dewatering screen before being carried up the stackers to be stockpiled.

The dirty water from the plant goes to the 40-foot thickener tank, where it mixes with a polymer to make the fines settle to the bottom. The fines, which look a lot like chocolate pudding by this time, are pumped through a hose to a fines pond in the bottom of the pit, and the clean water is recirculated back to the wash plant. The thickener tank allows the operation to reclaim and reuse up to 90 percent of the water from the wash plant.

“When we first got the wash plant,

AGGREGATES MANAGER / March 2018

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The HAZtronic Difference The HAZtronic System (computer monitored / fully automatic hydraulic apron adjustment) delivers a level of impactor performance and control technology that puts you in control - producing the products you need and sell the most. The HAZEMAG HAZtronic System has proven its worth and value in meeting the demands for:

Consistent Product Size Control High Quality / Well Graded Product Gradation Optimum Impactor Efficiency Reduced Impactor Maintenance Reduced Impactor Downtime Technology / Automation / User Friendly Control Functions

HAZEMAG USA INC. P.O. BOX 1064 Uniontown, PA 15401 Phone: 724.439.3512 Fax: 724.439.3514 E-mail: info@hazemag.com

HAZEMAG CANADA INC. 1 Marconi Court, Unit #10 Bolton, ON L7E 1E2 Phone: 905.857.9623 Fax: 905.857.3025 E-mail: info@hazemag.ca

N A . H A ZE M AG.CO M

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PLANT PROFILE instead of the thickener tank, it had an alta flow, which looks like a silo,” Clifford explains. “But with the volume of water we were putting into it, it couldn’t separate the fines from the water fast enough. It was too small, so we added the 40-foot thickener tank.”

The wash plant allows the operation to produce a multitude of materials ranging in size from non-spec aggregate base course to concrete sand, bedding sand, mortar sand, 3/8-inch reject chips, 1/2-inch rock, 1-1/2-inch rock, 1-inch to 3-inch track-out rock, and 57 rock.

The portable crusher spread in the pit doesn’t take up much space.

It consists of a primary jaw crusher, a secondary cone crusher, and a screen.

Material is fed to the jaw crusher by a loader and then circulated to the screen, with oversize going on to the secondary cone crusher and, eventually, back to the screen and into stockpiles.

Plans were in place to move the crusher spread to a new location on the other side of the creek so it could mine another stretch without disturbing the Native American areas, the creek, or the flood plain. Since the spread is portable, the move was expected to take only a couple of days.

The entire operation is run by a crew of only six employees, including Connor Carhart, the plant manager.

Carhart worked his way up from welder to plant manager and assisted Clifford with construction of the wash plant. He attributes the Peoria Pit’s success to the quality of his employees.

“Each employee who works at this facility is integral to the daily operations,” Carhart says. “We are fortunate to have great employees at this plant that work safe, work hard, and understand how important their role in the daily operations is to the success of the site. They truly are the life-blood of the company.”

Addressing safety “MSHA has pretty strict safety standards, and I try to stay ahead of the curve,” Palmer notes. “The workplace exam rule is changing the middle of this year.

We’re trying to comply with that now,

14

The wash plant includes two Phoenix Processing attrition cells that beat all the clay out of the sand.

as opposed to waiting until we’re forced to do it. I’ve spoken with some MSHA inspectors, and they’re still unsure of how it’s going to be regulated, so there’s a lot of mystery and questions.”

Palmer works closely with Clifford and Carhart to make sure all the employees have the training and equipment they need to do their jobs safely. They cover a different safety topic every week, ranging from housekeeping safety to lockout/ tagout refresher training. They also discuss any fatalities or serious accident alerts that MSHA releases.

All the initial and annual MSHA training is handled by Palmer, whether it’s new miner training, training for experienced miners, or the annual refresher training. “We go over first aid and CPR, which is very important to us,” Palmer explains. “About half of our MSHA annual training is based on that, making sure everyone knows exactly what to do in case of an emergency. The rest is reviewing MSHA-related accidents and fatals, working on pre-shift equipment inspections, and workplace examinations. This year, for our annual

AGGREGATES MANAGER / March 2018

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PLANT PROFILE

refresher training, we will have an MSHA inspector come and speak with the group. We want to make sure everyone is prepared for properly inspecting their plant and equipment each day. MSHA inspectors constantly preach that, if we do a proper workplace exam and pre-shift equipment inspection, we’ve probably knocked out 99 percent of the situations that could result in a citation. That’s why we concentrate on that.”

Environmental compliance A significant portion of Maricopa County, the county in which Peoria Pit is located, has been deemed a “nonattainment” area for PM10 by the U.S. Environmental Protection Agency and the Arizona Department of Environmental Quality (ADEQ). PM10 is particulate material 10 microns or smaller, which includes soot, dust, and other small bits of solid material released into the air.

“The air quality permit that we have through the ADEQ has strict requirements on crushing and screening operations to control dust pollution,” Palmer says. “These measures include regular dirt road watering, installing water spray bars on material transfer points of the crushing and screening plant, and keeping below production throughput limits.”

ADEQ also performs regular compliance inspections to ensure that the company is adhering to its permit conditions. “We take pride in the fact that ADEQ inspectors are always pleased with how our site looks upon their arrival for a compliance inspection,” Palmer adds. “These inspections are always unannounced to ensure that we are complying all of the time and not just when they are on site.”

Core Materials also must comply with air quality regulations. It has a permit through Maricopa County, which conducts regular inspections of its operations. This means that the county’s eyes are on Southwest Rock Product’s operation as well.

After leaving the attrition cells, sand travels through a sand screw and across the dewatering screen before being carried up the radial stacker to be stockpiled.

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PLANT PROFILE “Having air quality regulators constantly watching your operations makes environmental compliance an absolute must.” Palmer notes. “All of our employees are well trained in dust control practices at the Peoria Pit, because one slip up could lead to notices of violation and fines being issued.”

Outlook for the future

A large portion of the washed products produced at Peoria Pit goes to Core Ready Mix, a concrete company with a batch plant on site.

Just driving to the pit, one can see all the construction in the area. It seems to be primarily new home construction, but there are plans for new complexes and the expansion of a large home-furnishing supplier to the area. The city’s residents approved a 127,000-square foot health care complex in Peoria that should start construction soon. Also, IKEA has chosen the west valley for the location of its second store in Arizona.

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County. This could potentially be great for a company dealing in construction aggregates.

“We anticipate the addition of paved roads, new access points to the 303 freeway, and the possibility of

additional residential, commercial, and industrial activity in the area,” Palmer says. “If the annexation goes through, we will be in a perfect position to assist with the development of the infrastructure and buildings for this project.” AM

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OPERATIONS ILLUSTRATED

By Tina Grady Barbaccia, Contributing Editor

The Art of Handling Bottlenecks

Ensure the screen is properly fed.

Communicate about changing conditions.

Know when to change screen stroke and speed.

Ensure fleets are not undersized or inefficient.

Compare actual plant performance with simulation software.

OUR EXPERTS

Understanding plugging and blinding solutions.

Phillip Gosnell is currently the eastern divisional production manager at Rogers Group Inc., where he oversees 16 operations. An 18-year industry veteran, Gosnell joined Rogers Group more than nine years ago, starting in the corporate Aggregate Operations Group. He is tasked with operational improvements and equipment management and has traveled to every operation in the company’s footprint to assist with cost-improvement initiatives. He holds a degree in Mining Engineering from Virginia Tech and has had Six Sigma training.

Joe Schlabach is vice president of marketing and sales for Deister Machine Co., Inc. He has served as a past chairman of the National Stone, Sand & Gravel Association’s (NSSGA) Manufacturers and Services (M&S) Division and is a RockPac trustee.

Schlabach has also served as a board member for the Indiana Mineral Aggregates Association. He has more than 38 years of experience in the industry.

AGGREGATES MANAGER / March 2018

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The Art of Handling Bottlenecks

T

he concept of avoiding a bottleneck altogether is a misnomer. The real question is whether you have the bottleneck you want or desire, explains Phil Gosnell, eastern divisional production manager at Rogers Group Inc. “All plants have at least one bottleneck,” he says. “You can’t simply remove the bottleneck, because another one will take its place — the basic law of physics.

The best you can hope for is making the bottleneck what you want.”

The typical ideal design for any aggregates operation is to have the final crusher in a plant be the bottleneck, because it represents the most expensive asset to replace for further throughput improvements.

As the market and demands change, aggregates operations are “forced to push products in a different direction,” Gosnell explains. Using Rogers Group as an example, he says that many of the company’s historical plants were designed around the demands of large highway projects, so producing a base product was paramount.

However, the plants have had to be modified throughout the years to push base forward, creating multiple new bottlenecks from screens to conveyors.

“Finding bottlenecks is easy, though,” he says. “If the plant is properly automated, watch the human-machine interface (HMI). If it’s not automated, talk to the plant op-

1

erator. Most operators will list off the first three bad things that will happen when the feed rate increases. Otherwise, grab a shovel, call the quality control (QC) technician, and start turning feeders up.”

It’s critical that operations personnel and those responsible for QC are constantly observing all aspects of the aggregates facility, points out Joe Schlabach, vice president of marketing and sales for Deister Machine Co. Inc. “There are conditions every day that can affect efficiency,” he says. “Where it’s coming out of the pit can vary from one blast to the next — whether it’s dry weather or wet weather — it all can affect the performance of crushing and screening. [The] operations [team] will learn by experience what to do and what the starting point is to make sure material stays in spec.”

There are many factors — not just one answer — to how issues causing bottlenecks need to be handled to run at a certain amount of efficiency, Schlabach says. He describes it as “the measure of the amount of material going through the screen divided by the amount of material available to go through the deck.”

Although the goal is typically to get more tons per hour across the screen, “the real key to optimum screening,” he adds, “is maximizing capacity without losing quality and efficiency.”

Adjust screen speed and stroke as needed

Adjust the speed on screens to help travel velocity of material to help unload the screen faster, but note it can reduce efficiency. If repurposing screens from their initial setup for a scalping application to a finish screen, fine-tune stroke and speed. Decreasing the stroke reduces the bounce from each particle, improving efficiencies on finish size products. Depending on screen type, inclination, and bed depth, change the direction of rotation — forward to unload the screen faster and backwards to increase efficiencies. Perform a vibration analysis and examine X, Y, and Z axis data to determine why the screen is a bottleneck and how to correct it.

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AGGREGATES MANAGER / March 2018

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2

Check for loose drive belts

Check crusher settings and look for improperly tensioned drive belts. Worn crusher settings will increase feed output size, slowing down the throughput. This is often overlooked and underappreciated, because it can happen gradually in an operation with softer material such as limestone. If one device or another “slips” when the feed rate is increased, this is most commonly improper belt tension, worn sheaves, or both. Both are easy fixes to push the bottleneck into a more desirable part of the operation.

3

Inspect screen distribution

Ensure feed distribution of material is spread out across the width of the belt. If material is fed in a narrow stream, some of the available screen area will be lost in the time it takes for the material to spread out. Visually observe for segregated material.

If segregation is noticed, examine the deflector plates to make sure there is a homogenous transfer of material. Confirm the chute has been designed to achieve a wide spread across the screen. Determine that the proper screen media is being used.

4

Look for bottlenecks in the pit

Make sure blasted material is not too large or small.

Attempts to save costs or reduce fines generation by spreading the shot patterns could result in lump-size material entering the primary circuit and cause a dramatic reduction in overall plant throughput. New bottlenecks — e.g. transfer points bridging with oversized material — may occur. Offset in blasting costs may be counteracted by the higher cost to produce per hour from lower production rates and downtime experienced. Compare actual plant performance with simulation software to see what the bottleneck should be and if there are issues with crusher settings, liner conditions, chamber restrictions, etc.

AGGREGATES MANAGER / March 2018

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2/13/18 10:57 AM

Voices of Experience Phillip Gosnell

S

ometimes the bottleneck at an aggregates operation isn’t in the plant itself, but in the pit, points out Phillip Gosnell, eastern divisional production manager at Rogers Group, Inc. If a fleet is undersized or operating inefficiently, the plant may out produce the pit — i.e. the truck and loader could be the bottleneck because enough material can’t be taken out of the pit and to the crusher(s).

To address this, he suggests an operation “start with the cheapest options first, such as operator training, haul road conditions and design, and blasting practices.”

Although there are numerous benefits with having properly trained operators, a significant one is a reduced potential for the pit fleet to be the bottleneck. “Traveling too far in the loading pattern will equate to longer cycle times and can cause ‘black belt’ time at the plant,” Gosnell says. “This is an obvious sign that something in the pit is the bottleneck.”

If the blasted material is too large or small, the plant will not be optimized, resulting in different bottlenecks — and usually not the desired one, Gosnell emphasizes. “With good intentions, managers can attempt to save costs or reduce fines generation by spreading the shot patterns,” he says. “The repercussions, however, can be lump-size material entering the primary circuit that causes a dramatic reduction in overall plant throughput.” Gosnell also cautions that new bottlenecks can materialize, such as transfer points bridging with oversized material. “The offset in blasting costs is usually defeated by the higher cost to produce per hour given the lower production rates and downtime experienced,” he says. “Comparing the actual plant performance with simulation software can provide valuable information on efficiencies and optimization.”

Taking belt cuts — including crusher ins and outs — and comparing them to manufacturer suggested results will provide a starting point to understanding what the bottleneck should be in an operation. “This information might point to crusher settings, liner conditions, chamber restrictions, or something else,” Gosnell notes. “Typically, conveyors are the easiest fix. Increasing the speed or horsepower on a bottlenecked conveyor has been done countless times.”

Bottlenecks can also be created over time from poor maintenance practices or management decisions. “Screen media is a prime example,” Gosnell says. “Media wire diameters increase to reduce maintenance time changing screen cloth, but it creates a new bottleneck because either the crusher(s) receiving the recirculating load becomes overloaded with undersized material, or the product quality of the finished material suffers. Changes in wire diameter or media type also can have a big impact on material plugging.

“The more material plugs, the less efficient the screen and the more undersized material will recirculate back to the crushers — and the undesirable bottleneck starts,” he says.

Joe Schlabach

A

lthough the goal seems to always be more tons per hour across the screen, the real key to optimum screening is maximizing capacity without losing quality and efficiency, explains Joe Schlabach, vice president of marketing and sales for Deister Machine Co., Inc. “Vibrating screens must be properly selected, designed, and applied, and must be operated under the correct parameters,” he says. If they aren’t properly selected and maintained, screening circuits may become big bottlenecks.

“A screen operating at 75 percent efficiency allows 25 percent of the undersize material to be rejected with the oversize material,” Schlabach says. “This adversely affects production goals and profits.” This goes back to the fundamentals of properly feeding a screen — spreading out the load as much as possible, determining the precise operating parameters, and selecting the proper screening media.

Maximum screening efficiency results from proper adjustments in speed, stroke, rotation (or throw) direction, and angle of inclination.

“Depth of bed of material on the decks is an important factor in screening efficiency,” Schlabach says. “Vibrating screens stratify the material, the process of the smaller particles working their way through the coarser material.” The material bed should not reach a depth that would prevent undersize material from reaching the openings before it is discharged. The rule of thumb is depth of bed in dry screening should not exceed four times the opening size measured at the discharge end of the screen.” For example, with a ½-inch screen opening, the depth of bed at the discharge end should not be more than 2 inches.

“Overloading screens is a common practice, but it leads to a carryover problem and less-efficient screening,” Schlabach says. “In addition to properly feeding the screen, you need to apply the proper stroke and speed to get the maximum benefits out of the screen(s). Generally, for small openings, more speed and less stroke is needed. For larger openings, less speed and more stroke is needed.

“The operation’s equipment manufacturer(s) or supplier(s) is a resource to help with all of this, especially determining the proper media,” he advises. “There are so many types of media — wire screen cloth, modular urethanes and rubbers, bolt-down type media — and several varieties within the various types.”

Ultimately, it all boils down to the operations people talking to their screening media providers to ensure the application matches the goal of the operation.

“There is no one given way to guarantee it will be right,” Schlabach says. “There will be a lot of experimentation and trial and error.

Experience is beneficial to achieve the desired results. You always need to be observing and will learn over time what you need to do to stay in spec and reduce bottlenecks.”

26

AGGREGATES MANAGER / March 2018

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SPECIAL REPORT

by C. David Crouch

The Second and Third Domains of Safety Leadership ConExpo-Con/Agg exhibitors met producer optimism with a broad array of new equipment, as well as a glimpse into the future.

Effective leaders must be able to create connectivity and demonstrate credible consciousness with their employees.

Editor’s Note: This is the third article in a series on safety leadership.

S

afety incidents are the result of organizational culture, and culture is heavily influenced by leadership behavior. So, to create a strong safety culture, we must address leadership behavior.

In 2012, Caterpillar Safety Services launched a comprehensive research effort to determine the most important characteristics of effective safety leadership. The team discerned four basic skills a leader must demonstrate with a high degree of competence that lead to safety excellence. The findings were statistically validated through rigorous data analysis.

To produce a safer workplace, leaders must drive accountability, create connectivity, demonstrate credible consciousness, and build trust. This article will address connectivity and credible consciousness.

Domain #2: Create Connectivity Author John Maxwell states that “everyone communicates, but few actually connect.” Connectivity involves integrating safety into the business operation. When a leader creates connectivity, everyone on the team understands that an effective business operation requires safety. There is no separation between safety, operations, budgeting, quality, and customer service — they are all integrated into an effective business and must

28

all be accomplished to a high degree of quality. Employees are involved in identifying and solving safety problems and in the creation and maintenance of a strong safety culture. Every team member is kept informed of all information needed to work safely and productively at all times.

Connectivity is important at all levels of the organization.

Top management is visibly committed, middle management is actively involved, frontline leaders are performance focused, and employees are engaged and participate in the safety process.

Involve employees There’s no question that people are much more apt to support what they help to create. Rather than dictating how safety should be managed, effective safety leaders involve their direct reports in setting goals, identifying problems, developing solutions, and in efforts to continuously improve the safety culture. The goal is full engagement by everyone in the safety process.

Share information It may seem obvious, but accurate, up-to-date, and relevant information is critical for safety. Too often, leaders allow the

AGGREGATES MANAGER / March 2018

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SPECIAL REPORT Integrate safety The good thing about priorities is that they help you focus your attention on what’s most important at the moment. The bad thing about priorities is that they can change. If safety is only a priority, focus on it can change depending on the circumstances. Safety is always important, so making it a priority is not enough. Safety must become a value. A value, or principle, is something that helps you know what is right and wrong and that influences your actions. When safety is truly valued by the leader, it manifests itself in word and deed and is integrated into the way work gets done. It is at least an equal partner with production, quality, customer service, or finance. The effective safety leader explains the relevance of safety to the business operation, integrates safety into the business conversation, and explains the why behind the what.

Domain #3: Demonstrate Credible Consciousness business of the day to prevent them from being open and forthcoming with necessary information. Most often, it’s not an intentional omission, rather a result of managing multiple priorities simultaneously. The effective safety leader is diligent in keeping everyone informed, using whatever communication methods may be required. He realizes that sharing relevant safety information with others provides a strong foundation, enabling them to work safely every day.

Credible safety consciousness is believable, reliable, and convincing awareness and understanding of what it takes to be safe. When a leader demonstrates credible safety consciousness, it is apparent to others that he understands the safety processes within the team, has the necessary information to make informed safety decisions, effectively appraises risks where they exist, internalizes safety concepts and applies them personally, and continually learns and grows in his ability to lead a culture of safety excellence.

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things in a logical way, and uses the application of everyday knowledge, education, and thinking skills to analyze and evaluate information. The effective safety leader uses knowledge, education, and experience to comprehend, analyze, and evaluate information and situations to make decisions about safety that make logical sense to others. Strong reasoning ability is rooted in knowing oneself and the organization well and possessing the skill to gather information from all sides of an issue before making decisions. Some practical ways a leader demonstrates safety reasoning ability include insisting safety not be compromised when working under pressure, asking that procedures be updated when new risks are identified, adapting quickly to changes in safety policies and procedures, effectively addressing unsafe behaviors, and telling stories of how safety has become a personal value.

When a leader connects safety into the business operation and demonstrates credible safety consciousness, others begin to realize that safety is integral to business success and that their leader has emerged as one who makes business decisions with safety in mind.

The next article will explore the fourth domain of safety leadership — building trust. AM

Knowledge Must every leader know everything there is to know about safety? Of course not, especially when it comes to technical safety knowledge. That expertise is provided by safety professionals. But every leader should have enough knowledge about the area(s) they oversee to be able to speak intelligently to direct reports about the safety issues relevant to them. And they must possess detailed knowledge and understanding about how to effectively manage safety so that everyone goes home safely every day.

Reasoning Reasoning is the use of logical thought, and the principles of logic, in order to form a conclusion or judgment about something. It is the ability of the mind to think and understand

C. David Crouch is director of research and development for Caterpillar Safety Services.

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ME MEFIT FITSYSTEM SYSTEM| |ME MEFIT FITCRUSHING CRUSHING| |GRINDING GRINDINGMILL MILLLINER LINER| |GRINDING GRINDINGMEDIA MEDIA| |CRUSHER CRUSHERCOMPONENTS COMPONENTS| | LINER LINERFASTENER FASTENERSYSTEMS SYSTEMS

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Cubee the AggMan helping educate children about the importance of aggregate since 1998 “The Story of Cubee the Aggregate” helps teach children at the youngest ages about the important role aggregate plays in their daily lives. Geared for students in grades K-3, Cubee and his aggregate friends will take children on a magical journey from Cubee’s birthplace in the neighborhood quarry to his new home in the schools, roads and other structures that enrich our communities and our lives.

The “You’re on Rock” Workbook presents basic earth science information while emphasizing the vital role of the industry in our world. An aggregate activity book for junior geologists, mining engineers and earth scientists. Geared for students in grades 4-6.

Cubee the AggMan T-Shirts are available.

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EQUIPMENT MANAGEMENT

Regular inspection of upper and lower bushings, as well as oil analysis, will help protect the life of your gyratory.

Guidelines for Your Gyratory Use these best maintenance practices to ensure optimal performance and long life of your crusher.

T

he primary gyratory design has been in operation for over a century and has evolved and proven to be a robust, reliable, and long-lasting piece of equipment when designed, operated, and maintained correctly. Gyratory crushers are compression crushers with a two-bearing design (spider and eccentric bearings). They are relatively slow with minimal moving components, and feature a large size, but relatively conservative, crushing kinematics. In short, they make for a relatively simple, reliable crusher.

There are many best practices that have been learned throughout the life of this design, and some of these have manifested themselves in regular, preventive maintenance habits.

All crushers are designed with a target power and force limit, and keeping

the machine within these limits is a significant factor in achieving long lasting, reliable operation. The power limit is given for a crusher and its throw/speed combination; exceeding that power limit and/or assuming an incorrect power limit can put stress and possible damage on drive components and bearings. (Not all crushers are the same, and even two 42-65 Allis Chalmers Superior gyratory crushers built in 1974 may not have the same power rating.) The force limit is similar to the power limit; however, it is not always proportional and is independent of throw and speed. Over-force conditions can be monitored by high power draw and/or dropping of the mainshaft during overload events; these events cause stress on bearings and structural components.

The highest cost, regular maintenance

item is replacement of the crusher mantle and concaves. It is important that the profile of the mantle and concaves are matched to achieve desired open-side setting (OSS) while remaining within power/force limits. This is especially true when running multiple mantles of various size during the life of the concaves.

Running with mismatched liners is a common cause of high power and force spikes — or the less noticeable force concentrations — that will reduce component life. Furthermore, the liner profiles are designed for a specific OSS, and raising and lowering the mainshaft significantly away from this setting can have the same effect of power/force overloads. It is recommended to review the mantle/concaves in use periodically throughout the life of the plant to ensure the wear parts are AGGREGATES MANAGER / March 2018

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EQUIPMENT MANAGEMENT the best match of capacity, product size, long life, and reliable operation. Often times, production targets change and improved wear parts become available, yet the plant does not consider a wear part change.

Wear component replacement is also the longest maintenance interval, with concave changeouts taking typically anywhere from two to six days. There are two main ways to reduce downtime associated with wear part change outs: 1) reduce the frequency of replacement (make the liners last longer); and 2) reduce the time needed to conduct the replacement. This could be a separate article in itself, but the former is often achieved by a combination of better alloy, thicker mantle/concaves, and better profile. There are tradeoffs, of course: harder alloys tend to cost more and be more brittle, with increased risk of cracking, while thicker components sometimes just mean higher scrap rate and possibly putting the crusher out of mechanical balance, causing bearing damage and/

or foundation cracking. The second improvement is reducing downtime needed for wear parts changeouts. There are a multitude of new methods and tooling that have gained popularity today, such as hydraulic shell separation, concave removal bits for rock hammers, concave dump trays, spare mainshafts, pre-fit concaves, concave jigs/carousels, and the design of the wear parts themselves.

There are two ways to reduce downtime with wear part replacements: reduce their frequency or time required to do them.

The lubrication oil is the life blood of the crusher, as it has a dual role of forming the surface of the bearings, as

well as removing heat that is generated while crushing. Maintaining clean oil by proper filtration and limiting dust impregnation is a must, with regular checks of the oil filters and blower system. An oil analysis program — generally recommended monthly or every 600 hours of operation — will help determine when oil has reached the end of its usable life.

Also, the pumps and lubrication system must be maintained regularly to ensure proper oil flow and cooling is achieved, as well as tested periodically for appropriate mechanical safety interlocks.

The lower bearing surfaces of most gyratories today are bronze bushings.

The bushings need to be inspected periodically for cracking, burns, gouges, or other signs of damage, as these will disrupt oil film buildup, which can cause excessive heat generation leading to burn ups and downtime. The bushings should be measured during scheduled down times to ensure they meet allowable tolerance as the bushing wears. When the bushings are replaced, it is recommended

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to install an OEM-designed bushing to ensure proper oil film is maintained around the bearing surface.

The upper bearing, or spider bushing, also needs to be checked regularly.

Whether oil or grease lubricated, there will always be some level of leakage in this area. The proper lubricant level needs to be maintained or there is a risk of high heat generation at the upper journal that can eventually lead to mainshaft damage.

The spider bushing also maintains proper pitch of the mainshaft during crushing and idling, and, at times, there can be damage to the eccentric or bottomshell bushing from misalignment caused by an excessively worn spider bushing. Spider bushing wear can be measured directly, but it can also be monitored by changes in oil/grease leakage, increased no load head spin over time, or even by hearing a knocking sound when shifting from idle to crushing to idle again.

Operating practices have a large influence on crusher reliability. It goes without saying, but tramp events such as

large bucket teeth can cause significant stress and damage. Most gyratory crushers today have tramp relief in the form of a lowering head as the force in the chamber exceeds the pressure of the hydraulic oil supporting the mainshaft; however, there will still be some level of overload, and particles too large to pass will invariably stall out the crusher and put heavy stress on the bearings. Stress can also be put on the crusher if oversize boulders are frequently encountered, and a rock hammer is used to break the boulders while they sit on or inside the crusher, as every impact from the hammer that does not break the boulder gets transferred directly to the crusher.

It is impossible to completely avoid all of these events, but minimizing the overloads that you can control will go a long way to improving crusher reliability.

Another operating practice that can be a detriment to component life in a gyratory is making trucks/loaders wait to dump their load until the chamber of the crusher has emptied. Gyratory

Rockability.

crushers are designed to be “buried” with material well above the spider arms, and dumping a truck onto a full chamber helps to cushion and absorb the high impact energy from fast-falling large boulders.

There is less stress on the spider, less impingement on the mainshaft, lower wear rate on the wear liners, and less risk of cracking and knocking out a concave when dumping in to a full chamber. Of course, it is important to ensure that there is adequate surge capacity/space under the crusher so that all of the material in and above the crusher has a place to go if the takeaway feeder or conveyor should be tripped.

When operated and maintained properly, a primary gyratory should last for decades. Using best practice operation and maintenance will ensure it does so trouble free. AM

This article is courtesy of Metso Minerals.

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Benjamin J. Ross

ROCKLAW Are You Ready for ELD? Have DOT-regulated drivers?

Electronic logging devices are here.

O

Benjamin J. Ross is an associate in Jackson Kelly’s Occupational Safety and Health Litigation Practice Group and is based in the firm’s Denver office, where he focuses his practice on the Federal Mine Safety and Health Act, Occupational Safety and Health Act, and Motor Carrier Safety Improvement Act, among others. He can be reached at 303-390-0026 or bross@ jacksonkelly.com.

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n Dec. 16, 2015, the Department of Transportation’s Federal Motor Carrier Safety Administration (FMCSA) published a Final Rule on Electronic Logging Devices and Hours of Service Supporting Documents. The rule requires that motor carriers and drivers retain supporting documents to verify their driving hours.

But, the biggest change that the rule instituted is to require that hours of service (HOS) drivers track their hours using an electronic logging device (ELD).

Previously, FMCSA mandated that all drivers track their HOS using Records of Duty Status (RODS), which required drivers to record hours on graph grid paper by hand and retain those papers. Times have changed, and the new ELD Rule requires drivers of Commercial Motor Vehicles (CMV) to install ELDs in certain vehicles — model years 2000 and newer. The rule established a timeline to phase in requirements for use of ELDs.

By Dec. 16, 2019, the rule enters its third and final phase and will be fully effective.

The first phase, which ended on Dec. 16, 2017, was the “awareness and transition” phase.

It only required voluntary use of ELDs while FMCSA conducted presentations, webinars, and other outreach programs to raise awareness and explain the ELD Rule’s requirements. During this first phase, FMCSA touted the safety benefits that

ELDs promote by correctly tracking hours, but also highlighted that ELDs would eliminate paper and make the process easier for drivers and motor carriers.

The second phase, which began on Dec. 17, 2017, initiated mandatory use of ELDs. During this phase, the rule requires all HOS drivers to track hours using ELDs. The rule provides a temporary reprieve to those currently using grandfathered “Automatic On Board Recording Devices” and allows them until Dec. 16, 2019, to comply with ELD use. The familiar, handwritten grid graph sheets will no longer comply with the HOS standard.

Although the rule changes how drivers record hours, the most important thing for drivers and motor carriers to understand is that the rule does not change who must record their hours. The rule did not change any of the existing exceptions to the HOS rule. If the regulations did not require a driver/motor carrier to track hours using RODS, then they are not required to use ELDs. The HOS rule still only applies to CMV that travel in interstate commerce. Drivers who cross state borders qualify as interstate commerce. However, motor carriers should be aware that FMCSA’s definition of interstate is quite broad. FMCSA looks to the initial shipper’s intent to determine whether cargo is interstate. Therefore, a driver operates in interstate commerce even without crossing state

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borders when the original shipper of the hauled cargo intended that the cargo cross state lines.

Even for CMV that travel in interstate commerce, there are a few exceptions to the HOS and new ELD mandate, including short-haul exceptions, as the ELD rule did not change existing exceptions. The most common exception is the short-haul 100 air-mile radius exception, which requires: 1. Drivers to operate within a 100 air-mile radius (115.08 statute miles, or miles composed of 5,280 feet) of their normal work reporting location; 2. Drivers to return to their reporting location and be released within 12 consecutive hours; 3. Passenger-carrying drivers to have 8 consecutive hours off duty between 12 hours on duty; and 4. Drivers to only drive 10 of their 12 hours on duty.

Other air radius exceptions relax the 100 air-mile radius further by allowing vehicles that do not require drivers to hold a CDL to operate in a 150 air-mile radius. The nonCDL, short-haul exception also extends driving windows.

Many other exceptions exist, among them exceptions specifically applying to ready-mix drivers, road construction drivers, and agricultural drivers. Drivers and motor carriers should review all exceptions to determine whether they must comply with the HOS rule. Drivers and motor carriers should also review the requirements in each exception. The short haul exceptions exempt drivers from the HOS requirements to fill out logs, keep supporting documents, and use ELDs, but still require some recordkeeping.

The HOS rules have provisions and exclusions that can confuse anyone. It is important to understand that the ELD rule does not change the HOS rule. It fits into the current rules by changing the manner in which drivers track hours. Affected motor carriers should have already installed ELDs in commercial motor vehicles, trained drivers and employees to use ELDs, begun retaining documents, and ensured that their practices and policies comply with the new rule.

Although compliance of the ELD rule has already phased in for most motor carriers, it is not too late to understand and comply with the ELD Rule. It may be daunting, but using ELDs is required and should eventually make tracking HOS easier. AM AGGREGATES MANAGER / March 2018

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Valuation of Aggregate Reserves: The Geologist’s Role While the role has not changed much over the years, one geologist’s perspective on it has.

E

ighteen years ago, I wrote an article with the same headline as this one. The geologist’s role in valuing reserves has not changed much in 18 years, but I have.

In my previous article, I defined the geologist’s role by asking six questions. More is not always better. So, today, I will ask just one question, “How well do you need to understand your reserves?”

To begin with, an aggregate resource is material in the ground that possibly could be turned into aggregate (sand, gravel, or crushed stone) through mining and processing. An aggregate reserve is material that can economically be extracted and processed using currently available technology and sold at a profit. I will write more about reserves versus resources in a future article.

On one hand, a Mom-and-Pop operation that occasionally provides a truckload of bank run sand and gravel to a customer may not care about reserves at all. They may feel confident they have identified enough sand and gravel on their property to last them forever. They have little investment in equipment, and even if they run out of gravel, it would not dramatically impact their lifestyle. A geologist may not even have a role in this situation.

On the other hand, if someone wanted to purchase the property described above to develop the aggregate reserves, they most certainly would want to thoroughly understand the reserves. Opening a new aggregate operation requires a significant investment in money and time, and most likely, the purchaser would be interested in a reasonable return on their investment.

A geologist would have a substantial role in this case.

Deciding how much effort (time and money) you want a geologist to put into defining your reserves depends on what stage of development you are at. If you are in the permitting stage, there are a number of issues to address.

One approach is to look at the weakest link. It may not be wise to thoroughly investigate reserves if you are not certain you will get a permit. But it may also not be wise to obtain all permits without knowing you have sufficient reserves to make the investment worthwhile.

If you are a fully operational aggregates operation and are expanding onto permitted land, it may be appropriate to conduct an extensive investigation of the reserves in the new mine area. Not only will the information gained in the assessment be used for financial considerations, it can also be extremely valuable for use for developing the mining plan.

Sometimes a better approach than having a thorough reserve estimate is to have the geologist conduct a best-case or a worst-case scenario.

A best-case scenario involves preparing an estimate of the potential reserves using the most optimistic values for deposit thickness, quality, extent, overburden, and so forth. If the calculations return a value that is not acceptable, even under the most positive conditions, there may be no reason to continue to study the deposit.

Similarly, if a worst-case scenario prepared using the most pessimistic conditions produces a value that would be acceptable, there probably would be justification to continue on with more robust reserve estimates. In essence, the best-case or worst-case scenarios test the weakest link.

So, how well do you need to understand your aggregate reserves? The answer is, “It depends.” However, the role of a qualified geologist not only is to define your reserves, but to also help you decide how thoroughly your reserves need to be studied. AM

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NO PRESSURE.

2018 NSSGA Young Leaders Annual Meeting

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This April, the aggregates industry’s most promising professionals 40 years of age and younger will gather in La Jolla, Calif. for NSSGA’s Young Leaders Annual Meeting.

This is where our future stars can interact with, and learn from, seasoned industry leaders.

More importantly, they will build relationships that will last throughout their careers—no matter what the job throws at them.

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Young leaders will build the business and personal skills they need to excel at their jobs through professional development sessions, community service and teambuilding projects, and interactive networking activities, all set against the stunning background of La Jolla—known as “The Jewel” of California. Visit www.nssga.org for more information and to sign up for Young Leaders alerts.

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