Thesis (Ph. D., Mining Engineering-Metallurgy)--University of Idaho, May 2007. / Major professor: S. J. Jung. Includes bibliographical references (leaves 191-196). Also available online (PDF file) by subscription or by purchasing the individual file.

Thesis (Ph.D.) - University of Queensland, 2003. / Includes bibliography.

Thesis (M.Phil.) - University of Queensland, 2005. / Includes bibliography.

Thesis (Ph.D.) - University of Queensland, 2005. / Includes bibliography.

Thesis (Ph.D.) - University of Queensland, 2005. / Includes bibliography.

Thesis (M.L.)(Prof)--University of Pretoria, 2006. / Includes bibliographical references. Available on the Internet via the World Wide Web.

M.Phil. / The relationship between the Mining House / Owner and Project House can be spectacularly successful for both partners (and has resulted in the emergence of a few successful new project houses and plant operation companies all over the world), but can also be disastrous for both parties, if managed incorrectly. The main requirement for a successful relationship between a Mining- and Project House is that there must be something in it for both parties. This is not only measured in customer perception of value for money (Mining House) and profits by the Project House, but is also affected by mutual respect, the working relationship and the perception that both can profit from the relationship by the following activities: • Procurement of goods and services. • Providing assistance in absorbing and adopting process technologies. • Addressing environmental concerns like Environment Impact Assessment, HAZOP studies as well as disaster management plans. • A project management team who can ensure proper control and timely reporting to the financial institutions, ensuring there are no cost and time overruns. • Provide due diligence in order to assign proper value to the assets, business portfolios, brand equity, technology/product, etc. • For retrofits, revamps, technical/ energy audits, upgrading the processes / quality of product through minimal investment routes. • In ensuring all aspects of quality management right from the concept to commissioning stage, involving corporate commitment to the quality management process enabling the companies to follow good manufacturing practices. • To provide knowledge management services i.e. depth of knowledge rather than the breadth. Until recently, most Mining Houses locked outsourcing in the back room - using it to pass off unimportant functions and processes to competent specialists so that managers could focus on more critical activities and core business. This is all changing as outsourcing is increasingly making its way into executives' strategic toolkits. In other research studies [5; C; K; N] three types of outsourcing relationships have been identified namely conventional, collaborative and (business) transformational outsourcing. Mining Houses can use conventional outsourcing to generate cost efficiencies in support processes. Collaborative outsourcing is used both to upgrade business processes and to provide flexibility to respond to changing business needs. Business transformation outsourcing holds a higher standard and is a comprehensive approach to create both new capabilities and to use them to achieve a clear strategic objective.

D.Ing. / An integrated project team strategy (IPTS) does not start with a detailed list of performance measures, but with the appropriate mindset of what is in the interest of the project. The purpose of IPTS is to unite the core project participants (the 20% of project participants responsible for 80% of the impact on the project success) with a common goal, so that they focus on what is in the interest of the project and not on their company’s interest or local optimisation. Like a tripod, Integrated Project Team Strategies (IPTS) is based on three core principles - a common project incentive scheme, well-defined project success criteria and project control systems and procedures that focus on the project’s needs and do not entice local optimisation. The first leg of IPTS is that all the core project participants share in a common project incentive scheme, therefore their actions are focussed on the same target because it determines the size of their bonuses and incentives. Project success criteria are the second leg and represents the common project target. However, determining priorities in a project strategy is regularly done incorrectly with negative impact, therefore the project success and failure criteria must be well defined for all three areas namely project management, product and relationship success. This is essential for measuring the project success because it forms the basis for reporting progress the project wellbeing during the implementation phase as well as the “successful” outcome at project closure Traditional project control systems and metrics, which were used to measure the progress of the project, tend to measure progress in isolation because they do not consider the overall need of the project. Local optimisation in terms of for instance tons steel erected per hour occurs because that is how managers on the project are assessed, however, that is not in the interest of the project. Although conventional project strategies do not exclude integrated team performance evaluation, all their systems and procedures are based on the performance of a single project participant or division of a participant, thereby creating the ideal breeding ground for local optimization and moves the focus away from the overall project. When looking at some of the latest business publications like that of Eliyahu M. Goldratt (“The Goal”, “It is not luck” and the “Critical Chain”[9]) it is clear that IPTS biggest advantage is to eliminate local optimization encouraged by the more conventional project controls strategies. Because the way people are measured has such a big impact on their behaviour, project control systems and metrics are the third leg of the IPTS tripod. For these reasons, IPTS is a completely new game, which relies on deep commitment to provide a broad flexible framework for doing whatever is required in the current context to ensure project success. It is not about what happened since the deal was struck, nor who is actually responsible for it, but about the success of the project because all participants will reap the benefits of a successful project. In a sense, the demand emphasis for IPTS is shifting from a purely financial to a more strategic approach. In so doing, it is prompting more and more clients and managers into systematic re-examinations of their business models’ structures, efficiency and effectiveness for factors such as local optimization. Often stereotypically conservative and with a cultural bias for control, most clients and service providers in the South African mining and mineral commodity industry have been late and reluctant to let go of their control and associated local optimisation. However, the array of challenges confronting the industry makes control for control’s sake a costly indulgence, which cannot be afforded any longer Not only does IPTS have the ability to change lose-lose relationships to win-win relationships, but most importantly it has the ability to unite all the core project participants in a single integrated project team focusing on the same goals. A number of typical IPTS cases have been developed as part of the research and are included in this thesis as guidelines for the implementation of the research results. These cases were also evaluated practically by testing it during interviews with industry practitioners.

This dissertation deals with theoretical and empirical aspects of factor demand and output supply decisions of firms. In the theoretical part of the thesis, some major existing theories of investment are discussed and their formulation is extended to the case of firms which extract an exhaustible resource. Those theories are then incorporated into a model which exploits complementarities between some of them and can reflect some well-known hypotheses, such as the putty-clay hypothesis, as special cases. This model relies on a general notion of irreversibility: a decision is defined as irreversible if it introduces a new constraint to a firm. This constraint may be a non negativity constraint, but may also mean the appearance of costs of adjustments. Such an approach implies a distinction between ex ante phases and ex post phases in the life of firms, those phases being separated by the irreversible decisions. Two empirical applications are presented. The first one corresponds to the ex ante phase of the theoretical model, and deals with the capacity selection decision of some North-American open-pit metal mines. According to the evidence, this decision takes account of economic parameters, such as expected prices, as well as geological and technological parameters. The second empirical application correspond to the ex post phase of the theoretical model, and deals with the short-run production decisions of some mines. Both empirical studies provide support for the putty-clay hypothesis. / Arts, Faculty of / Vancouver School of Economics / Graduate

The aim of this research was to analyse the competitiveness of the South African mining industry in order to assess the viability of mineral beneficiation. This study also aimed to establish what was required in the mining industry in order to provide an environment which enables competitiveness going forward. The Diamond Model of Industry Competitiveness developed by Michael Porter was utilised in analysing the mining industry's competitiveness. In the process of the analysis, the model was interrogated for validity in a developing and dynamic country via inference of the analysis of the South African mining industry. Based on the results of this research, a new model, built on the findings outlined by the Diamond Model, was developed. The research found that the mining industry is not competitive at present and will not be able to provide an environment conducive to beneficiation in South Africa. Investigation further revealed that, as a result of the importance placed on the elements of the model, the Diamond Model is viable in a developing and dynamic environment. The results further provided sufficient feedback regarding how to utilise the elements from the Diamond Model in redesigning the competitive analysis in a forward-looking manner. / Dissertation (MBA)--University of Pretoria, 2014. / zkgibs2015 / Gordon Institute of Business Science (GIBS) / Unrestricted