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By R. J. Johnston

"INTRODUCTIONPoint Mines is located about 65 miles east of Hay River on the South Shore of the Great Slave Lake. It is connected to the Northern Alberta Railway System by the Great Slave Lake Division of CN Railways at Roma Junction, Alberta.The operation started in the fall of 1965 with a capacity of 5000 t.p.d. An addition was put into operation late in 1968 to bring the capacity up to 8000 t.p.d. The present milling rate is 11,000 t.p.d.The location of Pine Point Mines is such that long end cold winters are to be expected end temperatures of lower than -200F are encountered from late October to late March, with extended periods of -300F being common in January and February.It was recognized by Cominco engineers during the initial design period that since freezing would be encountered with open pit ore somewhere in the crushing circuit, the problem was to reduce it as much as possible. Other mines, working under similar conditions, found that the fine ore bins feeding the grinding circuit were the main problem area. The decision was reached, therefore, to have heated fine ore bins and to make sure thst the ore was sufficiently warm to prevent freezing.CRUSHING PLANT FLOWSHEETThe crushing plant has a standard open flow circuit (flowsheet). Ore from the stockpile is loaded into R-50 Euclid trucks by Caterpillar 992 Front End Loader with 11 cu. yd. bucket and dumped into a 42 x 65 C.A.C. Superior Crusher driven by a 300 HP motor. The crusher is set at a nominal 5 inches. The ore falls through into a 100-ton surge bin. There are high level and low level nuclear gauges to allow the primary operator to optimize for optimum orientation."

Jan 1, 1972

By Zachary Mayer

Agenda ? Kidd Mine ? Background ? Problem & Opportunity ? Challenges associated to depth - Production Rates - Productive Work Time - Operational Delays - Transfer Levels - Mucking Time - Impact on Hoist ? LHD Automation ? Sandvik AutoMine Lite ? Expected Benefits Kidd Mine - Background ? Located in Northern Ontario, Canada ? Underground base metal mine operating since 1966 ? Total 148 Mt mined (2.31% Cu, 6.08% Zn, 75 gpt Ag) ? 2.35 Mt/Y from stopes as deep as 9500 ft (2.9km) below surface ? Mining method: blasthole open stoping ? Mine/Mill: 1263 employees and contractors ? 2012 National John T. Ryan Safety Award

Aug 1, 2013

By J. B. Scott

"A computerized cost estimating program developed with the use of the Lotus 1-2-3 spreadsheet program has produced dramatic savings in preparing estimates for operating costs, equipment fleet size and manpower requirements for underground mines.The program is used by Dynatec to support its consulting engineering projects, particularly feasibility studies. The 'first principles' approach is used to prepare detailed estimates under direct labour and supplies categories and maintenance costs for each mining operation . User notes have been developed to guide the estimator and ensure appropriate consideration is given to the specifics of the particular mine.A typical case history is illustrated and the ease by which alternatives and sensitivity analyses can be prepared is demonstrated. IntroductionHistorical MethodsMining engineers have used one or a combination of methods to prepare operating cost estimates for new or existing mine s. Operating companies have access to historical cost data and generally use this for preparing estimates. Consulting engineers do not usually have direct access to such information and must rely on mining companies (the present or previous clients); publications (text books, equipment manufacturers manuals, CMJ reference manual, etc.); annual reports (applicable to public companies); previous studies (to be used with caution as conditions change from mine to mine); and first principles (the subject of this paper), for cost information:Definition of First PrinciplesA first principles approach to cost estimating considers individual primary work elements of an operation. Quantities of work items are developed from the mine plans, production rates, geographic and physical layouts etc. The knowledgeable estimator, assisted by experienced operations personnel, can assign appropriate resources (equipment, labour, supplies and services) to each work element and establish productivities. Completion of the cost estimate is then largely arithmetic."

Jan 1, 1988

By Patrick Cloutier

Presentation objectives ? Introduce discrete-event 3D computer simulation as a tool to design, improve and optimize construction projects: ? Describe a real typical construction project planning issue. ? Present an applied use of simulation to solve this issue. ? Detail benefits of using simulation versus traditional planning methods.

Aug 1, 2013

By John Lindsay

"Although diamond mining is a relative newcomer to the Canadian mining industry, with the first diamond mine coming on stream in 1998, Canada is already a significant producer of high quality diamonds. This paper will review diamond production trends and highlight some of the projects currently under development, which have the potential to enhance Canada’s role as a significant diamond producer.Diamond recovery plants generally incorporate well-established mineral processing and recovery techniques, with issues such as product security, cut-off sizes, and diamond preservation becoming important considerations when developing process flowsheets. A diamond processing plant must achieve three key objectives, namely:• Liberation of the diamonds from the host rock;• Separation of the heavy minerals, which include the diamonds, from the host rock;• Recovery of the diamonds from the heavy mineral concentrates.Processing technologies and equipment commonly utilized in diamond processing plants will be reviewed and some of the significant issues associated with each option briefly discussed.Typical process flowsheets will be presented.Finally, an overview of De Beers’ Victor diamond project, located in northern Ontario, will be provided. This potentially significant diamond producer is currently at a pre-feasibility stage of development.DIAMONDS IN CANADAWorld Diamond ProductionCommercial diamond mining commenced in earnest with the discovery of the Kimberley diamondfields in South Africa in the late 1800s, and this resulted in a dramatic increase in the supply of diamonds. As can be seen from figure 1, world diamond production, mainly from South Africa, Angola, Congo, and Namibia, remained relatively constant through the early 1900s until the development of the large Russian kimberlite pipes in the 1950s. Production increased again in the 1960s and 70s with the development of the Botswana mines, but the most significant increase in global production came from the Argyle mine in Australia, which came on stream in 1983 and produced a peak of almost 43 million carats in 1994, representing approximately 40% of the world market. Production from Argyle has since fallen-off as grades have declined and the strip ratio has increased with the deepening of the open pit."

Jan 1, 2003

By S. Dicarlo

"In late 1985, B-zone ore was first processed through the Eldor Mines mill at Rabbit Lake. Extensive modifications had been completed in order to mill this ore. In-plant process development was initiated to tune up the new circuits and concentrated on leaching, solvent extraction, impurity and uranium precipitation and tailing and effluent treatment. This process development effort and the results are described.INTRODUCTIONEldor Mines, a division of Eldorado Resources Limited, operates the Rabbit lake mine-mill complex at Collins Bay on the western shore of Wollaston Lake in northeastern Saskatchewan.The first orebody was discovered in 1968 by Gulf Minerals Canada Limited below a small body of water named Rabbit Lake. Ore from the Rabbit Lake (RL) deposit was first processed through the new mill in June, 1975, with depletion scheduled over the next ten years. Continued exploration in the area led to the discovery of four orebodies in the vicinity of Collins Bay: A-zone (1971), B-zone (1977), D-zone (1978) and Eagle Point (1980). Collins Bay is about ten kilometres from the mill facility.In 1982, Gulf Minerals was acquired by Eldorado Nuclear Ltd., who continued the development effort to bring the B-zone deposit into production. The RL pit was mined out in May, 1984 with stockpiled ore providing mill feed until startup on B-zone ore, which was scheduled for November, 1985."

Jan 1, 1988

? Founded In 1953 ? Mining growth of 83% since 2007 ? We produced over 1 million ounces of Au in 2012 ? We Forecast of 20% Au production in 2013-2015 ? We have paid a dividend 31 years consecutively. Terry Reid ? 1992-93 Electrical Technical, College ? 1994-95 On the job placement College ? 1998 ? Licensed Millwright, ? 2005-12 ? Maintenance Reliability Planner ? 2012- Present Business Process Owner

Aug 1, 2013

By G. Azimi, K. K. Varanasi1, A. T. Paxson, R. Dhiman, H. -M. Kwon

Hydrophobic materials that are robust to harsh environments are needed in a broad range of applications. Although durable materials such as metals and ceramics, which are generally hydrophilic, can be rendered hydrophobic by polymeric modifiers, these materials deteriorate in harsh environments. Here it is shown that a class of ceramics comprising the entire lanthanide oxide series, ranging from ceria to lutecia, is intrinsically hydrophobic. Their hydrophobicity is attributed to their unique electronic structure, which inhibits hydrogen bonding with interfacial water molecules. In addition, this work demonstrates that these ceramics sustain hydrophobicity even after exposure to high-temperature environment (1000 °C for 2 h in air). It is envisioned that this class of robust hydrophobic materials will have far-reaching technological potential in various industrial applications, where water repellency and dropwise condensation are desirable.

Jan 1, 2014

By M. Y. Solar, W. G. Davenport

Most of the recent growth in nickel demand has been for the production of stainless steels and virtually all of it has been satisfied by new ferronickel and nickel pig iron projects. But "good" laterite resources are more and more difficult to find: Ni grades are decreasing while Fe contents are increasing and SiO2/MgO ratios vary from 1 to 3 and even higher if limonites are included. Predicting the smelting behaviour of such ores requires a more fundamental understanding of the thermodynamics of these systems in commercial operations. One valid question is thus whether these furnaces are at thermodynamic equilibrium or not. The present paper investigates this question, compares calculated and measured O2 partial pressures and mechanical/chemical slag loss ratios and concludes that ferronickel furnaces are not at thermodynamic equilibrium. This departure from expectation is actually to the operators’ advantage: the targeted ferronickel grades can be obtained at lower reduction potentials than calculated from pure thermodynamics.

Jan 1, 2014

By Fuzail Siddiqui

"The SIDMIN program aims at filling the mineral processor’s need to know the deportment of ‘minerals of interest’ not just ‘elements of interest’ that pass through the processing plants. Generally, chemistry is used as a tool of routine monitoring on site. Mineralogy, which is relatively much slower, is used more as a tool of research and post mortem investigations and these services are usually provided by a distant facility. The SIDMIN program enables site management to receive chemical and quantitative mineralogical reports on their critical samples daily, simultaneously and affordably.The author developed the SIDMIN program at ZCCM Nchanga Division where it continues to be a powerful tool for monitoring the efficiency of operations. Outlines are given of procedures for quick sample preparation and quantification of significant minerals in process samples. A specimen report is presented, which shows the format of reporting the contributions of individual minerals to metal losses at critical stages of the circuit. It is shown that SIDMIN provides timely information to management, about trends and abrupt changes in the quality of ore, and its processing, in a way never achievable by chemical analyses alone. This greatly helps in resolving the age-old problem of ‘bad ore’ or ‘bad operations’ on a day-by-day basis. For example increase in copper mica in the feed indicates excessive ore dilution during mining. Increased loss of free sulphides was traced to insufficient reagent conditioning time at the Concentrator. Persistent losses of leachable oxides at the Tailings Leach Plant were traced to inadequate leach residence time.SIDMIN is affordable because it can be implemented using basic optical microscopes, minimal quantities of micro-chemical reagents and custom trained site staff who demonstrate good colour perception and an ability to follow laid down procedures consistently."

Jan 1, 2000

By K Belanger, J. Mclachlan, F. Stober, G. Norval, B. Snider, A. Munsch, T. Koehler, E. Piantino, J. Carlos Queiroz

The project to rebuild the smelting furnaces at the Anglo American - Barro Alto ferronickel smelter, located in Goias, Brasil, was initiated in September 2013. To optimize the capital cost, while maximizing furnace integrity and robustness, a design basis giving flexibility to ore composition variation was developed in order to ensure sustained nameplate production. The resulting capital efficient, fasttracked project execution was accomplished through the creation of an integrated project team of Anglo American and Hatch through FEL 3 and FEL 4 phases of the project. The integrated team addressed the project challenges through a cooperative and versatile approach, created by access to knowledge, experience and systems in both Anglo American and Hatch. The team could operate at an optimized speed of execution, as demonstrated in the FEL 3 and FEL 4 completion durations, as well as efficiently mitigating any risks of increasing cost or delaying schedule by utilizing lessons learned and team knowledge from Anglo American on the original green-field project and Platinum smelters and Hatch on similar reference ferronickel furnace rebuilds. Other critical drivers of project cost minimization and revenue loss/generation (considering production revenue of each furnace) are scheduled durations for construction, commissioning and ramp-up. The integrated team commenced construction, commission and ramp-up planning almost one year in advance of the shutdown and this paper will discuss the strategies developed to reduce risks and optimize the construction schedule to mitigate revenue loss and optimize ramp-up time to sustained operation at nameplate capacity.

Jan 1, 2015

By Nick D. Rose

Outline ?Background ?History of inverse-velocity for failure prediction ?Methodolog ?Case Histories ?Three case examples of predicted slopefailure to actual date of occurrence ?One case example of mitigated slope failure using inverse-velocity to forecast failure time and schedule remedial measures ?Conclusions

May 1, 2006

By Roger Payne, John R. Goode, Feng Gao, James Brown

The Eco Ridge deposit is located in the Elliot Lake mining camp in Northern Ontario, Canada. Between 1955 and 1996, the area produced more than 138,000 t (300 million pounds) of U3O8 and very significant amounts of thorium and heavy rare earths. Based on the NI 43-101 Preliminary Economic Assessment by Roscoe Postle Associates (RPA) dated June 2012, and the economic review by RPA as announced in Pele Mountains’ Press release dated September 12, 2013, the Eco Ridge Mine Project would extract and process 46 Mt of material to produce about 19,000 t (42 million pounds) of U3O8 and about 65,000 t of rare earth oxide (REO) over a 14-year life. This paper discusses process optimization studies including beneficiation and hydrometallurgical testwork. The proposed modified flowsheet includes the flotation and processing of 1) a pyrite concentrate, 2) a dominantly light rare earth elements (LREE) concentrate, 3) a concentrate containing most of the balance of the uranium and heavy rare earths (HREE), and 4) a relatively inert tailings.

Jan 1, 2014

By Marc C. Bétournay

A mine production locomotive, the world?s first applied industrial fuelcell vehicle, has been designed and tested in the context of a number of proof-of-concept projects supported by the Fuelcell Propulsion Institute, an international consortium of stakeholders dedicated to facilitate the commercialization of fuelcell vehicles. The locomotive?s simple electric-powered motor and controller system was ideal to study a number of requirements related to fuelcell power application: hydrogen power plant operation, underground hydrogen use, risk and regulatory requirements, production performance versus the conventional battery-powered locomotive version under measured duty cycles and production requirements, power plant design improvements for other fuelcell vehicles, and cost-benefit aspects. This article will focus on the design and testing aspects of this project which has led to successful performance demonstrations of the vehicle under surface and underground conditions at two mines. It will also present information on the creation of a safe, reliable and efficient power plant which fulfilled its design objectives, including longer productivity time for a given vehicle fill-up.

May 1, 2003

By Ian Thomson

The Social License to Operate ? We are operating in an era where social license in the resource industry is as important ? if not more important ? than mineral potential ? Concept proposed by Placer Dome executive Jim Cooney in 1997 as essential requirement for the future survival of the mining industry ? ?You don?t get your social license by going to a government ministry and making an application or simply paying a fee? It requires far more than money to truly become part of the communities in which you operate.? Pierre Lassonde, President of Newmont Mining Corporation (2003). What it is ?Granted by the local community ? Intangible, informal, non-permanent ? Has to be earned and then maintained ? Defined as ? Ongoing Acceptance (a lower level) ? Ongoing Approval (a higher level) ? Expression of the quality of the ?relationship?

Aug 1, 2013

"Generation and removal of fines are considered in the context of the mill and classifier as a single-unit process in which grinding rates and mechanisms, mill residence time distribution, circulating load, and classifier performance all interact to effect the overall grinding circuit productivity. Required process design specifications are identified, and a computer assisted design procedure for application of hydrocyclones in closed circuit grinding is presented. INTRODUCTIONThe purpose of the grinding circuit is to carry out the size reduction necessary to suitably prepare material for the upgrading process(I) The desired product size specification being the d1st1nguishing criterion between the ""fines"" (smaller than desired product size) and the ""coarse"" fraction (larger than desired product size), the capability of the grinding circuit to perform its task effectively depends on the nature of two processes that are taking place;(a) size reduction of the coarse material, and,(b) removal of fines from the system."

Jan 1, 1984

By J. Ran

There are challenges in mining deep tabular ore deposits using the open stoping method, particularly mining remnant panels towards the end of mine life. The remnant panels have experienced stress concentration and are in the failing or post failure state causing drilling and loading difficulties, ground movement, induced seismicity and ground instability problems. As more mines are going deep, without effective ground control management, the mine production will be interrupted and equipment damage and personnel injury are likely to occur. Mining at Falconbridge Lockerby Mine located in the Sudbury Basin was concentrated in the deep zone from late 1990s to 2004. The remnant panels situated approximately from 1800m to 1920m below surface were mined in 2004 before the mine closure. These panels were in the central section of the orebody along strike. The orebody was relatively narrow ranging from 5m to 15m and steep dipping at 70o to 80o. Because of the retreat mining sequence and the mining depth, stress concentration, wall closure and seismicity had caused a number of mining difficulties. Managing these challenges was critical in achieving the mine production target without compromising personnel safety and excavation stability. A comprehensive ground control management approach was adopted to mine the remnant panels at depth. The measures taken included ground movement monitoring, understanding the movement pattern of the footwall rock and selecting appropriate support systems, analyzing seismic monitoring data and defining re-entry protocol, brow support design and restricting access. This paper presents these ground control measures and the experience gained in successfully mining the deep remnant panels at Lockerby Mine.

Apr 1, 2005

By Neil H. Brown

Outline ? Cameco - Cigar Lake ? Cigar Lake Mine Development ? MDS #1 ? MDS #1 Improvements ? MDS #2 ? MDS #2 Improvements Pending ? Acknowledgements Mine Development System ? Mining methods tested and developed over the years ? Construction began officially in 2005 ? Water inflow events in 2006 and 2008 ? Successful dewatering and re-entry in 2010 ? Remediation continues ? Production target is mid-2013

Oct 1, 2010

By Marius Jacobs

"Safety performance in many companies and even industries has stalled in the few years. Accidents rates are at a "plateau" and yet, serious accidents and fatality rates are not. In more dramatic cases, such as in the BP Texas disaster, organizations that have "exemplary" safety statistics, suddenly have a catastrophic or multi-fatality event occurring. Other classic examples are the Piper Alpha disaster and NASA’s Challenger and Columbia disasters and even the Chernobyl nuclear reactor. Looking into the root causes of these accidents provides an insight into the events and deficiencies that led up to the accident, but what are the common features in the organization’s mindset? What characterizes these organizations’ decision-making, their approach to safety and to risk and are there specific cultural features that can be delineated? The research and review presented in this paper covers a period since 1994, which started in the Australian resource industry and since then covered international events. The features of these organizations are summarized as the seven deadly delusions, based on extensiveresearch since 1997 of organizations that suffered unexpected disasters.The Piper Alpha Oil Rig disaster in the North Sea, on the 6 July 1988, was one of the most pivotal events in safety around the world. It changed the thinking and focus of governments, whole industries and led to numerous books and papers. It resulted in new legislation, textbooks and a critical self-examination by the oil and gas industry.In short, an explosion and fire occurred when a pipe started leaking gas and ignited. A temporary flange, with no safety valve, was used to block off this pipe during a maintenance operation the previous shift. The permit to advise operators not to start the pumps on this line was misplaced and lost. Several deficiencies, problems and system failures coincided. A key factor was that the water deluge system was inoperable at the time and failed to extinguish the large fire that erupted, followed by an even larger gas explosion. The accommodation unit, situated on top of the oil rig, was the main "killing field" - most men gathered here to await instructions (which never came) and where they died from smoke inhalation. Later, a large explosion of the gas pipeline from an adjoined rig exploded and killed more people.The line of events and the associated system failures are all very relevant in the analysis of the accident, and provide the only insight into what caused the accident. But much "further back", inside the organization’s culture, lurks more dark matter. The first inclination is to ask what was "deficient" in the culture. Did they not care enough about safety, or about their people? Did they have a culture where production decisions were more important than safety considerations? Did they ‘coerce’ supervisors and employees to ignore safety precautions or did they just "fly by the seat of their pants"?Not surprisingly, it is very difficult to identify the true nature of the culture in that business because in such an aftermath of death and destruction, no one dare say that the safety culture was a ‘positive one, focused and caring’ or that the company was doing well in safety and that this is only a freak accident. Indeed, there were many deficiencies in the organization’s systems and procedures, such as the permit to work system.But there are some niggling questions: How is then that the Piper Alpha Oil Rig was actually considered the company’s most productive and safest oil rig in the North Sea? Why would this rig win a safety competition, 6 months before the disaster, with the deficient permit as its most outstanding successful system?"

Jan 1, 2014

By Erin N. Legault-Seguin

The Lac des Iles Mine (LDI) is located approximately 100 km northwest of Thunder Bay, ON. The mine has been in operation since 1993. The initial mine production was 2,300 mtpd and increased to 15,000 mtpd following a mine expansion project that was completed in 2001. Effective Oct. 29, 2008, LDI was shut-down under care and maintenance due to low metal prices. Prior to shutting down, LDI was the only primary PGM deposit in operation in Canada and of the few found globally. The complex geology and physical properties of the deposit causes several challenges for the concentrator. This paper will discuss the solutions to the main challenges of attaining nameplate tonnage and achieve satisfactory Pd recovery and concentrate grades.

May 1, 2009