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By Bien Ferrer

In most smelting operations, there is a strong incentive to improve safety, reduce downtime and extend the campaigns of furnaces and related equipment. An asset management strategy that is based on information, rather than simple throughput metrics and intuition, can be developed to improve uptime and unlock value currently unrealized at existing smelters. Advances in digital technology, including data analysis, modelling and monitoring for hot pyro-metallurgical vessels, make it possible to assess the current condition of an asset, as well as to make more informed projections about its future condition, using on-line and historical data. This would allow practices around asset management to be more proactive and less reactive, with the end-result of optimized uptime. ‘Digital Asset Management’ describes a concept in which digital technology is used to support an asset management strategy and accelerate decision-making by providing information on what, why and how an asset should be designed, operated or maintained. With the overall goals of effective resource utilization, optimized operations, capital efficiency and social acceptance, Smelter 4.0 is a program of holistic improvement and is underpinned by the effective use of data to drive decisions. This paper focuses on Asset Reliability, which is one of the improvement pillars of Smelter 4.0, and introduces a methodology that is aimed at closing the gap between recorded data and evidence-based decision-making through Digital Asset Management.

By C Hawtin, B Miller, D Ashton

Ernest Henry mine (EHM) is an Iron oxide copper-gold sublevel cave mine located 30 minutes north of Cloncurry in North-West Queensland. The underground mine lies beneath open pit excavations, which were in operation from 1999 to 2011. Fault structures carry large quantities of water from the cover sequence aquifer into the underground mine area. The open cut excavations exacerbates vulnerability of the underground mine to the high intensity wet season storms of northern Queensland. These factors combine to make hydrogeological issues high priority for mine operation. Water-related risks include the cost of removing water from the mine, flooding risk and mud rush potential.Turnover of key technical staff in late 2015 at EHM resulted in the mine being left in an untenable position of losing the primary source of technical knowledge. Due to encouragement of cross-disciplinary activity coupled with workload and resource sharing, the management team were confident in utilising on-site personnel to offset loss of experienced personnel.Remaining geology personnel took additional responsibility for hydrogeological monitoring equipment and planning of upcoming work. Consultant input was limited to review only and an emphasis was placed on knowledge transfer to the geology team. Using this strategy, a 13 hole dewatering program was successfully implemented, achieving a significant water level drop in areas of elevated hydrological risk, whilst also upgrading the hydrological monitoring sensor array.Through a development program centred on cross-disciplinary exposure, the technical team was able to retain key technical knowledge despite staff turnover and produce strong results outside traditional training and roles. This paper serves as a case study on the methods, strengths and drawbacks of putting a focus on cross-disciplinary exposure as a method to combat staff turnover.CITATION:Ashton, D, Miller, B and Hawtin, C, 2017. Go with the flow – managing hydrogeological staff turnover at Ernest Henry mine, in Proceedings Tenth International Mining Geology Conference 2017, pp 129–136 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 20, 2017

By Bruce D. Sartwell

A program was written which utilizes a remote teletype input to a time- sharing computer to plot charged particle or X-ray energy spectra which are stored in the memory of multichannel analyzers. The program, written in FORTRAN V, accepts the data printed out by the pulse height analyzer on paper tape and then, after reading these data tapes into the computer, plots on the teletype the desired energy spectra on a scale automatically adjusted for the maximum number occurring in the data. The program is flexible enough so that the researcher can subsequently expand or contract the vertical (intensity) or horizontal (energy) scales. With a slight modification, the program will accept data printouts from scalers or analog to digital converters. The program also includes a feature for integrating the energy peaks obtained by pulse height analysis.

Jan 1, 1970

By Tapani Järvinen

Non-ferrous metals and metals in general are considered as being non-renewable natural resources. Metals are needed because of their excellent and irreplaceable properties. The consumption of metals, with the exception of carbon steel, is steadily growing by 1-3 % annually, and that of stainless steel as much as 3-6 %. This is a general trend, which is periodically disturbed by cyclical variations. In recent years so-called "New Economy" has become prominent in the public media and the market value of the traditional industry has been well below its real value and importance. Nevertheless, the modem society requires metals today and also in the future, and the companies using the most modem technology in a responsible way and innovative solutions not only in technology, but also in everything they do will survive. This paper describes the role of Europe as a producer of primary base metals and as a supplier of technologies in the base metals industry. It concentrates on the development and commercialization of technologies and project implementation in the metallurgical industry. As one example of a European approach to these matters the paper presents Outokumpu' s response to the future challenges in the base metals industry. Outokumpu Oyj is one of the leading metals and technology companies in the world of stainless steel, copper, zinc, and sales of technology in metals and minerals businesses. Outokumpu applies its knowledge of metals and processing to generate value for its customers and shareholder. Everything we do, we do in an economically, environmentally and socially responsible way.

Jan 1, 2003

By R. E. Anderson

Canada encompasses an area of approximately 9,976,000 kilometres. It is comparable in size to the United States, but because of climatic conditions and limited transportation facilities, much of the area is unsuitable for agricultural or industrial development. We have a population of 22,000,000 - most of whom reside within a hundred mile belt paralleling the Canadian-U.S. border. Our principal cities in order of size are Montreal, Toronto, Vancouver, and Winnipeg. We have a total of 10 provinces, each of which elects its own - government. The Yukon Territory and Northwest Territories covering the northern half of the country, are administered by federal government agencies. The mining industry employs approximately 9% of the labour force and accounts for more than 40% of all tonnage shipped on Canadian railroads and inland waterways. In 1974 it produced $4,800 million in mineral wealth. Canada ranks first in world production of asbestos, nickel, zinc, and silver and has significant production of copper, iron, molybdenum, lead and other mineral commodities. During the past decade Canada, like many other western countries, has undergone dramatic economic and social change. This trend is continuing, and its effect on the Canadian mining industry has produced conflicting results. From the industry's point of view, some of the more negative aspects include a steadily increasing involvement by government at municipal, provincial and federal levels through the imposition of Stricter controls, regulations and taxation policies, a rising tide of nationalism, which advocates public ownership of all natural resources, the spectre of inflation (currently increasing at the rate of 8% per year) and unsettled labour conditions.

Jan 1, 1976

By J. C. Bayles

Jan 1, 1886

By William R. Barton

It is generally conceded as axiomatic that the aggregate producer and the average urban resident have mutually incompatible goals. The producer wants to be near his mass market and the average resident wants him as far away as possible. The traditional economic decision to mine local material to avoid transportation costs is increasingly challenged by zoning and planning bodies and by citizens' groups. This conflict generated much written and spoken word and offered opportunity for great flights of rhetoric. The pressure on the producer also has forced re¬appraisal of the need for the classic confrontation with indications that much of the conflict is more apparent than substantive. In New England several factors combine to increase complexity of the siting problem. It is a region of high land values and population density. Due to the proximity of metropolitan areas, even rural communities have experienced a prolif¬eration of environmental groups with concomitant enthusiastic regional planning and critical watch over land use. In New England where there is little public understanding of the necessity for, and the realities of, mineral production a sophisticated approach to aggregate production site location is required.

Jan 1, 1975

By P Klaric

Drive stability is critical in block/panel cave mining. The production levels of these mines are required to remain operational for the entire life-of-mine which can be in excess of 30 years. It is therefore necessary to produce high-quality drives to ensure sustainable mine productivity. In order to improve the quality of drives and pillars, this gold mine instigated a project to optimise their development blasting. The initial aim was to reduce the level of overbreak in development mining, which was averaging approximately 18 per cent. The benefits of controlling overbreak not only included an increase in the integrity of the drives but also a decrease in load and haul and ground support costs. Through focusing on the optimal blasting of the perimeter holes, overbreak was reduced to 4.5 per cent. The project’s focus then moved to drill and charge designs for development faces. In optimising these designs, it was anticipated that improvements in the development mining cycle would be achievable.CITATION:Klaric, P, 2015. Improving drive stability through efficient development blasting design and practices, in Proceedings 11th International Symposium on Rock Fragmentation by Blasting, pp 327–332 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 24, 2015

By Sydney H. Ball

It is a peculiar anomaly that while the world uses the term "rich as a gold mine" as the superlative figure of speech descriptive of wealth, the shares of gold mines are not as popular investments in America as certain of them should be. One of the most able of Manhattan's bankers is a director in an investment trust with a portfolio the value of which has gone the way of other such portfolios. Luckily a couple of years ago a few hundred shares of Homestake were purchased, and since then the trust has not only received therefrom satisfactory dividends but has benefitted from a large appreciation in their value. At each directors' meeting, however, the banker in question, Cato-like, suggests the sale of these shares, gold shares being, in his opinion, too speculative to be included in the portfolio of any trust. A short time ago the financial pages of one of our great metropolitan papers featured an article listing the corporations still paying dividends at the 1929 rate. Gold-mining shares were, the article stated, excluded, although in reality every gold mine on the New York Stock Exchange paid higher dividends in 1932 than in 1929. This 'Alice in Wonderland' treatment of the gold-mining shares is admittedly a bit confusing to those of us who believe that the shares of certain gold-mining companies have a rightful place in any well diversified portfolio. It should, however, here be recorded that whereas, fifty years ago, in America, gold-mining shares were considered by the public as instruments of nefarious gambling, now shares of the better gold mines are sought by astute investors. In England for well over a generation their value as sound investments has been widely recognized.

Jan 1, 1933

By A. Taylor, E. Thorn Corthay, J. Farrell, L. A. Westfall, S. Borchardt

Mining and metallurgical industries need to minimize their greenhouse gas (GHG) emissions; Hatch specializes in conducting mining and metallurgical energy management assessments and optimizing productivity. Projects executed have demonstrated that there is a wealth of energy management, waste reduction, and process efficiency improvements that require no or low capital investment. Typical energy cost savings are on the order of 5% to 12%, with similar reductions in GHG emissions. Hatch generates Marginal Abatement Cost Curves to optimize the implementation pathway, maximizing carbon abatement and minimizing cost. The findings of a practical case study from Cameco are presented.

Jan 1, 2010

By B King

Processing expansion options and mining fleet purchases are major cost items that receive due focus in most cost management analyses. If these items are not needed, they can significantly reduce a project’s short-term capital spend and improve profitability and value to shareholders. When conditions change prior to purchasing equipment, the purchase may no longer represent the best decision for the project.This paper outlines a structured approach for making major cost decisions to improve the value of a project, determining which items should be kept and which should be eliminated.CITATION:King, B, 2014. Cost management optimisation, in Proceedings Orebody Modelling and Strategic Mine Planning Symposium 2014 , pp 7–12 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 24, 2014

By T Elms, R Beckman, M Sampson

"In today’s mining industry, the pressure of reducing costs and increasing production while maintaining high safety standards is at the forefront of operational endeavours. A combination of specific mining knowledge and technological advances has helped enable this notion. Fleet management systems have been developed to enable sites to better measure and manage production to improve operational efficiency.The integral part to managing production is having accurate, readily accessible data. This empowers key stakeholders in the management team to drive production reporting, materials tracking and budget forecasting.If a site does not run a fleet management system, manual input is heavily relied upon for production data, which introduces increased risk of human input error. Errors can drive outcomes that don’t achieve increased production at a reduced cost. Alternatively, a fleet management system can have improved accuracy but involves a high monetary investment. Such an investment is not always feasible for smaller mining operations subject to current industry cost pressures.The Emeco Operating System has been developed in alliance with sites such as the Mungari White Foil Operations by satisfying the criteria of a low intensity hardware installation, material tracking data validation processes, remote monitoring, identification of metrics to improve overall operating efficiency and providing the right information to key stakeholders.Citation:Beckman, R, Elms, T and Sampson, M, 2016. Getting Accurate Mine Information to the Right Teams to Drive Production Improvement, in Proceedings Ninth AusIMM Open Pit Operators' Conference 2016, pp 203–211 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 15, 2016

By Rod Heath

The Saskatchewan industry has the advantages of an ore body of a size and consistency unmatched anywhere else in the world, and large, efficient mines with production costs that compare favourably with those in other countries. On the minus side, Saskatchewan is remote from most major markets, and producers face a distribution challenge to reach the offshore markets which is the main focus of this presentation. One of the characteristics of the world potash business is that all of the major sources of production are located in the developed areas of the world, while there is no significant production in any of the highly populated developing countries. The major potash producers are located in Canada and the United States, in West Germany, France, Spain and the U.K., in Russia and East Germany, and in Israel and Jordan. There is currently no significant production in any of the countries in Asia (with the exception of Jordan where a plant is currently in the start-up phase), Africa, Latin America or Oceania, and all of these areas must, therefore, import a11 of their potash requirements from the producing countries.

Jan 1, 1985

By R. O. Pynnonen

This publication is an analysis of reports to the Bureau of Mines of 44 fatal accidents that occurred during the operation of rubber-tired, front-end loaders in the mineral industry. The causes of the accidents, the nature of the work being performed, and recommendations for preventing similar accidents are included.

Jan 1, 1967

By Redhead Robert J.

"In 1991, the Canadian Council of Ministers for the Environment (CCME) charged its Waste Management Task Group with developing a nationally coordinated strategy to measure, monitor, and achieve the objective of decreasing the generation of waste (solid and hazardous) by50% from 1988 levels by the year 2000.With the encouragement of the CCME, which viewed hazardous waste as largely an industry problem, a committee, the “Industry Action Group”, representing eleven industry trade associations with a strong interest and involvement in hazardous waste was recruited.The Municipality of Markham, Ontario was also recruited (Appendix 1)."

Jan 1, 1996

By Tapani Järvinen

Non-ferrous metals and metals in general are considered as being non-renewable natural resources. Metals are needed because of their excellent and irreplaceable properties. The consumption of metals, with the exception of carbon steel, is steadily growing by 1-3 % annually, and that of stainless steel as much as 3-6 %. This is a general trend, which is periodically disturbed by cyclical variations. In recent years so-called "New Economy" has become prominent in the public media and the market value of the traditional industry has been well below its real value and importance. Nevertheless, the modem society requires metals today and also in the future, and the companies using the most modern technology in a responsible way and innovative solutions not only in technology, but also in everything they do will survive. This paper describes the role of Europe as a producer of primary base metals and as a supplier of technologies in the base metals industry. It concentrates on the development and commercialization of technologies and project implementation in the metallurgical industry. As one example ofa European approach to these matters the paper presents Outokumpu's response to the future challenges in the base metals industry. Outokumpu Oyj is one of the leading metals and technology companies in the world of stainless steel, copper, zinc, and sales of technology in metals and minerals businesses. Outokumpu applies its knowledge of metals and processing to generate value for its customers and shareholder. Everything we do, we do in an economically, environmentally and socially responsible way.

Jan 1, 2003

By Raymond Dallaire

The Humphrey's spiral is a static gravity separation device which cannot be adjusted to match short-term variations that occur in the feed. Any disturbance in the feed grade, per cent solids or flow rate affects substantially the recovery and grade of concentrate. Such variations must be minimized in order to maintain the desired rate of production and quality of the product for which the installation has been designed. A study has been performed in which the foregoing assertions were quantified. The feed grade, per cent solids, flow rate and particle size were varied independently. Ore from Carol Lake, Nfld., was used throughout the experiments. This consisted of specular hematite and magnetite in a silica gangue.

Jan 1, 1978

By G. E. McElroy

Economic solutions of problems of mine-ventilation improvement can be found by mathematical analyses of alternative methods of procedure, but, in the case of our older bituminous-coal mines, the airway network is usually so complex that mathematical solutions are too tedious to be practical. Recourse usually is made to extremely costly and uncertain trial-and-error procedures with the existing layout and equipment. The resulting errors often prove costly and sometimes create hazardous conditions. Both the economic and safely aspects of alternative methods of ventilation improvement may be rapidly and cheaply investigation with analogue computers. An electrical analogue computer, designed and built especially for analyzing mine-ventilation-distribution problems, has been placed in service by the Bureau of Mines at its Pittsburgh, Pa., Experiment Station. It is a nonlinear, low-voltage, fluid network analyzer of a type developed by Malcolm S. Mcllroy, professor of electrical engineering at Cornell University. It was designed in close coopera¬tion with Professor Mcllroy and built by the Standard Electric Time Co., Springfield, Mass. It is the seventh unit of this type to be placed in service and the first designed for mine airflow problems. The other six were designed for either water- or gas-distribution analyses. Three are much larger and more expensive units. The largest unit has a capacity of 20 sources, 576 mains, and 180 loads, or regulated-flow paths. The Bureau unit has a capacity of 5 sources, 128 mains, and 48 loads.

Jan 1, 1954

By Norman A. Nadel

Those of us who have directed our efforts toward the construction of tunnels have long maintained that tunnel construction is more closely an art than it is a science. We have spent time underground with hard-bitten, tobacco chewing shift bosses and superintendents who have made seat-of-the-pants decisions at the face which have been based upon their long experience underground coupled with uncanny intuition. The courage and skill of these men in the performance of their art is legendary. Without question, they have constituted the backbone of the tunnel construction industry. But just as John Henry, the steel driving man, despite his stout heart and dedication to his task, was supplanted by the steam drill, I fear that our tunnel stiff, at least as we have known him, will become an endangered if not extinct species. The reason for this is clearly that tunnel construction is slowly but inexorably making the transition from being an art into being a science, and more and more its performance is requiring the services of scientists as opposed to artists. The tunneling art has been undergoing change for many years, and yet until recently the changes have not been basic. We have improved the way we do the same old things. For example, John Henry would be flabbergasted if he saw the rock drills we use today. He would not have engaged in the legendary drilling contest with one of our modern drills, He would have simply conceded defeat.

Jan 1, 1970

By Gordon L. Draeseke

"Before getting into more specific aspects of my talk today I should put in one disclaimer - one week in Mainland China and one day with Premier Kosygin does not make me an expert on Sino-Soviet affairs nor on Canadian-Chinese relations. Perhaps though there is a message in the fact that one meeting took place in relative openness in China and the other was at least partly in a bullet-proof limousine in Canada. I thought it might be interesting and appropriate to explain something of the forest industry to you who are engaged in the mining industry. Our industry, like yours, is based on a natural resource and the basic activity that we engage in is the extraction and conversion of that resource into saleable materials. However, the fundamental difference between our industries is that our resource is on top of the ground - easily visible and easily measurable, whereas yours is under the ground - difficult to find and, having been found, expensive to measure. A second difference is that ours is renewable while yours is extractive, and you must keep finding more to keep up reserves."

Jan 1, 1971