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Knelson concentrators are commonly used to recover fine liberated gold in gold processing plants. The decision to employ a gravity gold circuit consisting of centrifugal devices such as Knelsons is primarily taken on the results of GRG tests, among other considerations. While the GRG test is considered a material characterisation test, which is useful in the design stages, its use in evaluating the performance of an existing unit is questionable. The problem is exacerbated by the fact that it is time consuming and costly. This paper examines the validity of the GRG test for performance evaluation and discusses alternative test work that can be performed to evaluate the performance characteristics of an operating machine. Principles that are useful in selecting optimal operating parameters, such as optimal fluidising water flow rate for a given ore/machine combination, are also discussed and illustrated with laboratory and plant data.

Jan 1, 2007

By C D. Ogg, P B. Pope, K M. Lynch, B K. C

Iron-reducing bacteria are able to couple the oxidation of an electron donor to the reduction of Fe(III) to Fe(II) under anaerobic conditions in the generation of cellular energy. Recent evidence suggests that these bacteria are phylogenetically diverse and widely distributed in nature. Our laboratory has isolated thermophilic, thermotolerant and mesophilic iron-reducing bacteria from numerous petroleum reservoirs with varying conditions, groundwaters of the Great Artesian Basin (GAB), and petroleum-contaminated soils. Some of these isolates have been identified as novel species and from genera such as Deferribacter, Bacillus, Alkaliphilus, Clostridium and Thermoanaerobacter. Further investigations have shown that these bacteria are metabolically diverse, not only capable of reducing different metal species but also able to use a range of organic compounds, including polycyclic aromatic hydrocarbons, for growth. Due to their abundance and metabolic capabilities, it is possible that iron-reducing bacteria may be important in microbially-enhanced oil recovery processes and in the bioremediation of contaminated soils and aquifers, particularly in anaerobic zones.

Jan 1, 2004

As an older member of The AusIMM, I received my 30 year æPearl AwardÆ in June and had my 50th birthday two weeks ago, I am honoured to be here today. I thank those responsible for their confidence in me and in my ability to hopefully hold captive a broad group of individuals who are here as equals, sharing an interest, no a passion in blasting technology and associated works à over the two days you will hear some excellent operational and technical presentations I am sure. But today I will digress; I want to talk about the importance of leadership and how it indeed can be the catalyst for success, improvement and change. There has been much written about leadership, its principals, the charismatic leaders, the doÆs and donÆts and so on à and I for one am not about to give you the Holy Grail; there are many experts with greater wisdom than I on this subject matter. What I do want to do is explore the application of this passion to examples within the world stage and some examples drawn from my experience in mining.

Jan 1, 2007

In simple terms, heap leaching means the removal in solution of valuable elements from a heap of material, and their recovery from that solution. The heap of material can consist of essentially unprocessed ore, sub-ore, low grade gangue and country rock, tailings from other upgrading processes, or artificial materials such as slags or furnace and flue products. The solvents can be solutions of acids (commonly sulphuric acid because of cost) or of other chemicals such as cyanides. Because of cost factors the solutions are aqueous; because of this, leaching operations may be curtailed in cold-climate areas. The guiding principle must surely be `large volume / low cost'. Since solutions are generally easier to manage than gases, there is a strong incentive for replacing roasting of materials by leaching, eg arsenical gold ores. Where sulphides are present in the material to be leached, these may provide the necessary acid, with or without the aid of bacteria, to dissolve and extract the recoverable metals. The mineralogical aspects of the operation relate to the nature of the `ore' and gangue minerals present in the heap, their textural relationships, and their effect on the process itself.

Jan 1, 1994

The Mt Sinivit gold project is located approximately 50km SSW of Rabaul in the Baining Mountains of the Gazelle Peninsula, East New Britain Province. The deposits were discovered in mid- 1983 and form part of a larger 26km long zone of variably aurif- erous quartz veining. There are no surface indications or previ- ous records of any prospecting activity or production from the region. The Mt Sinivit deposits consist of a series of oxide and sulphide reserves and resources contained in the Wild Dog (South- ern, Central and Northern oxide zones; Northern sulphide zone) and Kavursuki veins. The proposed exploitation of the oxide reserves by a series of small-medium sized open pits has been fostered by the PNG Department of Mining & Petroleum (DMP) as part of a government policy to encourage the development of a small-medium sized mining industry in the country. The aim of this paper is to document the steps and procedures involved in obtaining the grant of a Mining Lease emphasising the time and the expenditures required during each step of the approvals process for the Mt Sinivit project.

Jan 1, 1997

This paper provides an expanded definition of industrial minerals that challenges the way we look at exploration, development and the understanding of mineral industry structure and profitability. Included in industrial minerals are bulk commodities such as iron ore and coal alongside the more traditional industrial minerals such as salt, soda ash, silica sand and clay. The profitability of industrial minerals is reviewed from a producerÆs perspective and shown in many instances to be significantly higher than for precious and base metal industries. The key drivers of profitability are examined along with some highly profitable industrial mineral industries such as borate, potash, chromite and natural soda ash. Demand for industrial minerals in Australia and Asia is reviewed, with a focus on supply bottlenecks and the opportunity this represents for investment by Australian companies. The establishment of new price benchmarks is considered and the possibility of new export grades for industrial mineral products. Investment opportunities in industrial mineral projects are outlined, including some exploration concepts in Australia and Asia. Industrial mineral project evaluation methods are discussed and the challenge issued to companies (exploration, production and finance) to become a part of the profitable action in the world of industrial minerals.

Jan 1, 2004

Alaska Native corporations, as representatives of the aboriginal inhabitants of Alaska, control the mineral rights to 18 million hectares of Alaska, approximately 12% of the state. These corporations were established through legislation passed by the United States Congress in 1971 designed to settle the land claims of the Native peoples of Alaska. Twelve corporations, each representative of a specific geographic and cultural region, were established and granted the mineral rights to most Native lands in their respective regions. Since that time the Native corporations have taken an active role in mineral development in the state. Generally through agreements with established mining companies, Native corporations encourage balanced exploration and development of their lands. Substantial mineral potential has been recognized on Native corporation land, which includes holdings in many historic mining districts of Alaska. Several world class deposits have been discovered on Native corporation land, including the Red Dog zinc-lead deposit, which began production in late 1989. The experience of Alaska Native corporations demonstrates that aboriginal peoples can be very positive forces in resource development.Alaska, although remotely located in the Northeast corner of the Pacific Basin, is playing an increasing role as a supplier of natural resources to the region and the world. Most of Alaska's privately held natural resources are owned by the aboriginal inhabitants of the state. These aboriginal inhabitants, now collectively referred to as Alaska Natives, have emerged in the last two decades as having a major international impact in mineral resource exploration, development, and production.

Jan 1, 1990

In the future, Illawarra Coal, the primary metallurgical coal producer in the southern coal fields of New South Wales, will face many unique challenges not found in other coal or minerals production areas. To manage these challenges and determine the best strategy for the business, Illawarra Coal has adopted a systematic strategic planning process, which starts from the broadest possible options analysis and culminates in a ægo-forwardÆ operating case that individual mine sites use as the basis for short-term planning. This paper will discuss two major topics. Firstly an overview of the Illawarra Coal and BHP Billiton strategic planning processes. This will demonstrate the range of variables and inputs that are required for the planning process, and the system which is followed to evaluate different alternatives for the extraction of the resource. Secondly, having discussed the primary external and internal factors that must be accounted for in the planning process, and the main issues affecting the viability and likelihood of each alternative, the paper will discuss the particular challenges that Illawarra Coal will face in the coming decades. These challenges include: market and price uncertainty; managing impact on surface features, infrastructure and environment; community interaction; transport and logistics constraints; unknown mining environments; lack of geological knowledge; limited surface access for new mining domains; changing attitudes to longwall mining in the Illawarra; ageing workforce; and cost and overhead management. The paper intends to discuss how these issues impact the business currently and how they are incorporated into Life of Asset plans and overall corporate strategy for Illawarra Coal.

Jan 1, 2007

By G Mulder, M Adams

Since the introduction of raiseboring 30 years ago there have been many operational and mechanical design improvements in the raiseboring machine, its reamers and associated cutters. These have now made the technology of raiseboring a routine and practical operation within the underground mining world. Over the last decade these advances have been aided by the introduction of robust automation packages which have allowed unattended drilling and reaming, real time performance monitoring and enhancement and the rapid diagnostic investigation of mechanical and electrical abnormalities. The constraint to higher raiseboring performance is now the drill string. However when it comes to a cost-effective solution of applying the high drill string torque and tension necessary for the next step change in performance, designers have æhit the wallÆ. Whilst carbon fiber reinforced plastic composites with abrasive resistant sheaths may offer a solution, the limit of conventional steel, drill string technology has been reached. This limit to advancement is however based on the drill string being in tension and alternative solutions may exist by literally turning the raiseboring paradigm on its head. This paper describes the story of a small Australian company engaged in the design and manufacture of mechanical excavation machines, two Australian raiseboring contractors and three Australian mines going against tradition and pushing down rather than pulling up.

Jan 1, 1998

The great philosopher, Marshall McLuhan, is said to have stated that the use of forecasting as a means of guiding future actions is akin to driving an automobile through observations made in the rear-view mirror! In effect, in forecasting it is assumed that there will be an orderly progression from the past into the future, and that the model will be sufficiently unvarying for use to gauge both the directions and the rates of change. The concepts of forecasting have served man well in disciplines in which the relationship between causes and effects can be clearly demonstrated; such as between rainfall and crop yield, for example. These are of no value, however, when conditions change rapidly and unpredictably, or when there is no model at all. Even worse, under such circumstances our preconceived notions may cause us to make some horrendous errors in judgement. Such are the risks at present in attempting to make an assessment of the educational needs of the minerals industry for the coming century! The model, and the conceptions that we have had of the linkages between cause and effect are in disarray. Minerals markets are chaotic, and there is almost no ability to forecast trends in metal values. Linkages between supply and demand seem tenuous. Internationally, producers are struggling for survival. Mine closures, temporary shutdowns, and reopenings are frequent occurrences. Decision-making under uncertainty is probably one of the most certain things about the world mining industry Today!

Jan 1, 1986

Completion of a project requires two separate money-focused activities, namely economic evaluation of the cash flows underlying the project (before financing) and if the economics look promising, how it can be financed. Economic evaluation might be best led by a person with a technical-operating background, whereas financing might be best led by an accountant. Both should be presented in simple language with easy to understand models. Economic evaluation has a sad and bad history because it evolved from the fringes of accounting. Anyone can become a self-appointed practitioner. Some still take pride in mathematical complexity without realising that they distance themselves from the decision-makers and alienate other team members. Today there is no evaluation modelling consistency across the mining industry and this reflects poorly on our discipline. It is not tolerated amongst our peers in engineering and accounting. In 2009 æbest practiceÆ economic evaluation modelling is well defined. It is:easy to follow;tailored to its purpose;transparent;discipline, rigour and consistency;recording of all source data; and hencequick to audit. Mantra: If you cannot readily understand my model you do not have a problem, I do! The task of the economic model is to make the range of business cases underlying the decision easy to understand. Intellectual power is used to simplify the decision to its key issues and risks and to present the full range of possible business outcomes in readily understood terms. Project team members, management and the board must be able to make their decisions with æeyes wide openÆ. A steering committee should be established to develop a set of standards and practices that could be adopted for economic modelling within the industry. The industry needs to purge itself of the undisciplined economic evaluation modelling that now characterises the discipline.

Jan 1, 2009

Over the past five years, dedicated tertiary mining engineering programs have become financially unsustainable in Australia on the basis of undergraduate enrolments alone. The situation is worse in other minerals related disciplines and extends to the technical minerals education sector. This paper reviews the causes for the current situation. Indicators are presented which suggest that enrolment trends can no longer be attributed only to business cycles in the minerals industry but are also reflective of a fundamental shift in student interest in the sciences and resources based engineering disciplines. Reactive responses to changing trends are diluting and compromising the quality of mining engineering education. It is unlikely that the trends can be reversed or resisted. Tertiary minerals educators need to position themselves so that they can be responsive to on-going change. Two proposals are offered which aim to anchor mining engineering in a long-term sustainable manner. The proposals have a common educational component which is concerned with restructuring how mining engineering programs are presented and providing more flexible access to such programs. However, the two proposals have significantly different commercial components. The commercial component of first proposal is concerned with working within the traditional education framework of universities to endow a critical number of core staff positions. It effectively equates to fund raising. The second proposal is concerned with developing a stand-alone commercial operation around the education and research advantages of the global and multi-disciplinary university system. As a shareholder in this business, a university department would earn dividends that it could then use to support its education initiatives. This proposal provides a performance-based mechanism for supporting university minerals programs and has the potential to be cost-neutral. Both proposals are suited to resource sharing with a select number of international mining schools and to the incorporation of the other tertiary minerals disciplines under threat.

Jan 1, 2000

By H Waterer, L Zheng, T Kalinowski

The Hunter Valley Coal Chain (HVCC) consists of mining companies, rail operators, rail track owners and terminal operators, together forming the worldÆs largest coal exporting facility. In 2008, the throughput of HVCC was about 92 million tonnes, or more than ten per cent of the worldÆs total trade in coal for that year. The coal export operation generates around $15 billion in annual export income for Australia. As demand has increased significantly in recent years, and is expected to increase further in the future, efficient supply chain management is crucial. The Hunter Valley Coal Chain Coordinator Limited (HVCCC) was founded to enable integrated planning and coordination of the interests of all parties, thus improving the efficiency of the system as a whole. One of the many planning challenges faced by the HVCCC is that of annual maintenance planning. Different supply chain elements, such as trains, railway track, terminal equipment and load points, must undergo regular preventive and corrective maintenance, leading to significant reductions in system capacity (up to 15 per cent). However good alignment of the maintenance tasks can reduce their impact, and the HVCCC undertakes an annual process to ensure the impact of maintenance on the supply chain capacity is as small as possible. This is achieved in an iterative negotiation process between HVCCC and individual service providers. In the past, maintenance schedule optimisation was largely manual, which for the more than 1000 tasks involved is quite labour-intensive.In this paper the authors describe an approach developed at the University of Newcastle in partnership with the HVCCC to automate this schedule optimisation process. We will discuss our experience in applying exact (mixed integer programming) and heuristic techniques from mathematics and computer science to address the problem. This work is anticipated to lead to new decision-support tools for the HVCCCÆs capacity planning team.

Sep 26, 2011

The purpose of this paper is to explain the basic structure of how minerals are marketed, whilst highlighting the essential factors that mine management needs to be confident are incorporated into a mineÆs marketing strategy. The traditional mine management approach to marketing has been to defer its scrutiny to the marketing manager and take a largely passive role. It is this paperÆs assertion that mine management needs to become more proactive and provide greater strategic input into the marketing process. Irrespective of what mineral your mine produces, the key marketing principles remain constant and need to be understood and managed to extract the full benefit on behalf of the mining asset. From a mine management perspective, success is ultimately linked to understanding these marketing principles and ensuring that they are effectively addressed by your mineÆs marketing strategy. This paper will unashamedly attempt to simplify marketing by explaining how the basic fundamentals of supply and demand set market direction, the importance of a comprehensive marketing strategy, the importance of customer relationships and how contracts and prices are typically negotiated. This paper will use examples from the metallurgical coal (met coal) industry to highlight these points. The paper will also provide a template for developing the critical mine interaction that needs to exist between the marketing department and management to develop a æwhole of mineÆ approach to marketing. It is this core group that will be strategically responsible for delivering the commitments your mine has made to your customers. For mine management not to be actively involved in this process puts at æriskÆ the hard won production and cost efficiencies achieved at your mine and ignores the opportunity to maximise your current and future revenue streams. And whilst this paper recognises that is arguably unreasonable for mine management to become æmarketing expertsÆ, it also argues that it is unreasonable for a mine management to divorce themselves from the process.

Jan 1, 2006

Timestudy analysis of mining operations at North Broken Hill Limited has been carried out by dissecting operations into small elemental components, and accurately timing these elements. Over a wide range of observations, this has enabled standard time values to be calculated for all underground work.The application of the standard values is in calculating performances as a measure of work output and Performance Controls are kept on approximately two-thirds of underground employees. Through the Controls it has been possible to stimulate supervisory action to improve low performance, and to reduce delays and lost time.The values are used to calculate contract" prices, and anomalies in previous prices have been adjusted on work values and not on arbitrary standards. In out-of-the-ordinary circumstances, the request for a timestudy investigation has been made by both operatives and foremen, and the contract set following the timestudy analysis has been to the satisfaction of both parties.The range of values enables contracts to be applied to work which was previously performed on a day basis, resulting in improved performance.A natural corollary of timestudy is the analysis of methods, and in some cases method improvements have been introduced.It is anticipated that further investigations will be made on methods.INTRODUCTIONIn 1953, a Timestudy analysis of mining operations at North Broken Hill Limited was commenced under the guidance of management consultants. Its aim was, to determine standard time values for specific operations, which would provide management with a measure of productivity beyond the existing measures of tons or feet of advance, and also to determine whether increased output was available under existing operating conditions.

Jan 1, 1956

By M Reisi, H Waterer, M Savelsbergh, F Engineer

The Hunter Valley Coal Chain Coordinator (HVCCC) Limited is the primary planning organisation responsible for the export of coal through the Port of Newcastle, Australia. HVCCC stakeholders include producers (mining companies), rail track owners, above rail operators, and terminal operators. The HVCCC is tasked with coordinating the activities of all the corresponding parts of the coal export supply chain so as to maximise the system efficiency. The HVCCC also has a forward looking planning role: with demand for coal expected to double in the next decade, strategic capacity planning is a core activity for the HVCCC. Optimisation and simulation models are key aids in such activity. They are used to suggest and evaluate infrastructure expansions and operating policy changes. These models require input data in the form of shipping stems, which are arrival streams of ships at the port, together with their cargo types and composition, and date and time of arrival.Although everyone is familiar with the expression ægarbage in equals garbage outÆ, relatively little research is dedicated to the issues surrounding input data generation. In this research we seek to redress this, and have developed a method for generating high quality shipping data. Shipping stems used as input should be realistic, reflecting key characteristics of historical patterns. They should accurately represent future demand scenarios. Yet they should also have controllable parameters that can be used to test what-if scenarios, such as are required by the HVCCC to answer questions about future infrastructure or operational plans.Here we review our process for achieving this, and give a case study analysing the effects of different shipping stems on the performance of the coal chain, as measured by a capacity assessment tool. The latter is an optimisation model that takes shipping stem and infrastructure data as input, and calculates key supply chain performance metrics. The potential benefits of alternative demand management strategies are analysed by measuring the performance of the coal chain given different shipping stems obtained via the stem generatorÆs controllable parameters.

Sep 26, 2011

THE MORWELL BROWN COAL DEPOSITSTHIS deposits of brown coal in the neighbourhood of Morwell, are of tertiary age, and are represented on several horizons, but, owing to lack of evidence, the exact age cannot be fixed definitely. It is chiefly by reference to the basalt flows of the Older Volcanic series that the brown coal beds have been classified as of Pre-Volcanic and of Post-Volcanic age. The Pre-Volcanic brown coals are less widely distributed, and the seams generally are thin, though near Thorpdale a thickness of 40 tt. has been recorded, and from 10 ft. to 12 ft. in the vicinity of Narracan. Both of these localities lie to the south-west of Yallourn, and it has not been proven as yet whether these older coals and accompanying basaltic flows pass under the Morwell beds.The brown coal deposits have accumulated in an area where extensive faulting in early tertiary times has taken place with oscillations of elevation and depression of the land surface. In the vicinity of Yallourn, Paheozoic strata (probably Silurian) are exposed on either bank of the Latrobe River about a mile above the powerhouse weir, where the river flows through steep banks rising a couple of hundred feet on either side. The Silurian strata are highly inclined, and consist mostly of slates and Illudstones. Resting unconformably on the upturned edges of the Silurian is a conglomerate bed of Mesozoic age, above which occur beds clipping to the south-east of felspathic sandstones, with alternating mudstones at times carbonaceous, and containing thin seams of black coal.The brown coal seams and associated lignitic Clays, sands, gravels, etc, rest on the Mesozoic strata (as proved in the vicinity of the power-house and by boring north of the Latrobe River, near the old open cut), but do not appear on the surface of the Mesozoic, where these beds attain an altitude of more than 50 ft. above the present level of the Latrobe River.Half a mile upstream from the power-house a layer of basalt of the Older Volcanic series, almost resting upon the Silurian strata, is...

Jan 1, 1924

By K Gilliland

The past decade has seen the widespread implementation of computerised real-time operational management systems in open pit mines. While these systems have made a significant impact on operational efficiency at a process level, surprisingly little work has gone into integrating these systems with other IT systems, including those used for tactical planning and enterprise resource planning. As a result of this gap in the information hierarchy, the goal of optimising an entire operation, or multiple operations, remains elusive. Implementation of computerised operational management systems in underground mines has been much slower. This is a significant, though often overlooked, reason why the productivity for underground mining is generally so much lower than for open pits. The historical reluctance to implement computerised operational management systems underground can in part be attributed to the underground environment, particularly the difficulty in establishing effective communications. Another factor retarding the implementation of systems underground has been the perception that the nature and scale of underground mining does not lend itself to computerised operational management. This perception can be challenged, not only by a process level examination of the underground mining, but also by a holistic examination of the entire industry. In recent years, the mining industry as a whole has destroyed rather than created wealth and underground mines are major culprits. The degree of value destruct has been more pronounced with underground mines, as the usual problem û low commodity prices û has been exacerbated by the harsh environment, low productivity and a æfog of warÆ no longer generally found in open pits. Faced with these realities, underground mines will have to adopt modern management tools or suffer extinction at the hands of an unsympathetic investment community. All is not gloom and doom, however. Technological advances have largely overcome the difficulties associated with the underground environment. As a result, there is a small, but growing, number of underground mines using computerised operational management systems to directly improve the bottom line. Much greater improvements can be realised if the industry takes advantage of the recent convergence in technology, to integrate process information with tactical and enterprise resource planning systems in order to provide a solid platform for all decision-making. This would result in the æeÆ mine. Given that the underground fraternity is essentially starting with a blank sheet, they have the opportunity to æsteal a marchÆ on open pit mines, who may be constrained by legacy systems. The benefits of the æeÆ mine are presented through a hypothetical case study that examines the shortfalls of the non-æeÆ mine. The paper ends by presenting a future vision for the æeÆ mine.

Jan 1, 2000

By J C. Diaz, C R. Scherpenisse

Blasting represents one of the most relevant unit operations in the process of mineral extraction. The final objective of this operation is that of obtaining an adequate final fragment size distribution such that the combined costs of drilling, blasting, excavation and transport, and crushing/grinding, are minimised, while at the same time producing the minimum possible level of damage to the surrounding rock mass. The strong influence that drilling and blasting has over the subsequent processes involved in the operational cycle makes it imminently desirable to have access to experience and technology which make possible the evaluation and optimisation of this unit operation. The correct use of vibration monitoring techniques offers a number of benefits in terms of their ability to examine any blasting process in detail. In effect, the measurement of particle velocity levels that result from the detonation of each explosive charge offers a means by which it is possible to measure relative efficiency of each charge, interactions (productive and counterproductive) between adjacent charges, and a definitive indication of general performance of any given blast design and its implementation. In this way the monitoring of blast vibrations in rock due to the blast event, can be used as a diagnostic tool, given that the correct interpretation of the vibration traces allows the determination of the level of interaction between the design and operational variables of the blast event. This makes it possible to evaluate, for example, the presence of out of sequence detonations, statistical scatter in the detonation times of pyrotechnic delay detonators, deficient detonation of charges, instantaneous detonation of charges and sympathetic detonation of charges, as well as the general of vibration levels in terms of peak particle velocity, acceleration, and displacement. Another important use of such data is in the construction of a database relating vibration levels to charge weight, hole diameter, and distance, for any given rock type, enables the calibration of predictive vibration models which in turn make it possible to predict the damaging effects of blasting. Knowledge of both the vibration levels induced, combined with quantitative measures of the geomechanical competence of a rock mass make it possible to estimate the probability of producing blast induced damage. The high levels of vibration generated by some blast events may damage the rock mass, producing new fractures or extending and dilating existing fractures. The vibration in this context may be considered as a dynamic stress provoking strain in the rock mass. This paper describes the application of the vibration monitoring technique, particularly in the underground mining environment, and its importance in diagnosis, modelling, control, and optimisation of the development blasting process. The potential of the technique is assessed in the context of achieving substantial techno-economic improvements development blasting results, increasing output whilst minimising the operational costs of the mining process.

Jan 1, 1999