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By J. Wagner, P. Eger

Although lifetime estimates for sulfate reduction based on total substrate carbon typically range from 20 to 30 years, field and laboratory experiments showed that rates of sulfate reduction decreased over time as readily available organic material was consumed. When the rate of acid input exceeded the rate of sulfate reduction, alkalinity was removed from the substrate, pH decreased and metals increased. Output pH increased from 4 to over 6 after the system was shut down for several weeks and the rate of acid input was reduced. Successful long term treatment requires a design based on the input pH and the long-term organic decomposition rate.

Jan 1, 2001

By Andrew E. Nevin

The government of India convened a precedent-setting meeting in New Delhi on Nov. 12, 2001.The meeting brought together regulators and the mining industry in an attempt to fix the industry’s mine development problems in that country. More than 150people attended the all-day session. Ram Vilas Paswan, Minister of Coal and Mines, chaired the meeting. Ravi Shankar Prasad, Minister of State for Coal and Mines, was also present. The secretary of the Department of Mines and the Joint Secretaries and Additional Secretary also participated. The Department of Mines’ mandate is for economic growth: to get new mine development going and to make investment in mining attractive for both domestic and foreign-owned companies.

Jan 1, 2002

The 28th annual American Mining Hall of Fame Awards Banquet and fundraiser sponsored by the Mining Foundation of the Southwest will be held at the Marriott University Park Hotel, Tucson, AZ on Saturday, Dec. 4, 2010. The Mining Foundation of the Southwest is a nonprofit organization whose objectives are public education about the mineral industries, and recognition of outstanding accomplishments in and contributions to the fields of mineral and fuel resources. Funds are being raised to the support the foundation?s educational programs. Among these is the Educational Outreach Program operated jointly by the foundation and the Arizona Department of Mines and Mineral Resources.

Jan 1, 2010

By D. F. Machuca-Mory

A change of support model consists of a procedure to change a stationary histogram at a small data scale to represent a larger scale; typically a distribution of sample drill-hole data is changed to represent a chosen selective mining unit (SMU) scale. Most grade variables average arithmetically. Thus, the mean stays the same for different scales, and the variance changes according to well-established theory using average variogram values. The longstanding challenge has been to predict how the shape of the histogram changes. The discrete gaussian model is widely used because it appears reasonable and introduces few artifacts; there are no artificial minimum/maximum values and the target mean and variance are reproduced exactly. The resulting distribution shape, however, is strongly dependent on a multivariate gaussian distribution. The authors generalize the approach by taking advantage of a property of the isofactorial model, which allows one to specify where the random function falls on the spectrum between a low-entropy mosaic model and a maximum-entropy diffusion model. A measure of dissemination (MD) is computed using a ratio of the madogram and the variogram. The change of support algorithm is developed that uses a variable measure of dissemination (VMD) that is easily calculated and fit to data from the deposit. The resulting VMD change of support model is very flexible to represent different mineralization styles encountered in practice; global predictions of recoverable reserves are more accurate and decision-making is improved. A number of real examples are shown to demonstrate the approach.

Jan 1, 2008

By William R. Yernberg

The 26th Peruvian Mining Convention (Convención de Ingeneieros de Minas del Perú) was held Sept. 15 through 19, 2003, in Arequipa. The convention was sponsored by the Peruvian Institute of Mining Engineers (Instituto de Ingeneiros de Minas del Peru). The Institute has been organizing these events since 1954. They are now held every other year. The conventions spotlight Peru’s mineral resources and have contributed to the tremendous growth of the Peruvian mining industry. This year’s meeting consisted of technical sessions, forums, field trips and social activities. It was held at the Tecsup Institute of Technology of Arequipa. More than 3,000 mining professionals attended. As always, the meeting was well organized, and participants expressed gratitude to the organizing committee for another successful meeting.

Jan 1, 2004

By Y. K. Yen, J. D. Miller, C. L. Lin

The image-based On-line Particle Size Analyzer (OPSA)system has been developed at the University of Utah to measure particle size distributions under plant conditions where overlapped and segregated particles are being transported on a moving belt conveyor. Evaluation of the OPSA system at several plant sites has been completed. The results show a consistent agreement between the particle size distributions obtained from the OPSA system and those obtained from laboratory screen analysis of belt samples. These results and the stable performance of the OPSA system during the field tests suggest that continuous quality control of crushed products is possible using the OPSA system.

Jan 1, 1999

By Paul C. Schmall, John F. Donohoe, Arthur B. Corwin, Derek Maishman

Ground freezing was utilized to provide complete stability of the excavation face and complete groundwater cut-off for the jacking of the three tunnel boxes for the Interstate 90 / Interstate 93 approach to the Fort Point Channel crossing. Through a wide range of geological conditions and large buried obstructions, the freezing provided complete stability of the face so that a 11.5 m (38 ft) high free standing vertical face could be mined without the need for any additional face support. Obstructions were incorporated into the massive frozen ground matrix, and held in place so that they could be excavated with a minimum of disturbance. The freezing provided an absolute groundwater cut-off, and permitted the work to be done without disturbance to the active rail system immediately above. With the use of instrumentation such as borehole thermocouples, the effectiveness of the freezing was guaranteed and the jacking proceeded with complete confidence and assurance of the ground conditions ahead.

Jan 1, 2001

By Christopher J. Bise

PRINCIPLES OF MINE PLANNING During the initial planning stages, all mining operations are analyzed and evaluated in a similar fashion. This similarity holds true because the mine-planning procedure can be reduced to a network of interrelated systems that are tied together by a common philosophy of mine planning: namely, that the resource is to be extracted in a manner which is safe, efficient, and profitable. The success of the mining operation cannot be guaranteed unless each of these three requirements is met. Fig. 1 shows a flowchart for the initial planning of any mining operation. Notice that there is a preplanning stage that leads to the planning of four interrelated systems. The preplanning stage includes property exploration, estimation of production and manpower requirements, and the establishment of construction timetables. The four systems, evaluated after the pre-planning stage, are broken down into the following: (1) Excavation and handling system, (2) Strata control system, (3) Operating support system, and (4) Service support system. The Excavation and handling system includes the selection of all the equipment for the removal of the resource from its in-place deposit (e.g., draglines, continuous miners, rock drills, etc.) and for the transportation of the mined material from the face (e.g., belt conveyors, trucks, etc.). The Strata control system incorporates all those considerations which maintain the integrity of the roof, ribs, floor, and overburden both during and after the extraction phase; typical considerations in this area include pillar sizing, artificial support of the immediate roof in mine entries, and subsidence protection. The Operating support system contains the "necessary evils" of mine planning; the system consumes a large percentage of the mining engineer's planning time but does not contribute to the actual extraction of the resource. However, if proper attention is not paid to the various components of the system, such as ventilation, drainage, and power, then the mining operation will not perform to its capabilities. Finally, the Service support system is composed of those operations which keep the mine running efficiently; typical examples of these include maintenance and sup- ply. One important concept that Fig. 1 is designed to emphasize is that the four systems are interrelated; typically, a slight alteration of one can affect the performance of another. If these interrelationships are ignored, the effects on the system can be disastrous. The mine preplanning stage and the four subsequent system evaluations constitute the Analysis portion of the mine planning flowchart. After this portion of the study is completed, the overall projected operation can be evaluated by techniques such as financial analysis. This last step in the study is referred to as the Synthesis of the previously calculated parameters into an overall plan. Much has been written about the overall evaluation of mining properties, but, over the past thirty years, very little has been written about the analysis of mine- planning systems in a coordinated manner. Further, those texts which attempted this topic have failed to give sufficient examples for successful implementation, thus supporting the operating engineers' lament that it is easy to discuss theories but difficult to show applications. This text is intended to bridge this gap. Examples of the various stages of the analysis portion of the mine planning flowchart shown in Fig. 1 will be covered in this text, with the exception of the Service support system, since this system is oriented more toward day-to-day planning than long-term mine planning. INTERNATIONAL STANDARDIZATION The benefits that can be derived from an international standardization of the units used in mining engineering calculations are numerous. The interchange- ability of equipment parts and the ability to analyze and compare performance and design specifications on an equal basis are just two of the goals desired by both manufacturers and mine operators. Unfortunately, conversion to an international standard has not been rapidly achieved by engineers in the United States, due to their training under the English system. The Society of Mining Engineers of AIME has made the commitment for the adoption of the Systeme International d'Unites (SI) in all mining engineering calculations. Since many practicing mining engineers and students in undergraduate programs still find difficulty in relating to SI units, the calculations in this textbook will use the English system, with Table 1 available for conversion into SI units.

Jan 1, 1986

By R. J. Latino

Because of the lack of a universally accepted definition or standard for RCA, we are left to our own conventions in the marketplace as to what is most ?effective? or a ?Best Practice? for our own facilities or organization. This lack of uniformity in the application of RCA produces an equal lack of uniformity in the measureable outcomes of RCA on the bottom-line from site to site and industry to industry. What is the definition of success for an RCA? Is it regulatory compliance? Is it some quantifiable measure of bottom-line performance? Is compliance and bottom-line performance the same thing? Can we measure the ROI we receive by doing compliant RCA? These questions must be adequately addressed if any definition of RCA is to be effective on the bottom-line. Like our various Corporate Vision and Mission Statements, what would be our Vision and Mission for RCA? When pondering the answer to this question, we should consider: ? What Key Performance Indicators will the Success of RCA be Linked to? This provides a direct correlation to the corporate dashboard and therefore garners support for the RCA effort when implemented at the sharp end. Not until we know what KPI?s will effectively measure our maintenance and reliability objectives can we begin to establish which opportunities will afford the greatest returns1. ? What Bottom-Line Metrics will be Tracked to Measure the Effectiveness of Our RCA Effort? Will it be increased production, profitability, regulatory compliance, etc.? Will it be decreased injuries/fatalities, claims, customer complaints, risks, etc.? We should be specific about these metrics and their correlation to the metrics on our corporate dashboard. ? What Will Trigger an RCA Investigation? Normally companies will establish quantifiable thresholds to be surpassed before an RCA will be conducted. Examples may be an OSHA recordable injury, a failure event in which production losses exceed $250,000, an equipment failure in excess of $50,000 or a regulatory violation. This is the norm. However, we should realize this is using our RCA skills totally on a reactive basis. High Reliability Organizations (HRO) strive for proaction and they also use RCA proactively. Why can?t we use RCA to analyze why unacceptable risks from an FMEA are so high? It is perfectly applicable yet rarely implemented in this fashion.

Feb 27, 2013

By P. Rosten

US mine production of iron ore in 1984 showed some improvements compared to 1983. But reduced demand from the iron and steel industry caused temporary shutdowns of many iron ore mines and pelletizing plants. US raw steel production in 1984 was slightly above 1983, but still at a depressed level. Production was 83 Mt (92 million st), compared with 77 Mt (85 million st) in 1983 and 68 Mt (75 million st) in 1982. Two major production trends continued in 1984. They were the increased production from electric furnaces and the growing use of continuous casters. Electric furnace production included 33.2% of the steel poured in 1984, compared with 31.5% in 1983. Continuous casting was used for 39% of 1984 steel production, compared with 32.1% in 1983. Statistical Process Control Statistical Process Control (SPC) has taken on new proportions in the iron ore and steelmaking industries within the last year. This mathematical technique is used to monitor, control, evaluate, and analyze a manufacturing process. The technique charts variability of important quality parameters. Training and adaptation of SPC techniaues for process control have been initiated at Inland, Steel's Minorca, Pickands-Mather's Hibtac, Cleveland-Cliff's Empire and Sherman operations, and at Reserve Mining. One of these operations has requested its bentonite supplier provide SPC charts on quality specifications. Some of the steelmaking operations (Inland Steel, Bethlehem Steel, Dofasco, LTV Steel, National Steel, Stelco, Weirton Steel, and Wheeling-Pittsburgh) have set up SPC programs within their operations. And they also have insisted that some of their suppliers use SPC. Plant Shutdowns The permanent closure of Stelco's Griffith mine at Red Lake, Ontario, has been delayed by one year. This gives employees more time to adjust. The mine is now set to close in April 1986, instead of April 1985. Sidbec (Canadian government) and its other partners (including British Steel Corp., Quebec Cartier Mining, and US Steel) closed its iron mining operations at Gagnon, Quebec. The pellet plant has been leased to Quebec Cartier. New Iron Ore Operations The massive Carajas iron ore project in Brazil is scheduled to come onstream in Jan. 1986. It is to achieve full-scale commercial shipments by July of that year. The 66% iron crude ore requires only crushing and screening before shipment. The product consists of 83% sinter feed and 17% coarse ore. Annual production capacity will be 32 Mt (35 million st) when the project is completed. Principal customer for the ore is Nippon Carajas Iron Ore Co., a consortium of Japanese steel mills. The Arab Iron & Steel Co. (AISCO) has started up a $US300 million, 3.6 Mt/a (4 million stpy) iron ore pelletizing plant built by Kobe Steel Ltd., at Al Hidd-hide in Bahrain. By 1986, this grate-kiln-cooler plant will supply high quality iron ore pellets to feed direct reduction plants in the immediate Gulf area and Far East markets. Iron ore supplied from Brazil, Peru, India, and Mauritania provides the feed to the pellet plant. Hydrated lime (2%) is used as a burden.

Jan 5, 1985

By Douglas Banks

Construction for the new 2.5 MGPD raw water intake project commenced December 2002. The project, initially designed as a 12' Ø concrete lined intake shaft,145' deep, with two offset 24" lake taps, 520' and 470' long was subsequently “value engineered” running the two lake taps through a single conduit. The offset for summer and winter pools was accomplished via a second shaft located at the lakes edge. Construction involved the use of blind drilling techniques for the shaft development and drill and blast techniques for the tunneling. All works were completed through extremely hard crystallized sandstone. The project came online August 12, 2004.

Jan 1, 2005

By R. Adsero

"A high altitude review of the state of the mining industry provided by a study of multifactor productivity shows a continuation of lower output year on year for the capital and labor inputs applied. The story is sadly similar for both U.S. mining and the Australian mining sector. In fact, according to PwC analysts, the world’s mining equipment productivity has declined 20 percent during the past seven years (Lumley, 2014). Although the reasons for the continuing decline in mining productivity are varied, the need for improvement is clear.The world’s mining industry fleet of more than 400 large draglines moves billions of tons of overburden and ore (phosphate, limestone, etc.) annually. This discussion will review a few of the tools available for improved productivity in dragline operations.Benchmarking equipment performance exposes the possibilitiesIn the September 2013 Mining Engineering cover story Graham Lumley and R. Adsero suggested that analyzing best practice equipment performance from an industrywide database for specific equipment performance improvement goals would be beneficial (Adsero, 2013). Benchmarking equipment performance by normalizing differences and then comparing specific measures of performance will provide a road map to improvement for those following the leaders. For those already performing at best practice levels, a benchmark confirms and bolsters what has already been achieved. As described in the SME February 2014 paper by this author, best practice is the average of the top 10 percent in annual output. Filling performance gaps identified by a comparison to best practice by investigating the details of the why and taking action to change, makes all the difference. This is true for all major mining equipment. Given the large gap between average performance and best practice performance most mining operations can benefit. Best practice performance provides a view of what is possible to the 90 percent majority of mining operations that are performing below the top 10 percent.For dragline mining operations, identifying specific characteristics and practices of leading dragline performance will provide a reference for comparison."

Nov 1, 2016

By Garry Keizer

The Cortez gold mine is located in Lander County, NR, about 130 km (80 miles) southwest of Elko. Cortez Gold Mines (CGM) is a joint venture between Placer Dome US Inc. (60% operator) and Kennecott Corp. (40%). The claims that supply oxide and refractory ore feed to the Cortez milling facility are located in both Lander and Eureka counties. These include the Cortez and Horse Canyon deposits, all operated by the joint venture. Other deposits outside the CGM claim area include Fire Creek, Buckhorn, Gold Bar and Tonkin Springs. These deposits all occur along the Battle Mountain-Eureka Trend. History Mining in the Cortez district began in 1862 with the discovery of high-grade silver ores. Grades in the hundreds of ounces per ton occurred in an area 7 km (4.5 miles) southeast of the current CGM mill site. Underground mining through the Garrison and Arctic tunnels provided the bulk of the ore production between 1864 and 1895. To a lesser extent, the Mill Canyon area also supplied ore until 1930.

Jan 1, 1993

By R. E. Chaves

San Martin Mine is an open pit, gold heap leach operation located approximately 70 kilometers from the Honduran capital of Tegucigalpa. Mining operations commenced in 2000 and were completed late in 2007, while heap leaching operations continue. Reclamation was executed concurrently with operations to the extent practical. The area has distinct rainy and dry seasons and closure objectives include: prevention and mitigation of acid rock drainage, sediment and erosion control, and mitigation of visual impacts. Final closure is well underway at San Martin and this paper describes the closure processes conducted to date, problems encountered, and the subsequent lessons learned.

Jan 1, 2009

By Gerald C. Smith

Introduction Newmont Mining Corp.'s Carlin Gold Mining Co. mines gold ore and waste material from four open-pit mines in Northeastern Nevada. Combined production rate is 24.5 Mt/a (27 million stpy). The company is producing gold bullion from the 2.4 kt/d (2600 stpd) Carlin Mill No. 1. and the 2.3 kt/d (2600 stpd) Maggie Creek heap leaching plant. In August 1985, the 6.3 kt/d (7000 stpd) Carlin Mill No. 2 at Gold Quarry came on-line. The total combined throughput of 11.2 kt/d (12,000 stpd) will make Carlin Gold Mining one of the largest US gold producers. Feasibility studies are underway to increase the total gold out-put from Gold Quarry. This will be done by adding a continuous dump-leaching process that will recover gold from lower grade ore. History In 1961, Newmont exploration geologists located claims in the Lynn Creek mining district near Carlin, NV. An exploration drilling program revealed significant gold mineralization. A stepped-up drilling program revealed an ore body with an estimated 10 Mt (11 million st) of ore containing 109 t (3.5 million oz) of gold. Test results in 1963 allowed metallurgists to develop the flowsheet and design for a 1.8-kt/d (2000-stpd) countercurrent decantation (CCD) cyanide plant. Carlin Gold Mining Co. was formed to operate the property. Carlin purchased its first mining equipment in 1965. This consisted of two Bucyrus-Erie 2.7 m3 (3.5 cu yd) shovels and nine 27.2 t (30 st) Wabco Haulpak trucks, two Inger¬soll-Rand track-mounted drills, one Chicago Pneumatic T-650 rotary drill, one rubber tired Michigan 280 dozer, one Caterpillar D-8 36A track dozer, one Caterpillar 16 motor grader, and the necessary ancillary equipment. The fleet was capable of mining 3.2 Mt/a (3.5 mil¬lion stpy) working two eight-hour shifts, five days a week. In 1967, one P&H 1500 3.8 m3(5 cu yd) diesel electrical shovel and three 59 t (65 st) Dart trucks were added to the fleet, along with a Chicago Pneumatic rubber tire mounted rotary drill. This equipment addition increased the mining capabilities to 5.7 Mt/a (6.3 million stpy). Three separate pits, the Main, East, and West, within a 1.6-km (1-mile) radius of the Carlin mill were being mined. The crew consisted of 46 hourly men and three supervisors. This equals 497 t/ total hourly manshift (548 st) or 407 t/total manshift (515 st). Rising gold prices in the early 1970s allowed lower grade deposits to be mined at greater distances from the mill. The Boot-strap pit, 19.3 km (12 miles) north of Carlin, was started in 1973. Two Hough 45.4 t (50 st) front-end loaders, four Wabco Haulpak 45.4 t (50 st) trucks, and a second track type D-8H dozer were added. The higher grade ore was trucked to the Carlin mill using three

Jan 11, 1985

By Malcolm Ross

The Reserve Mining Co., in the processing of taconite iron ore quarried from the Peter Mitchell Pit, deposited the finely crushed waste rock into Lake Superior near Silver Bay Minnesota. In the early 1970s The U.S. Environmental Protection agency filed a lawsuit against Reserve Mining Co., asking the court to force the company to stop dumping into the lake. On April 20, 1974, after a lengthy court battle, the U.S. District Court concluded that the Reserve Mining discharge into Lake Superior violated federal and state pollution laws and thus ordered Reserve Mining Co., to halt the lake disposal of taconite tailings. At the time many feared that some of the mineral particles contained in the tailings (alleged to be asbestos or asbestos-like) would cause human health problems. This Conference was thus convened to readdress the problem of the mineral content of the Biwabik Iron Formation and to whether any minerals contained in the ore could cause human disease. The four papers given in this session address the nature of the mineral particles in the taconite rock, the definition of the term ??asbestos?? and the history of the legal controversy over the possible health effects of certain mineral particles contained in the Biwabik iron range ores. Paper 1?Geology of the Biwabik Iron Formation and Duluth Complex Mark A. Jirsa, James D. Miller, Jr., G.B. Morey The Biwabik Iron Formation was a principal source of ore for the American steel industry during the 20th Century. The unaltered iron deposits, called taconite, contain approximately 30% iron and 50% SiO2. About 75% of the iron in taconite resides in the mineral magnetite, the remainder is largely in iron carbonate and several iron-silicate minerals.

Jan 1, 2007

By Wayne E. Kilker, Michael J. McBride, William P. Levy, Thomas J. Lamb

Between 1989 and 2004 the Massachusetts Water Resources Authority (MWRA)constructed several major wastewater and water tunnels associated with three major projects in the Boston area of eastern Massachusetts. There were many similarities and differences in the bedrock conditions encountered and among the contractual approaches for these independent projects. Through a clarification of the approach similarities and analysis of the contract differences, this paper addresses and presents what are considered to be valuable lessons learned. In doing so, the paper follows the evolution of such disparate issues as contract conditions, baseline reports and dispute review boards. The authors believe that the lessons learned even represent what, in certain cases, could be referred to as “universal truths” that are intended to have application to the next generation of tunneling contracts.

Jan 1, 2005

By D. R. Wilburn

The worldwide budget for nonferrous, nonfuel mineral exploration was expected to increase by 58 percent in 2004 from the 2003 budget, according to Metals Economics Group (MEG) of Halifax, Nova Scotia. The increase comes two years after a five-year period of declining spending for mineral exploration (1998 to2002). Figures suggest a subsequent 27 percent increase in budgeted expenditures from 2002 to 2003. For the second consecutive year, all regional exploration budget estimates were anticipated to increase. The worldwide budget for gold exploration achieved about 50 percent of the total amount budgeted in 2004.This was 68 percent, or US$715 million, higher than the reported 2003 budget. The 2004 worldwide exploration budget estimates for copper increased by 70 percent, orUS$237 million, to US$577 million from the 2003 budget. The budget for nickel exploration increased 52 percent, or US$89 million more than in 2003. The 2004 exploration budget for other mineral targets (primarily cobalt, heavy minerals, industrial minerals and silver) increased114 percent, or US$118 million.

Jan 1, 2005

By Thomas J. Kuli, Tim Rape

When a fan or blower breaks down or becomes worn, customers have two choices. They can replace it or they can have it repaired. In the past, replacement was the preferred option, especially when the equipment was severely damaged or worn. Now, however, customers are discovering the benefits of repairing or rebuilding. Even when the cost of repair is more than 60 percent of the cost of a new fan, customers are choosing the repair option. The cost savings can range from 20 percent to 80 percent. In many cases, the quality of the repaired part or component will exceed the quality of the original. This is because repair engineers have an advantage over the original designers. They can see how the existing fan performed — or failed to perform — in a specific application.

Jan 1, 2005

By V. Bush, T. G. Killingsworth, E. P. Ruffel

Effective and sustained corporate energy management programs are becoming a necessity for energy users as electricity deregulation laws are enacted on a state-by-state basis across the country and environmental regulations pertaining to emissions become more prevalent. The “Total Energy Asset Management” (TEAM) approach has been developed to assist energy end users with the development and implementation of corporate energy management programs designed to reduce energy risks and increase energy cost savings. This paper highlights the ways in which this approach can be applied to the mining industry while minimizing initial program implementation costs and increasing potential program benefits. Nearly the entire mining industry has become very focused on identifying opportunities to reduce costs per unit of yield. The industry as a whole has increasingly faced pricing pressures in large part due to the effects of global competition. The result of international marketplace participation and the emergence of higher efficiency recovery techniques have resulted in flat or even decreased prices for mining products. Thus, opportunities to reduce costs are actually opportunities to gain a competitive edge over similar mining operations. Due to the energy-intensive nature of many mining operations, the costs associated with energy are often a substantial percentage of operating costs. Therefore, it becomes very important to develop the corporate mentality that energy is an asset whose use should be optimized globally. In addition to the cost benefits of the TEAM approach, other benefits may occur such as reductions in facility greenhouse gas emissions.

Jan 1, 2002