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In the current climate, there is a real need to bridge the gap between theory and the real world mining considerations, and develop viable, cost-effective, high performance thickeners. With a greater need to extract profits from both difficult-to-process ores and lower grade orebodies, coupled with the necessity to produce 'greener', less water intensive technologies, suppliers need to take current thickener designs to the next level and into the 21st century. The complexity of 'getting it right' within a thickenerÆs feedwell, the 'nerve centre' of the thickener, is no small task. Delivering dilution water and mixing this water with incoming feed slurry, addition of flocculant, maximising flocculant-slurry interaction to build aggregate size, minimising unabsorbed flocculant percentage, volume average of solids volume fraction, momentum dissipation ratio, dilution recycle ratio, volume average shear, maximum shear rate at exit, aggregate size on exit, uniform discharge profile and more ù all of these need to occur in the right order and in the right proportions within the feedwell. This paper discusses the genesis and evolution of a new feedwell design, the first major innovation in the thickening industry in over 15 years.

Jan 1, 2008

By B Ascott, J Kennedy, A White

At mines with low tonnes per vertical metre, like the Jundee Mine in Western Australia, operated by Newmont Asia Pacific, high development rates across multiple mining areas are critical to achieving the delivery outlined, or promised, in the annual business plan. The challenge is to deliver the short-term requirements while keeping in balance with the long-term strategic direction. Newmont Jundee has developed a system called æMine Planning by QuartersÆ that integrates the planning process with the business process in one end-to-end continuum. Short-, medium- and long-term schedules are reviewed and updated by applying four integrated subprocesses, which capture new information as it becomes available. The four subprocesses are: resource development planning û evaluating mineral resource,reserve development planning û preliminary design for new reserves,mine operating planning û final mine design for reserves, andmine production planning û detailed plans for stoping a proved reserve. Commercial mine planning software is used in these subprocesses to facilitate the flow of information into a central storage æhubÆ for uploading into the rolling business plan. A regular and consistent quarterly review helps to identify and qualify areas of business risk at an early stage, allowing time to plan for contingency and minimise the impact of the risk.

Jan 1, 2008

By Johns D. R

The producers of mineral sands on the East Coast of Australia might be regarded as having a simple task of selling Rutile and Zircon. Such is not the case. Differing quality and grain size requirements plus the dramatic increase in the percentage of mineral sold in a processed form have meant a large increase in the number of different end products handled. The resulting sales control problems are compounded by the need to be able to deliver against a large number of separate contracts which may relate to spot or long term sales in small quantities or in bulk shipments. Methods of helping management control this situation have been devised and incorporated into a suite of computer programs. Experience with the approach has been very satisfactory. The effect of changes to shipping schedules, commitment to new or changed orders, or proposed changes to production can be evaluated as and when necessary with little bother. Confidence in decisions taken is high since the process of data collection has been designed to involve

Jan 1, 1977

German coal mining suffers from rock temperatures up to 600C which are the same as in South Africa at 3000 - 4000 m of depth. Therefore cooling plants have increased in the last decade and today a cooling power of nearly 200 MW is installed in the total Ruhr District. Cooling a mine is a little bit different from cooling a bottle of beer in a refrigerator in the kitchen because the heat taken from the bottle of beer is delivered to the kitchen some centimetres away; in mining the cooling-problem is more difficult: here the bottle of beer corresponds to the airflow at the coal face and the kitchen to the surface, So it is necessary to transport the heat or the "coldness" a long distance. In the address by Ieuan Morris some systems for transporting heat from the coalface to the evaporator of the cooling machine and further from the condenser of the machine to a return airflow were described. The following is a short idea of the way this problem is treated in Germany.

Jan 1, 1983

Access to secure and reliable water resources is fundamental to the minerals industry. In recognition of that requirement, and cognisant of extensive contemporary public water debate and reform initiatives in Australia, the Minerals Council of Australia (MCA) approached the Ministerial Council on Mineral and Petroleum Resources (MCMPR) proposing the establishment of a Joint Working Group to prepare a framework of strategic principles to ensure responsible water management at a site and corporate level, manage risks and identify opportunities. The Framework provides high-level guidance on issues that should be addressed in water decision making across Australia in relation to mining and associated processing operations. It identifies principles and objectives for adoption in four areas, viz: valuing water, strategic water planning, implementation, and engaging stakeholders. Given the high level nature of the Framework, and its national application, it does not seek to replicate detailed guidelines already widely available in each state and territory on operational water management practices and associated regulatory issues at mine sites. The Framework includes a series of case studies from across Australia that demonstrate where strategic thinking, wise water management and close consultation with stakeholders has delivered better water use, more profitable operations and excellent community/stakeholder relationships. The Framework was formally launched on behalf of MCMPR by the Western Australian Minister for Resources at the MCAÆs Sustainable Development Conference in Perth in October 2006. No full paper available for this extended abstract

Jan 1, 2006

Existing production facilities are constantly looking at ways to increase capacity. Many recent solutions have focused on the implementation of capital and infrastructure projects. It is accepted that capital expansions are frequently necessary for production gains; however, in many cases existing assets have the potential to deliver substantially better throughput than they are currently achieving. By focusing on automation of production control systems, production reporting and business processes substantial gains can be achieved utilising existing assets. This potential can be realised quickly and has been proven across several sites and industries. In the Pilbara region of Western Australia throughput gains of between two per cent and 25 per cent (translating to millions of tonnes per annum) have been achieved from existing assets using the methodologies discussed. The improvement process involves evaluating the entire production chain from the time the ore arrives at the plant to the time it is dispatched. A technical evaluation of the performance of the control system and plant automation interfaces to upstream and downstream processes is conducted. The relationship of these processes to the business systems and the human interface to the systems is reviewed to ensure a complete picture of the system is understood. Technical evaluation targets include: individual equipment operation, the engineering level of control systems, feed controls, etc; managing recirculating loads, surge capacities, dynamic inventories as well as management of in-feed systems and integration into yard and out-feed systems; and communication flow between control and other systems, data alignment between rail and shipping schedules, yard systems, sales systems and maintenance systems including such fundamentals as truck dispatch links to plant control. In parallel with the technical evaluation, business system evaluation takes place, including analysis of the operational systems, methods and personnel.

Jan 1, 2007

IT is generally accepted that for transport of coal underground from different collecting stations, the system of endless rope haulage with remote control is not only one of the safest and most economIcal, but is also one of the most'efficlent in dealing with output.When the coal measures lie in regular planes, the work of laying down such a haulage presents no difficulties. When, however, the dip of the measures is Irregular, or dislocated by faulting, the management is faced with the problem of constructing vertical curves of such a radius that the sag of the rope will correspond with the road bed, and thus obviate the danger of the rope rising and throwing the skips off the track.The direction of the main roads for haulage purposes being ascertained from the plan of the royalty to be worked, the faults or dislocations in the seam are determined for these roads with the greatest possible accuracy by means of bore holes from the surface.From the data thus obtained the haulage road can generally be so graded that the rope will keep on the floor during haulage operations, although the grades may in places be synclinal.The writer confesses that he knows of no accurate formula for calculating the sag of the rope under varying tensions and so determining the safe radius of the curve, and he had to depend upon past experiences under somewhat sImilar conditions.The accompanying sections illustrate a case where the writer has recently installed an endless rope underground approximately 5000 ft. in length, from the foot of a tunnel in which an endless rope delivers the output to the screening plant, and having to negotiate, first a 400-ft. downthrow fault, and later a 32 ft. upthrow.

Jan 1, 1927

By C J. Larder, S E. Turner

The concept of underground grinding is not new, but to a metallurgist and a mining engineer this could be considered unconventional. The idea of pumping a ground slurry several hundred metres from underground in a single lift could also be considered to present a daunting engineering challenge. Using a practical example of a mine in Australia where the owners have requested not to be identified, this paper challenges the conventional thoughts on these concepts and shows that with basic sound engineering practices the production of a ground slurry from underground could potentially provide significant operating cost savings. The supply of ore from the underground mine is currently drawn from depths approaching 800 m below the surface. The cost of hauling the ore to the existing underground crushing station located 500 m below surface has been steadily increasing. A number of alternatives to reduce the mining and processing unit operating costs were examined by Sinclair Knight Merz (SKM) and the mining company. The most radical of these is the use of hydraulic hoisting of ore at an increased production rate. Numerous questions were asked, such as: How does one get a SAG mill or an HPGR crusher underground? Where does one locate a grinding mill underground? Does the technology exist to pump the slurry to surface in a single lift? What will be the cost benefits? What are the risks involved? The study covered the two main technical issues underlying the potential benefits. Firstly, technical evaluations were undertaken on the pumping technology currently available for single and multiple lifts to surface. Secondly, the issues relating to the feasibility of delivering and locating a SAG mill underground were reviewed. Although the capital costs for this project are significant, the operating cost savings showed a potential payback period of less than two years, and furthermore provide the basis for an increased mine life, especially at lower metal prices.

Jan 1, 2005

By W van der Westhuizen

Mining professionals recognise the need and application for reconciliation and value tracking. It is necessary however to examine our current reality, and evaluate the following. Do our reconciliations really balance correctly, and are we able to track value effectively throughout processes? If we are honest, in most operations the answer is a resounding no. This means that we are surrounded by fluctuation and deviations that we do not account for and do not understand. This is astounding, because given our level of scientific knowledge and the technological tools at our disposal we should have a good understanding of our environments and be able to manage them effectively. How do we manage effectively if we are surrounded by so much uncertainty? The purpose of this paper is to describe, at high level, the principles of reconciliation and value tracking, to highlight some areas where deviations are introduced into the mining process, and to propose a different approach to the apparent reconciliation and value tracking conundrum. The paper also poses several questions that need to be critically addressed at most operations. Instead of making the same mistakes each month in reconciliations, mining professionals need to acknowledge two facts. Firstly there will be uncertainty that we need to accept, since all our estimates are based on sampling, an orebody is not homogeneous and peopleÆs behaviour will influence the process, etc. Variability will always exist and lead to uncertainty. What is the current approach in the reconciliation process when a deviation occurs and how do we use reconciliation and value tracking to manage and improve our business? The second fact is that we need to stop using reconciliation and value tracking to only measure and report. We need to adopt a new approach to manage mining throughput, where reconciliation and value tracking are enablers to the success of the business. In most mining operations, significant effort goes into planning and measurement for the purposes of reconciliation and value tracking. The importance of accurate and effective reconciliation and value tracking should be to ensure the maximum utilisation of the resource, maximising throughput and enabling the business to deliver a product to its client, of the correct quality and in a timely manner.

Jan 1, 2002

The program, WASTRT 70, was set up specifically to handle the design of tunnel liners and underground structures where inter- action between rock and structure significantly affects the design. It may however be used for any mass/R.C. structure capable of being simulated by straight line elements between modes and with loading restricted to nodes. The analysis system adopts typical elastic/stiffness matrix methods. Two main mass/R.C. design segments are utilized (1) Design of section depth based on maximum required stresses and optimum steel/concrete ratios. (2) Design of reinforcement for a given section depth with concrete stresses given for mass and water code structures. Each design segment covers shear, minimum principal stress on ~ , heavy compression as per code (columns), heavy compression one-face steel (tunnel liners), tension and water code requirements for all moment/thrust/section depth ratios on rectangular sections.

Jan 1, 1976

By P Kappen, R N. Collins, K M. Spiers

X-ray absorption spectroscopy (XAS) is a synchrotron-only technique used to determine chemical speciation, providing a powerful alternative to most traditional ‘wet chemistry’ and lab-based speciation methods. XAS is an element specific method that can be used to address a variety of systems, ranging from heterogeneous to homogeneous, polycrystalline to amorphous, and solid to liquid. The strength of XAS in identifying and managing chemical species in tailings and mine waste is demonstrated, with the presentation of highly relevant studies into lead, uranium, chromium and arsenic speciation. In each example, waste samples are compared with known standards, allowing an assessment to be made of the quantity of particular chemical species in each.CITATION:Spiers, K M, Collins, R N and Kappen, P, 2015. ‘Forget the wet chemistry’ – how the Australian Synchrotron can help with tailings and mine waste management, in Proceedings Tailings and Mine Waste Management for the 21st Century , pp 145–148 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 27, 2015

The decision to contract or owner mine should be independent of, and should be made before, definitive estimated cost comparisons could be available. There is substantial potential risk of estimated cost comparisons being flawed due to difficulties in compiling comparable estimates for differing business objectives, errors and omissions or because of significant bias. In the current economic environment, escalating cost pressures potentially lead to increased incidence of disputes in mining contracts. The apparent cost of contractorÆs profit and overheads has tended to become more significant to owners. Economy-driven trends towards higher levels of performance and commercial risk for contractors, and the potential for more adversarial, difficult management; with attendant disputation between contractors and owners, have encouraged development of so-called ærelationship contractsÆ û partnering or project alliance contracts. The paper discusses the issues, circumstances when owner mining or contract mining is favoured and perceived advantages and disadvantages of contract mining. The implications of owner-perceived core business and core skills and outsourcing are also discussed. Techniques of introducing objectivity into the decision to owner or contract mine using matrix analysis or benefit comparisons are described. A disciplined procurement process should deliver a decision to owner or contract mine independent of, and prior to, any definitive comparison of estimated costs. A generic procurement process model is provided as a basis for discussion. Risk is discussed generally and as a significant factor in comparison of estimated operating costs. Consideration of risk and any prudent cost treatment are promoted as necessary pre-requisites to any comparison of estimated costs. The paper develops the concept that the decision to owner or contract mine should be based on real benefits that become obvious in the early stages of the development, particularly the procurement process; and before definitive estimated cost comparison can be available. In the context of this concept estimated cost comparisons tend to be confirmatory. Problems with comparing estimated ownerÆs operating costs with tendered contract prices are also discussed, particularly recovery of capital cost of equipment; and the owner minerÆs trade-off of operating risks for the residual contractorÆs margin attributed to overheads and profit. The paper concludes that sole reliance on a comparison of estimated ownerÆs operating costs with tendered contract prices in deciding to owner or contract mine is questionable and likely driven by a need to satisfy specific in-house customers.

Jan 1, 2003

By E Mroczek, M Climo, B Carey, M P. Simpson

"An EXTENDED ABSTRACT is available for download. A full-length paper was not prepared for this presentation. The composition and volume of geothermal fluids in New Zealand offers considerable potential for the extraction of various metals and minerals, as well as being a source of heat energy, steam and gases, and for use in generating electricity. While extracting products from geothermal fluids is technically feasible, positive economics is the key driver for commercial success; however, there is no assessment of this opportunity that identifies simple, cost-effective processing technologies and provides a greater understanding of the economic viability and barriers for implementing such technologies. The methodology that will be used to evaluate the commercial opportunities for New Zealand is discussed.CITATION:Mroczek, E, Simpson, M P, Climo, M and Carey, B, 2015. From waste to wealth – mineral extraction from geothermal brines, in Proceedings PACRIM 2015 Congress, pp 133–138 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 18, 2015

This address was delivered at the Annual Conference Presidential Dinner held in Sydney on 11 July 1988.The Australasian Institute of Mining and Metallurgy brings together, voluntarily, people with a professional interest in the disciplines and skills which are employed in the mineral industry, and in relation to that industry.We come together because we have a mutual interest in improving what is done by the mineral industry, in all its aspects. It is this sense of continuing improvement, of doing better, of doing as well as we can, as our knowledge and skills improve, that unites us in creating and fostering a professional association of likeminded people.We know from our professional training and experience that enormous progress has been made, at an ever-increasing rate, in the mineral industry, particularly this century. We know that the mineral industry has played a very major role in providing the means by which so many more people survive to live longer, healthier ,and more interesting lives, than ever before. Indeed, together with the oil and gas industry, which is an integral part of the mineral industry but has achieved its own commercial distinction, it is fair to claim that the mineral industry has played the major role in providing the means for the advancement of the human, quality of life.We do not need to make any great claims on human society in consequence of our statement of these contributions. The facts, for those who are aware of them, speak for themselves. Our more modest interest, as members of our professional association, is to look to the future, while conscious of our heritage as a guide to what more might be done, in that future.We certainly do not claim that this indisputable contribution made to human welfare by the mineral industry gives us some moral position of superiority from which to claim greater support or understanding from the wider community of people.On the other hand we know that as members of the mineral industry we have a responsibility to do what we can to help other people to be aware of, and to understand the significance of, those facts which will only speak for themselves if we take the trouble to make them known. And we have a number of organisations. The Institute itself, The Australian Mining Industry Council, the various State Chambers of Mines, the industrial relations body, The Australian Mines and Metals Association, and others, each of which in its own way endeavours to add strength to the individual efforts which we each should make.We may look at these facts about our mineral industry as simple dry statistics, even with their undoubtedly improving trends, or we can see them, and portray them to others, as expressing something which is much more. We can portray them as expressing the outcomes of our professional determination to strive to do better, whatever it i,s we find ourselves doing in this mineralindustry.We may seek to describe our efforts as being in pursuit of excellence, or by other such high-sounding phrases, but I prefer to describe those efforts as simply our strivings to make everything we do better next time-much as the dedicated golfer tries to do, but with, may I suggest, more evident success achieved in the mineral industry; which is one reason why I don't try to play golf.May I suggest to you that trying to do better, is very simply the true basis of professionalism? We are trained and practised to see the opportunity for improvement-not to be static in a world which we know is changing so rapidly in every aspect around us. We must be dynamic, which means optimistic, about improving the world in which we find ourselves.

Jan 1, 1988

Strong markets for metals and energy over the past five years have supported equity and debt market funding to enable a new group of mining juniors to emerge in control of economic resources, some in regions with high investment risk. As companies drive these projects to development, production and positive operating cash flow, their Boards and CEOs are confronting important questions:Having achieved initial success, what is our longer term purpose as a company? Does the purpose originally described in the Initial Public Offering to raise equity remain wholly relevant? Given that purpose, how do we understand the available sets of opportunities and related risks? Should we be acquiring new assets or other companies, or developing the existing portfolio? What commodity sectors and geographies should we focus on? Or should we be conserving funds until asset prices or project costs provide greater assurance of value to shareholders? How do we translate that purpose into tangible goals that shape and direct the work of people in the organisation? How do we get the right work done in the face of high turnover and competition for capable staff? Drawing on the authorÆs career experience and on work undertaken by Heuris Partners, this paper provides a practical CEO framework for strategy development, organisation design and on planning the work of the business in the mining industry.

Jan 1, 2006

An intensely sheared and mineralisedIzone occurs in the Quartz Dolerite Greenstone (or Younger Greenstone) mass on, the western limb of the Kalgoorlie Syncline. This zone comprises the western part of the Golden Mile and has produced the greater part of the 33,000,000 ounces of gold produced to date from the main mining belts. A study of.th e general geological and structural features gives rise to the expectation that the lode shear system,will continue southward on a pitch similar to that of the maln syncline whose axial plane may be referred to as the "Boulder Dyke". Although payable ore has recently been found further south than previously, the expectation of large quantities extending southward from the present mining areas is Problematical.'

Jan 1, 1964

Industry and Government is littered with computer systems which suffered massive cost overruns in their production and which do not fully meet the expectations and needs of their users. There are many in the computing business who caution that cost overruns of 100% are to be expected and who counsel seriously against accepting an implementation date as being realistic. System development methodologies and "Spectrum" is an example, have been designed to control systems development so the cost and time overruns are prevented. While some success has been claimed, our experience and information from other users indicates that this control is illusory, the first estimates of cost and time are inflated by the control system methodology, and the methodology itself can bury the original system.

Jan 1, 1983

After 15 years of operation Australian Mineral Foundation is at the cross-roads: Affected significantly in its last 21 years by Australian dollar devaluation, lower mineral industry activity and severe cut backs in the petroleum industry due to the low oil price, a re-evaluation of its goals and industry support is urgently needed. Industry support, strong at the start, has not kept pace with inflation and expectations of a totally self supporting organisation have proved impossible to sustain. Nevertheless, with a change in emphasis in education programmes, continued creative development of information services and more particularly greater awareness by industry of the services available and hence greater use of the services, industry support is expected to increase. Indeed, industry, it is believed, will accept its responsibility.

Jan 1, 1986

By V Pfannenstiel

The United States (US) coal mining industry has been working under comprehensive planning, operating and rehabilitation regulatory requirements for nearly 35 years. The public desire for environmental protection during mining and rehabilitation following mining to achieve post-mining land use and sustainability goals has been a major factor and continues to influence the process. Mining companies have evolved operations to achieve outcomes that address the desired goals and regulatory requirements cost-effectively and successfully. Over the 35 year regulatory period, requirements for more diverse topography, specialised revegetation communities, landform stability and assured sustainability have increased and become more complex. These challenges are effectively met by maximising integration of mine planning and operating with the rehabilitation process. Rehabilitation is then implemented in a more timely and efficient manner and with effective results that achieve desired outcomes, commonly with added value. Peabody Energy (Peabody) has taken this approach in its US operations and this paper discusses an integrated approach and illustrates learnings and results with examples from several of its western US operations.CITATION:Pfannenstiel, V, 2012. Integrated planning, mining and rehabilitation for effective results and sustainable land use - A western United States perspective, in Proceedings Life-of-Mine 2012 , pp 219-232 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 10, 2012

The history of gold dredging in New Zealand, leading to the develop- ment of the `New Zealand Type' dredge is considered. Much of this infor- mation has come from contemporaneous publications by the New Zealand Department of Mines. Alluvial gold production declined after 1902, and ceased completely in 1982, but is now rising again. The progress of the New Zealand alluvial gold mining industry is considered, together with some of its more exceptional successes. Recent developments are com- pared to those of the past.

Jan 1, 1988