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Process Control Training—Simulators Are Only Half the Story
PERFORMANCE ASSOCIATES INTERNATIONAL
With reference to greenfield plant projects, using process simulators similar to the designed plant Human-Machine Interface (HMI) or Distributed Control System (DCS) has become common practice. These simulators represent a “virtual plant” based on process modeling of the circuit chemistry and thermodynamics, and on the physical nature of the plant, including equipment, valves, piping, etc. The virtual plant allows trainees to troubleshoot problems, optimize process variables, react to alarms, etc., all based on the process simulation model.  Performance Associates’ experience is that this complex simulator training is valuable, but only after more in-depth training on the process and control logic. To truly optimize a process plant, prior to simulator training, the control room operators must have detailed knowledge of the following:Process objective of each process system, comprising a group of unit operations.Process objective of each unit operation.Process chemistry and the variables affecting it.Important characteristics of each unit operation, the variables affecting it, and the impact on downstream unit operations.Plant control loops, interlocks, and alarms.Safety issues related to the process and control schemes.Operating procedures for start-up and shutdown under various scenarios, as well as important operator tasks.Additionally, trainees must be intimately familiar with the applicable fundamental scientific concepts, such as pressure, temperature, heat exchangers, electricity, PID control logic, combustion, etc. With this fundamental and plant-specific foundation, the process simulator can be fully exploited for training. 
PROCESS CONTROL TRAINING— SIMULATORS ARE ONLY HALF THE STORY
PERFORMANCE ASSOCIATES INTERNATIONAL
With reference to greenfield plant projects, using process simulators similar to the designed plant Human-Machine Interface (HMI) or Distributed Control System (DCS) has become common practice. These simulators represent a “virtual plant” based on process modeling of the circuit chemistry and thermodynamics, and on the physical nature of the plant, including equipment, valves, piping, etc. The virtual plant allows trainees to troubleshoot problems, optimize process variables, react to alarms, etc., all based on the process simulation model. Performance Associates’ experience is that this complex simulator training is valuable, but only after more in-depth training on the process and control logic. To truly optimize a process plant, prior to simulator training, the control room operators must have detailed knowledge of the following:  Process objective of each process system, comprising a group of unit operations.  Process objective of each unit operation.  Process chemistry and the variables affecting it.  Important characteristics of each unit operation, the variables affecting it, and the impact on downstream unit operations.  Plant control loops, interlocks, and alarms.  Safety issues related to the process and control schemes.  Operating procedures for start-up and shutdown under various scenarios, as well as important operator tasks. Additionally, trainees must be intimately familiar with the applicable fundamental scientific concepts, such as pressure, temperature, heat exchangers, electricity, PID control logic, combustion, etc. With this fundamental and plant-specific foundation, the process simulator can be fully exploited for training.
Training Pays: Actual vs. Projected Start-Up Results
PERFORMANCE ASSOCIATES INTERNATIONAL
Developing a profitable mining venture is no small matter. It requires enormous initial investments in research, construction, and equipment. But a mineral processing plant does not run itself. Even with the best equipment and good ore quality, optimal results are dependent upon keeping the process running smoothly, avoiding process upsets, maintaining process variables in the desired range, and minimizing breakdowns and downtime. A highly trained workforce is an essential element in a successful, and profitable, start-up. The knowledge and abilities of plant operators and maintenance personnel can make or break an operation. Trained operators know what to look for during preoperational and routine inspections, allowing maintenance tasks to be planned and unexpected costly breakdowns avoided. Trained operators know what variables exist at different stages in the process and how to make appropriate adjustments in real time. Trained maintenance personnel are well acquainted with the plant equipment, and maintenance planners can schedule work and maintain a spare parts inventory to minimize downtime. Additionally, new operations that train their workforce just prior to plant commissioning can utilize their operators in the commissioning process. Having been trained and gained field experience through plant commissioning, operators are ready to hit the ground running once feed is introduced. A faster ramp-up means more earnings, more quickly. The cost of developing a proper training program is a small percentage of the overall engineering, procurement, and construction budget but it constitutes a large percentage of the gains realized from a successful start-up and ramp-up to full production. Performance Associates International (PAI) has designed and presented custom training programs for operators and maintenance personnel in metallurgical plants around the world for over 35 years. We are proud to have been part of the successful start-ups at Lundin Mining’s Eagle Mine, Vale’s Voisey’s Bay project, and Torex Gold’s El Limon-Guajes project. Click Download to view the actual vs. projected start-up results from these three metallurgical plants that made use of PAI’s custom-built training programs and on-site training.
Mining, Process Plant, Maintenance & Safety Training
PERFORMANCE ASSOCIATES INTERNATIONAL
Excellence in Mining, Process Plant, Maintenance, and Safety Training  Performance Associates International, Inc. (PAI) is the world leader in online and on-site training for the mining industry. We provide organizations with a single source for assessments, skills training, continuing education, safety training and compliance mandates, and more. Our first-class content guides your staff to gain the critical knowledge they need to work safely and efficiently today.  Our proven, leading-edge industrial training programs improve performance in existing operations and ensure success during the start-up of new operations. Our training programs have saved companies millions in personnel accident prevention, production loss, and equipment damage. We partner with our customers and consult collaboratively to provide the analysis and content development to meet your needs.  Services PAI Offers  Plant Operator Training Our three-tier concept for effective plant operator training starts with fundamental knowledge and progresses to plant-specific concepts that are reinforced through detailed animations and interactive simulations.  Maintenance Training We custom build state-of-the-art maintenance training programs using exploded graphics, explanatory text, detailed procedures, and management systems.  Mobile Equipment Operator Training Our first-class training program focuses on operator controls and indicators, safety, and performance optimization. It also includes operating, emergency, and troubleshooting procedures. Commissioning and Start-Up We can identify, track, and control the thousands of activities that must occur for the successful commissioning and start-up of a process plant. There is no shortcut to a successful start-up. Testing and Tracking Systems We can help manage and track the performance of employees to improve the overall performance of the mine and plant industrial training programs. Our testing and tracking systems provide invaluable assistance in safety and operational compliance.  Introductory and Safety Training Off-the-shelf introductory and safety training packages are an excellent source for mine and plant industrial training courses. They provide fundamental knowledge and basic training concepts. Now offering online courses! E-Learning, Animations, and Simulations Our interactive e-learning keeps trainees focused and engaged. Our experienced in-house multimedia team develops state-of-the-art graphics, virtual and mixed reality training, stunning 3D animations, and technically engineered simulations of real-world scenarios. Other Services We also provide many services relevant to planning, analyzing, and evaluating process plants, including: ·         Operations readiness plan. ·         Planning studies. ·         Quality management. ·         Systems implementation. ·         Statistical process control. ·         Reliability-based asset management. ·         Productive capacity studies. ·         Surveys and needs analyses. ·         Economic life analysis. ·         Process control strategies and methods. ·         Debottlenecking and process optimization. ·         Spare parts inventory and analysis. ·         Feasibility studies. ·         Consulting assistance. Consulting * Gap Analysis * Content Development * LMS * On-Site * Train-the-Trainer * E-Learning * Process Plant Optimization * Training * Safety * Mine Training * Plant Operator Training * Maintenance * Mobile Equipment * Competencies * Commissioning  
Top 3 Issues That a Top-Notch Mobile Sales Solution Will Address
Command Alkon
Spend More Time in the Field Generating Business Mobile technology that allows real-time information to be collected and shared is changing the face of the construction industry. This technology is being used to track daily activities and critical information, and streamline collaboration between teams in the field and at the office. What's shaking up sales processes in the technology world? Mobile sales solutions. Many sales people love their current manual or isolated quoting processes because they’re easy and have very few constraints. However, the rest of the organization often suffers from the headaches resulting from the lack of visibility or audit trails inherent to these processes, which ultimately negatively impacts your organization’s operational stability and growth plans. If this sounds like your organization, it may be time to investigate automated solutions that are designed specifically for the Heavy Building Materials industry that can empower accurate sales forecasting and minimize quoting inaccuracies. What Can A Mobile Sales Solution Do for My Business? Three problems that a mobile sales solutions address includes: 1) Generating timely and accurate quotes: Roughly 25% of Heavy Building Materials production volume is quoted and shipped within 24 hours. Without real-time information, there is room for unintended errors to easily creep into the process; such as outdated pricing and unauthorized discounts. According to well-regarded research firms, these rebills can cost companies up to 5% of the original transaction value. Progressive Ready-Mix Producers and Bulk Material Suppliers are using mobile sales solutions to more effectively perform quoting, monitoring, and forecasting through an investment that can easily pay for itself by eliminating just a handful of credit and rebill situations. 2) Maintaining realistic pipeline estimates and forecasts: Recent research by the Aberdeen Group shows that only around 55% of companies that do not implement a best-in-class forecasting process achieve their sales quotas, compared to 97% of companies that choose to implement advanced forecasting approaches achieving theirs. With a sales solution in place that provides real-time visibility into both an accurate backlog and an accurate sales forecast, you are empowered to make decisions and adjustments that steer your organization in the right direction on a daily basis (even a hourly basis, if needed) instead of relying on a monthly snapshot of quickly outdated information.  3) Missing opportunities due to lack of visibility in the field: How often does your company miss opportunities simply because a bid date is missed?  Does each sales team member have their own approach to selling, quoting, and closing opportunities?  Is pricing consistency a problem you deal with? With a mobile sales solution designed specifically for the industry in place you can gain the visibility you need to monitor and enforce sales activities and ensure a consistent and professional buying experience to your market. MOBILEsales is Command Alkon’s mobile sales solution for the Heavy Building Materials industry. This tool helps you standardize your sales approach across your team and eliminate issues that arise from inaccuracies and inefficiencies.
Is Your Jobsite a Wasteland? Check Out These 3.5 Ways to Reduce Waste and Costs
Command Alkon
No, I’m not talking about piles of leftover debris or even the kind of “trashy” look that’s common on construction sites. While neatness is nice, especially on a highly visible site, the waste I’m referring to is all those insidious, sometimes hidden, wastes that may not look messy but can make a real mess of budget forecasts and construction schedules.Jobsite waste – and the losses it creates – is a serious problem throughout the HBM industry. In fact, according to a 2016 McKinsey study, “Large projects across asset classes typically take 20 percent longer to finish than scheduled and are up to 80 percent over budget.”Most budget overruns are not the result of leftovers or throwaways. Most are a result of squandering 1) time, 2) motion, and/or 3) accuracy. Eliminating waste is an ongoing challenge, but these best practices can help you recognize – and correct – this resource-draining scourge:1) TIME. Wasting time is probably the most common and costly jobsite activity, especially since it’s virtually always unintentional and unobtrusive. What’s the best way to spot it? Recognize that all wait time is wasted time. Any person, place or thing that sits idle or is not ready when needed is generating waste.When workers wait on instructions or tools or equipment or approval or inspection, their time is being wasted. When tools, parts or equipment are unavailable or inoperable, time is being wasted. When one process or procedure is stalled waiting for another to be completed, valuable time is being wasted.Wasted time typically results from inadequate planning, communication or resource allocation, so invest in these time-saving, preventive measures instead:·         Begin with informed planning that includes all pertinent people. Early integration and transparent information sharing improve efficiency at every operational stage.·         Forecast construction schedules, budgets and requirements so that you can realistically anticipate tools, materials and labor.·         Create and communicate contingency plans so that the entire crew stays up to date and in sync.·         Use technology to communicate.  Radios, mobile phones, tablets and other digital tools speed communication and improve clarity.2) MOTION. Going back to the truck to grab another tool, hunting down a colleague for collaboration, moving critical materials or machinery from its current location to where it’s needed, dispatching and transporting workers, even unloading deliveries and distributing parts are all costly operations that reduce productivity. Any unnecessary or unplanned movement of people, equipment, tools or materials wastes valuable time and energy.To minimize wasted motion, use efficient workplace procedures and productivity-enhancing devices:·         Plan ahead to place and prepare critical equipment for use at the point of operation.·         Corral required tools, parts, kits and equipment in well-stocked, well-organized, well-maintained work carts. ·         Equip workers with tool belts, trays, bins and pouches for easy accessibility.·         Use rail-lock aerial accessories (tool bins, pipe racks, cradles, panel carriers, etc.) when working on scissor lifts, boom lifts or other platforms for safe, secure, fast access.·         Use communications technology to locate misplaced or misappropriated resources. ·         Designate a worker to make deliveries and tools runs as needed.3) ACCURACY. Precision in quality control, inventory management, and maintenance and replacement programs is vital for preventing wasted materials and labor. Symptoms of sloppy jobsite practices include tasks that can’t be done due to damaged, defective or missing materials; rework due to poor quality or specification mismatches; “shrink” due to lost or stolen tools or inventory; breakage due to careless handling or improper use; and mistakes in ordering, stocking, storing, handling and accounting for materials.Verifying resources and quality takes attention and vigilance. These common-sense practices can bring valuable order and discipline to your jobsite: ·         Make sure all workers have a clear project understanding, including the latest drawings, specifications and contingency plans.·         Lock up tools and equipment at days’ end and when not in use.·         Remove and replace damaged tools or materials immediately.·         Designate a specific person to order, inspect, label and monitor materials, especially near job’s end, to avoid leftover inventory.Are time and resources going to waste on your jobsite? Command Alkon helps make fast work of unnecessary jobsite losses. To reduce the costs, risks, and waste that result from out-of-stock and over-stock situations, inefficient hauling practices, and lack of transparency, the HBM industry relies on Command Alkon’s supplyCONNECT to manage daily replenishment plans. By promoting collaboration among supply chain trading partners, supplyCONNECT saves money and time – ensuring that the right amount of inventory is delivered to the right place at the right time. 
Is Your Jobsite a Wasteland? Check Out These 3.5 Ways to Reduce Waste and Costs
Command Alkon
                  No, I’m not talking about piles of leftover debris or even the kind of “trashy” look that’s common on construction sites. While neatness is nice, especially on a highly visible site, the waste I’m referring to is all those insidious, sometimes hidden, wastes that may not look messy but can make a real mess of budget forecasts and construction schedules.Jobsite waste – and the losses it creates – is a serious problem throughout the HBM industry. In fact, according to a 2016 McKinsey study, “Large projects across asset classes typically take 20 percent longer to finish than scheduled and are up to 80 percent over budget.”Most budget overruns are not the result of leftovers or throwaways. Most are a result of squandering 1) time, 2) motion, and/or 3) accuracy. Eliminating waste is an ongoing challenge, but these best practices can help you recognize – and correct – this resource-draining scourge:1) TIME. Wasting time is probably the most common and costly jobsite activity, especially since it’s virtually always unintentional and unobtrusive. What’s the best way to spot it? Recognize that all wait time is wasted time. Any person, place or thing that sits idle or is not ready when needed is generating waste.When workers wait on instructions or tools or equipment or approval or inspection, their time is being wasted. When tools, parts or equipment are unavailable or inoperable, time is being wasted. When one process or procedure is stalled waiting for another to be completed, valuable time is being wasted.Wasted time typically results from inadequate planning, communication or resource allocation, so invest in these timesaving preventive measures instead:1) TIME. Wasting time is probably the most common and costly jobsite activity, especially since it’s virtually always unintentional and unobtrusive. What’s the best way to spot it? Recognize that all wait time is wasted time. Any person, place or thing that sits idle or is not ready when needed is generating waste.When workers wait on instructions or tools or equipment or approval or inspection, their time is being wasted. When tools, parts or equipment are unavailable or inoperable, time is being wasted. When one process or procedure is stalled waiting for another to be completed, valuable time is being wasted.Wasted time typically results from inadequate planning, communication or resource allocation, so invest in these timesaving preventive measures instead:Begin with informed planning that includes all pertinent people. Early integration and transparent information sharing improve efficiency at every operational stage.Forecast construction schedules, budgets and requirements so that you can realistically anticipate tools, materials and labor.Create and communicate contingency plans so that the entire crew stays up to date and in sync.Use technology to communicate.  Radios, mobile phones, tablets and other digital tools speed communication and improve clarity. 2) MOTION. Going back to the truck to grab another tool, hunting down a colleague for collaboration, moving critical materials or machinery from its current location to where it’s needed, dispatching and transporting workers, even unloading deliveries and distributing parts are all costly operations that reduce productivity. Any unnecessary or unplanned movement of people, equipment, tools or materials wastes valuable time and energy.To minimize wasted motion, use efficient workplace procedures and productivity-enhancing devices:Plan ahead to place and prepare critical equipment for use at the point of operation.Corral required tools, parts, kits and equipment in well-stocked, well-organized, well-maintained work carts.Equip workers with tool belts, trays, bins and pouches for easy accessibility.Use rail-lock aerial accessories (tool bins, pipe racks, cradles, panel carriers, etc.) when working on scissor lifts, boom lifts or other platforms for safe, secure, fast access.Use communications technology to locate misplaced or misappropriated resources.Designate a worker to make deliveries and tools runs as needed.3) ACCURACY. Precision in quality control, inventory management, and maintenance and replacement programs is vital for preventing wasted materials and labor. Symptoms of sloppy jobsite practices include tasks that can’t be done due to damaged, defective or missing materials; rework due to poor quality or specification mismatches; “shrink” due to lost or stolen tools or inventory; breakage due to careless handling or improper use; and mistakes in ordering, stocking, storing, handling and accounting for materials.Verifying resources and quality takes attention and vigilance. These common-sense practices can bring valuable order and discipline to your jobsite:Make sure all workers have a clear project understanding, including the latest drawings, specifications and contingency plans.Lock up tools and equipment at days’ end and when not in use.Remove and replace damaged tools or materials immediately.Designate a specific person to order, inspect, label and monitor materials, especially near job’s end, to avoid leftover inventory.Are time and resources going to waste on your bsite? Command Alkon helps make fast work of unnecessary jobsite losses.To reduce the costs, risks, and waste that result from out-of-stock and over-stock situations, inefficient hauling practices, and lack of transparency, the HBM industry relies on Command Alkon’s supplyCONNECT to manage daily replenishment plans. By promoting collaboration among supply chain trading partners, supplyCONNECT saves money and time – ensuring that the right amount of inventory is delivered to the right place at the right time.
New plant, automation system double operation’s production capacity
Stedman Machine Company
New plant, automation system double operation’s production capacity By Loretta Sorensen| November 10, 2017 Four generations of the Duff family have overseen quarry operations for the past 67 years at Duff Quarry Inc. in Huntsville, Ohio. Among the reasons for their long-term success is a focus on high-quality, economic throughput. “That’s one of our focal points,” says Ross Duff, vice president. “For the past 10 years, automation has allowed us to maximize safety, improve ease of maintenance and have direct oversight of material quality.” Photo courtesy of Duff Quarry Duff Quarry was bare farm ground when the late C.E. Duff purchased it in 1950. Its abundant limestone deposit runs about 400 ft. deep and covers around 400 acres. Today, with three locations, Duff Quarry includes Ohio Ready Mix and Mr. Concrete Builders Supply, employing more than 60 people in Huntsville, Russells Point and Bellefontaine. Customers come from within a 25-mile radius of Huntsville. New era The Huntsville quarry contains bluish-gray dolomitic limestone, which is ideal for construction materials like concrete and asphalt production, the company says. Upper layers of the quarry’s limestone deposit have a high magnesium content, giving the stone a reddish hue. Lower limestone layers, in laminated sheets, are dark gray. The quarry’s limestone is crushed and used in a number of construction projects, including private and business drives in the area. Duff Quarry customers also purchase a variety of crushed limestone products, riprap, concrete sand, mason sand and gravel. In 2005, when Duff Quarry was responding to increased product demand, it purchased a new limestone crushing plant from Stedman Machine Co. At the time, Duff was updating the plant it had used since 1956, seeking equipment that would offer flexibility with product size. The Duff family first learned about Stedman around 1956, when it purchased a Stedman 48-in. four-row cage mill to process agricultural lime at its old quarry. In 1994, Duff purchased a Stedman Mega-Slam crusher for a different location because the company believed it was a superior crusher with its portable plant. Over two and a half years, a Stedman affiliate, Innovative Processing Solutions, designed and fabricated the new automated system, which utilized Stedman’s 5460 Mega-Slam and 6460 Grand-Slam size reduction impact crushers. Innovative Processing Solutions specializes in custom solutions for bulk material handling systems, using equipment from Stedman and other manufacturers to create a variety of systems. The extended system design timeframe gave the Duff family the opportunity to develop a system that can serve them for many years. “We bought the plant in 2005, installed it ourselves and completed construction in 2007,” Ross says. “It was more than 95 truckloads of steel. Apex Engineering set up our automation. The plant uses twin Stedman impact crushers, a Deister grizzly feeder, scalping screen and twin finish screens.” Twelve employees kept the old plant running while the new plant was designed and installed. Prior to installing the new system, the quarry’s annual processing average was about 600,000 tons of limestone. With the new system, production averages 1.5 million tpy when running at full capacity. Customized crushing From left: Plant Operator Jason Beecraft, Mine Foreman Bill Page, President J David Duff and Vice President Ross Duff. Photos courtesy of Duff Quarry The quarry’s automated system includes a fiber linked A. B. Rockwell PLC system run by redundant Windows-based computer control rooms. Quarry operators manage the automation by utilizing an application that runs through two iPads. The system is set up so only one iPad can make system changes at any one time. The plant operator can access the automation system from anywhere on the mine site. “When we designed our plant, we wanted to avoid having our plant operator watch quarry activities from a remote control room,” Ross says. “Using the iPad allows the plant operator to have direct oversight of material quality and make immediate changes as necessary. “It also eliminated the need to contact the person in the main control center,” Ross continues. “A delayed response is not always the safest way to operate. If the plant operator is right there they can stop or start the plant and inspect any equipment to identify maintenance needs.” The iPad used to control the system uses a WiFi signal generated by a router installed in the quarry. Signal strength can vary but is always strong enough to make iPad use viable, Ross says. “You could even control our plant from an iPhone,” he adds. “Because of the phone’s screen size, that isn’t realistic. But in an emergency I could shut the plant down with my phone.” Initial concerns about dust affecting iPad operation were allayed because the iPad has no vent holes or keyboards that could collect dust from the quarry. “No proprietary software is loaded on the iPad,” Ross says. “It’s basically a touchscreen remote for the main control computer that runs Windows.” Although Duff Quarry’s automated system can be connected to the Internet for updates and other resources, it’s only connected for short periods of time to address a specific need. “Our primary network is an intranet,” Ross says. “We avoid Internet connections as much as possible to reduce hacking potential. Programmers can access our system remotely to adjust it, but we’re very cautious with that.” Precise products Stedman’s Mega-Slam is a primary impact horizontal shaft impactor that effectively handles large feed sizes. The machine is built to handle thousands of materials, ores and chemicals in wet and dry applications. Mega-Slam’s design offers safe and easy access for breaker bar replacement and access to all other areas of the crushing chamber, according to the company. The machine’s front opening feature eliminates the need for a crane. The Grand-Slam secondary impact crusher, meanwhile, is built to handle the same type of materials as the Mega-Slam. Through design simplicity, employees have safe and easy access to breaker bars and all other crushing chamber areas. The twin impact crushers give Duff Quarry the cube-shaped rock that provides greater psi strength when used in concrete mixes, which represents a significant portion of their business. Integrated with an automated variable frequency system, the grizzly feeder provides the variable speeds that allow for maximum throughput without overloading the crushing plant. “Our plant has amperage and motion sensors on every conveyor,” Ross says. “Belt scales directly control throughput on the feeder so production runs at maximum speed without overloading belts. We also use tramp metal detection and pneumatically controlled discharge gates to dump material. In the event that metal makes its way into the plant, our automation system empties all belts to protect the crushers.” Quarry-wide benefits Photo courtesy of Duff Quarry The dolomitic limestone at Duff Quarry is desirable for construction materials like asphalt and concrete. With its automated system, Duff Quarry can also manage electricity meter spikes because the system will automatically cut feed rate if production exceeds 840 tons for more than five seconds. Each crushing plant conveyor is equipped with terminal strips wired to communicate production information to one main processor, allowing one staff member to monitor conveyor performance. All feeders and conveyor operations data are also recorded for use in evaluating the system’s overall performance. The new plant system allows Duff Quarry to crush rock in a variety of weather conditions, including heavy rain. Pumps and drain lines under the plant ensure that flooding cannot occur. The Duff family expected to reduce maintenance issues by at least 50 percent with the new plant because automated data management provides evidence of equipment issues well ahead of a breakdown. Since the plant can now be operated with just two staff members, the company no longer shuts production down for lunch hours. Adjusting product size takes just minutes, and the same conveyor can be used to handle different product sizes. Doubling output Overall, Duff Quarry more than doubled production capacity with its automated system and new plant. “We also have brilliant staff operating the plant,” Ross says. “Bill Page, a foreman here for more than 40 years, is a great example of that.” Over the years, Page tried different methods to prevent screen media clogging. He never found an effective product or method, so Page developed his own: the Blinding Buster. “We wanted to ensure our material quality on the finish end was automated, too,” Ross says. “Bill patented an invention to eliminate screen blinding. Every screen media, by nature, will blind, given the right conditions. The Blinding Buster continuously sweeps blinding off finish screens while we’re in production.” The Blinding Buster consists of two major components: the control assembly and motor assembly. The control assembly wires are designed to connect to the normally open auxiliary contact of a screen’s magnetic starter. The screen can be set up to start manually if the motor start isn’t available. The motor assembly includes a standard 20-ft., 3/8-in. chain that can be cut to any length or extended to accommodate all screen sizes. Installing the Blinding Buster takes a 2-in. black steel pipe mounted level approximately 6 in. above the screen opening. The pipe has to be affixed so it doesn’t vibrate with the screen. “The Blinding Buster allows us to screen in subpar conditions when we normally wouldn’t be able to,” Ross says. “We are also able to dry screen finish products without washing. We’re so happy with this product that we’ve made it available to other quarry producers.” Loretta Sorensen is a freelance writer in Yankton, South Dakota. She produces material on a variety of topics, serves as a ghostwriter and has authored her own books.