stream through the engines (some not fitted with heat
exchangers) and back into a make-up sump, with
eventual discharge back to the stream. To cope with
the previously mentioned increase in 1978, two 600-kw
and one 800-kw portable units are being connected into
the main switchboard (Fig. 5). The reason for using
mobile units, which are more expensive to operate, is
that they will tide us over until five Ruston Hornsby
9 ATC engines (Fig. 6) currently operating at Clinton
Creek become available in mid 1978 when that property
ceases operation.

Besides generating electricity, the powerplant runs
compressors which are rated at 1000 and 650 cfm
respectively, with the air being piped to different
locations in the plant. Because of increased usage, a
new 1200-cfm compressor is contemplated for next
year.

Steam is generated in two ways — by eight waste-
heat boilers on the diesel generator engine exhausts
and by two 200-hp package boilers. Both systems feed
a steam header maintained at about 50 to 80 psi. Each
of these systems produces about half of the total re-
quirement.

Electrical (Fig. 7)

The majority of the distribution around the plant-
site and townsite is 2300 volts, which is stepped down
to 550 volts and 110 volts for supplies to motors,
heating, lighting, etc. Electricity supply to the mine
is at 24 kv via a step-up transformer outside the
powerplant. The reason for this is to minimize losses
on the long transmission line to the open pit. Main
distribution within the pit is at 4160 volts.

The electrical department is split into three sections
— mine, mill and plant — to cover the area fully.
Those sections covering the mine and mill have elec-
tricians available on a three-shift, seven-day/week
basis. The number of personnel and responsibilities of
the electrical section have increased over the years in
line with increased reliance on electrical power. This is
particularly true in the mine area, as shovels and drills
have changed over from diesel to electric power. Be-
cause the townsite is also supplied and serviced by the
company, and the number of residences has increased,
this area is now taking a considerable amount of time.
The power requirement of the town has increased by
65% in the last twelve months!

Plumbing and Sewage

Water for the townsite is supplied from a single
pumphouse equipped with one 75-hp and two 30-hp
pumps, with a back-up diesel unit in case of power
failure. Total pumping capacity is 875 gpm. At one
time, this pumphouse also supplied cooling for the
powerhouse, but this water is now supplied from a
separate pumphouse. Water distribution throughout
the townsite is supplied via a 6-in. main line with 4-in.
branch lines. The unused water is returned to the
stream. Pressure is maintained at 60 psi by a pre-set
pressure-regulating valve at the outlet.

Because of the extreme winter cold, any water lines
which are not run with steam lines have to be buried
to at least 8-ft (2.44 m) to combat freezing.

The majority of the sewage is handled using either
individual or collective septic tanks; good natural
drainage makes this an effective system.

A single 25,000-gal.-per-day sewage treatment plant
handles effluent from the kitchen, the laundry and
some of the single quarters.

Garbage collection is handled by the company using
a modern compacter truck which delivers to the gar-
bage disposal area. The process utilizes specially made
bulk containers in both the plant and townsite. Use of
such modern equipment speeds up service and reduces
manpower requirements.

Shops

The machine shop, carpenter shop and equipment
shop are all well equipped with machinery to make re-
placement parts on site when necessary. Because of
the lack of entrepreneurs within the district, special
arrangements are made to perform machining and
carpentry work for outsiders. Modernization in shop
layout, lunchrooms, lighting and ventilation systems
has been one of the recent improvements.

The machine shop includes lathes with up to 28-in.
swing and 120-in. bed, broacher, shaper, rolls, welding
and cutting facilities, and even a small forge. Although
the capital cost of this equipment is high and its util-
ization is low, the money saved by being-able to make
parts for production machinery (air-freighting a part
may take a week) more than justifies the expense.

Pick-ups and other service and small production
vehicles are maintained in the equipment garage. The
small truck fleet numbers 54 and the additional trucks
and vehicles 30, including 980 Cat. loaders and a Cat.
14G grader.

To lessen the inconvenience of losing an item of
production transport on day shift, the shop works two
shifts to enable pick-up trucks to be serviced when
they are not normally in use.

Carpentry requirements vary from making signs
to cabinet making. The shop is equipped to meet all
requirements and also has a paint bay which will ac-
commodate objects up to the size of a pick-up truck.

Maintenance Control

Maintenance control is effected by way of a work-
order system. A person requiring a task to be per-
formed by a maintenance crew initiates a work order.
Depending on the nature and extent of the work, cer-
tain approvals must be obtained from the departments
involved before the job starts.

One copy of the work order goes to the supervisor
performing the task, one copy goes to the maintenance
planner and one remains with the originator. The fore-
man uses his work-order backlog to set priorities, plan
the daily assignments for his crew, requisition mate-
rials, and determine his manpower and overtime re-
quirements. The planner uses a copy of the work order
to maintain records of work in process and work
backlogs. On completion of a job, the field copy of the
work order is sent to the planner, who then can gener-
ate data on repair costs and frequencies and report on
changes and modifications.

A preventive maintenance scheme has been intro-
duced in the mill which will be the basis for control
of all repetitive inspection and repair on mill produc-
tion machinery. A base frequency of eight weeks was
adopted on most of the equipment and check sheets
are issued to coincide with the regular weekly shut-
down day. Major maintenance work is scheduled on
a longer frequency, such as annually or semi-annually.
Although this program currently represents a theoret-
tical approach to scheduled maintenance, its real worth
will be realized as changes in content and frequency
are made in response to equipment problems and
malfunctions.

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