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By Wolfgang Guetter, Wolfgang Weber

The upgrading project for two hydropower plants in Slovenia, Europe, requires two new pressure tunnels: Plave II (5.9 km Flysch) and Doblar II (3.6 km Limestone). It is the worldwide largest application of the Double-Shield TBM technology combined with an extremely thin-walled monoshell honeycomb lining system. The first drive has been completed by end of June 2000 achieving best performances of 50m/d and almost 1,100m/mth. In September 2000 the TBM started the second tunnel without any required adjustments due to geological or other reasons. Another 52m/d have been bored already within one production day of two 8 h shifts achieving a maximum penetration rate of more than 6m/h. The completion of the Doblar drive can be expected by February 2001.

Jan 1, 2001

By William G. Doepken

With most of the mining industry emerging from the deepest business recession in 50 years, primary attention must be given to surviving in a business climate where dominant foreign competition, depressed prices, and potential overcapacity hang heavy over much of the industry. While already shackled with regulatory constraints, restrictive work rules, and high labor costs, mine operators are faced with the difficult task of reducing costs and improving productivity while operating at less than full capacity. To counter these nearly over-whelming factors, the mining industry must continue at the national level to seek regulatory relief and a rational policy toward foreign competition from government-controlled mines. In addition, dialogue with labor organizations must continue to minimize the impact of labor costs, cost escalators, and antiquated work practices. Although national and international actions have a tremendous impact on the future of domestic mining operations, local actions by mine operators to dramatically improve mining productivity will strengthen the industry's competitive stance. Before any substantial progress can be made, however, mine operators must recognize and define areas that depress productivity and establish goals and measures for improvement. Once problem areas are defined, a combination of technological and motivational concepts can be applied to improve productivity. Timing of Improvements While there is an immediate need for productivity improvements, only certain concepts offer near-term improvement potential while others must, of necessity, fit into a mid-range or long-range time frame. Near-term solutions (immediate to one year) likely will involve motivational concepts - work incentives and training - coupled with available technological concepts that require little capitalized development or site testing. Mid-range solutions (one to three years), by contrast, will include technological improvements in mining equipment, techniques, and systems automation. These concepts require a longer period of capitalized development and site testing before use. Long-range solutions (three years or more), which include adoption of new mining methods and computerized control systems, will appear only after prolonged research and capitalized development programs. Motivational Improvements Developing motivational con-

Jan 11, 1983

By K. S. Mortensen

The softwall mining system is a novel, new method of mining mineral deposits in soft, shallow, nonrock ground conditions. This method can mine the ore layer without substantially disturbing the existing overburden. The softwall mining system consists of machinery that is hydraulically controlled and powered, that can be buried (or used on the surface) to extract the ore or mineral from a layered deposit. The method is essentially an application of the longwall mining concept, modified for loose overburden and ore conditions, combined with hydraulic mining.

Jan 1, 2003

By Deborah Shields

Aggregate is an essential input to every economy, so governments need to ensure a sustainable supply of these resources through planning. There is also a need to shift from a linear economy to a more circular one, in which wastes are recycled rather than landfilled, so as to increase eco-efficiency. The purpose of the Sustainable Aggregates Planning in South East Europe (SNAP-SEE, SEE/D/0167/2.4/X) project is to develop a Toolbox for Aggregates Planning to assist governments and stakeholders in national, regional, primary and secondary, aggregates planning in southeast European countries. The Toolbox comprises documents on stakeholder consultation, data and analysis methodologies, a vision of best practices in aggregates planning and how to build an aggregates plan. The Toolbox will also support ongoing efforts to enhance minerals policy in the European Union (EU) as called for by the European Innovation Partnership on Raw Materials. Industrialized and developing nations see long-term and continued economic growth as essential to the well-being

By R. P. King

The MODSIM mineral processing plant simultor is used to find optimal combinations of target separation specific gravities in a typical modem coal washing plant. A plant that is set up with these optimal targets can deliver up to 10% more yield at the same ash content as the same plant set up with separation targets chosen by conventional methods. MODSIM is the only simulator currently available that can simulate the liberation of pyrite and other mineral matter during open- and closed-circuit grinding operations. The simulator can therefore be used to assess the benefits of grinding operations in the flowsheet.

Feb 24, 1997

By Russell Miller, Fun-Den Wang

High Pressure Water Jet Assisted Tunneling The high pressure water jet assisted tunneling project was conducted in a granite quarry near Skykomish, Washington, approximately 90 miles east of Seattle. A 7-ft diam tunnel boring machine was modified and equipped with high pressure water jets. The concept that tunneling rates can be improved by using high pressure water jets was validated, with an average increased advance rate of 50% to 60%. For some tests, the advance rate was more than doubled. A comprehensive economic analysis has shown that very significant savings are possible. At a 50% increase in advance rate, cost savings of 14% and 24% were projected for 10-ft and 20-ft diam tunnels respectively. These benefits were seen to be relatively insensitive to water jet equipment costs.

Jan 1, 1976

By M. S. Ellis, D. J. Nichols

In 1999, 1,100 million short tons of coal were produced in the United States, 38 percent from the Northern Rocky Mountains and Great Plains region. This coal has low ash content, and has sulfur content in compliance with Clean Air Act standards (U.S. Statutes at Large, 1990). The National Coal Resource Assessment for this region includes geologic, stratigraphic, palynologic, and geochemical studies and resource calculations for 18 major coal zones in the Powder River, Williston, Green River, Hanna, and Carbon Basins. Calculated resources are 660,000 million short tons. Results of the study are available in U.S. Geological Survey Professional Paper 1625-A (Fort Union Coal Assessment Team, 1999) and Open-File Report 99-376 (Flores and others, 1999) in CD-ROM format.

Jan 1, 2001

By F. G. Crack, R. V. Ramani, R. L. Frantz

Management for mine construction and development differs from that needed for routine mine production and maintenance. An integrated approach to managing mine development projects must consider contract documents; management organization of a project; the project manager's role and the field supervisor's responsibility; and the use of scientific techniques for planning, scheduling, executing, and controlling projects. Professional project management encompasses the following: • Preparing contract documents that establish technical and financial schedules, and detail the responsibility for the physical work commitment. • Developing a project's organizational structure, to clearly define the roles of the project manager and the field supervisors. • Establishing project management and field supervisor relationships, to avoid ambiguity in assigning responsibility and to ensure desired project progress. • Using management science techniques, particularly networking techniques such as the critical path method for planning scheduling, executing, and controlling projects. Project Versus Production Management Project management differs from routine production management in the following ways: • Uniqueness: A project is unique. Production operations tend to be repetitive. The magnitude of one-time capital expenditures for many facets of mine development warrant special skills and attention. These professional project development skills must already be available by prior experience in the management team. • Personnel: In projects, personnel are usually assigned on a specialty basis and frequently change with the project activity. On the other hand, production personnel work together, more or less permanently. • Management Structure: In a project there may be several staff-line relationships that are not clearly defined and change with changing project activities. In a production situation, the lines of communication and authority are usually well defined. • Time Frame: A difference between project and routine production management is that project activities have comparatively less well defined durations and often tend to be relatively short-term. Production usually has both long-term and short-term plans and well defined long-term and shor-term goals. In project management, formal, critical, short-term reviews are frequently required. In production management, five year plans can be formally adjusted quarterly and annually. Short-term weekly or daily reviews can be informal. • Response to Delays: Delays in a development project may occur without anyone being immediately aware of their existence or suspecting the magnitude of consequence. In contrast, any delays in the production process can be easily identified from prior results comparison. Additionally, the response is quick, usually in a set routine. This can be traced back to the management structure and personnel. • Control Techniques: Measurements of project progress for control are not easily made due to the variety of activities that are carried on at the same time by different work groups. The yard-sticks of performance measurement for individual activities, let alone for the total project, are not easily established. However, due to the difficulty in detecting project delays, a workable control system is vitally important to a project manager. To apply a scientific project control technique such as "management by exception" requires specific planning and monitoring from the project manager for each activity in the project. Production and productivity are quick and effective yard-sticks of measuring performance in a routine operation. Control techniques required in production management usually revolve around these measures. Construction Contracts The construction contract is an important document that establishes contract scope, technical and financial details of the work, and achievement deadlines. It may also serve as the contract document to pay for work done and to verify field progress with planned progress. In practice, it is a good idea to develop a job-specific contract. This whole area is replete with legal precedence and procedures, and it is not the intent here to deal with the intricacies of establishing a contract document. But it is necessary to have an understanding of major contract types. Construction contracts are extremely important legal documents. They may vary in work specifications and enforcement of the provisions. Due to their nature, they must be composed with legal help and will take some time to compile. Even with all the precautions and provisions, it is not uncommon to find owner and contractor disagreeing. Therefore, it is important to include a way to resolve any difference quickly and to incorporate aspects of the contract as part of an overall management control tool for efficient project management.

Jan 7, 1982

By S. Maurhofer

The Uetliberg Tunnel in Switzerland is the longest tunnel in Zurich?s new Western Bypass Expressway, connecting the Birmensdorf bypass in the west with the existing Zurich-Chur national motorway in the east. Thus the tunnel links the Zurich-West motorway interchange with the Zurich-South interchange (shown in Figure 1). The Uetliberg Tunnel project comprises two parallel tubes, each about 4.4 km long. The two tunnel tubes are connected every 300 m by a transverse walkway and every 900 m by a transverse roadway (Figure 2). The SOS niches are spaced 150 m apart. Portal stations with machinery rooms are located at the west and east portals. The tunnel falls with a gradient of 1.6% from the west portal at Wannenboden to the east portal at Gänziloo. The Project costs are about CHF 1.12 billion. The carcass construction started in March 2001. The Opening of the Uetliberg Tunnel is planed in spring 2009.

By J. -F. Lagueux

Goldex Mine is an underground mine located near the town of Val-d?Or. Multiple innovations were required to work the mine. Due to its low grade, it was important to develop a bulk mining method to economically extract the ore. The method used is a combination between shrinkage stope and long hole stope methods. This modified method is more than adequate; however, all of the ore body must be liberated in a very short period of time. Therefore, to bring down 23 Mt of ore, large blasts up to 1.8 Mt are required. The situation is also complicated by the fact that the mine is located in a residential area. No less that 40 homes are built within a 1 km radius of the mine site. In addition to managing mass blasts, means must also be found to mitigate the vibrations produced by the blast to diminish the disturbance to the neighbourhood. Therefore, the mine used numerous tools to properly plan the blasts and reduce the impacts. A program to control vibrations was one of the first tools put in place. The program?s aim was to draw up an action plan to ensure a follow-up of the homes by inspecting them. The second tool was to develop a methodology to plot a reliable attenuation curve and to adequately determine the maximum charge weight for each blast. Finally, effective communication tools were developed to inform the neighbourhood. There was a huge amount of work to be done in relation to the bench. Reliable and fast loading techniques had to be found to load large blasts in a very short period of time. Adequate logistics had to be developed to send underground more than 20,000 kg of emulsion per day while performing the daily underground operations. Technology had to be developed to adapt the i-kon electronic blasting system to large blasts. Since the control of the charges was the major factor to reduce surface vibrations, it was important to employ loading techniques that would permit decking of the long holes to reduce the charge weight per delays without adversely affecting the loading. All of this work requires an enormous amount of energy but also close collaboration between the different stakeholders (various departments, suppliers and consultants).

Jan 1, 2011

By J. D. Potts

Dust surveys were conducted at six underground coal mines to determine if deep-cutting practices expose face workers to higher levels of respirable dust. The surveyed mines were able to successfully mine deep cuts without significantly increasing the dust exposures of face workers. For exhausting face ventilation, field data indicate that scrubber airflow is the most important factor for controlling dust. Data collected for this study indicate that 20-mesh screens should be cleaned for every 40 ft of advance because 22% of the deep cuts surveyed for this study experienced a 20% to 35% decrease in scrubber airflow over the course of the cut. For blowing face ventilation, field data and past research indicate that dust control is aided by maintaining a proper curtain-to-scrubber airflow ratio of 1.0 (measured before scrubber activation) as well as a curtain setback distance that allows the miner operator to stand at the mouth of the curtain for the entire cut. Dust levels on the bolting faces did not appear to be affected by the longer cycles associated with deep-cut mining when good ventilation practices were used.

Jan 1, 2011

By J. Herhold, S. Plaum

The focus within the economical optimization of projects, which are conducted underground, shifts more and more towards the conduction of construction work underground. Underground operations can be defined in a wide range of various projects, from underground mining tasks to the construction of engineering structures. Within these projects the conduction of construction work cannot only be defined as absolutely necessary, but sometimes also as optimizing for underground processes (e. g. installation of workshops underground to support the mining processes). Even though the conduction of underground construction might cause positive outcomes concerning the productivity, it also tends to be challenging due to local (sub-surface) conditions and influences. To minimize the risk of failure and sudden events within in the conduction of construction work underground, the tool “work preparation” shall be used. Under the given constraints, such as local influences, expected construction work and set time frame, the conduction of the construction work will be planned in advance by consideration of the construction logistics as well as the selection of a fitted construction technique. PROBLEM DEFINITION Economic Challenges - Raw Material Extraction Enterprises in the construction, mining and raw material extraction industries are increasingly under the pressure to perform economically to sustain their position on the global market. Profitability, efficiency and productivity are the basic conditions to be an active participant on the global market as well as a business partner and contractor for mining and construction projects or projects related to the extraction of raw materials. The completion of large-scale as well as common construction projects above ground has been under the pressure to minimize costs and time whilst maximizing the potential outcome, in the meanings of quality and economic gain, for more than a decade now. Whereas the construction industry has to fight the competition on the market with efficient project outcomes, the mining industry has to find ways to perform efficiently to further conduct the extraction of decreasing raw material deposits. The ongoing exploitation of existing raw material deposits to satisfy the constantly increasing raw material demands world-wide, led to the predicament that economically mineable deposits have decreased dramatically. Even tough mineral deposits do still exist on a global level, near-surface deposits decrease rapidly. Therefore, the extraction of raw materials within mining operations will be relocated further away from the surface in greater depths. With the growing distance from the surface to the mineral deposit, the extraction costs will increase many times over. With that in mind, the extraction costs will increase whilst the economic efficiency will decrease. The extraction of certain deposits will no longer be profitable with the common approach. To further extract raw materials efficiently even in greater depth, companies have to change their practice in different ways. That leads to the fact, if the deposits are in the depths, where the extraction processes won´t be economically, other (support) processes have to be in order to guaranty an economical corporate process itself. This precept will divert the focus from the actual mining process to support processes, where potential for optimization still can be found, as shown in figure 1.

Jan 1, 2019

Based on X-ray phase analysis and exploratory experiments, a new technology was developed to recycle multiple valuable elements in spent Al2O3-based catalyst. The experimental results showed that after roasting at 750°C for 30 minutes at an Na2O:Al2O3 mol ratio of 1.2, the leaching recoveries of alumina, vanadium and molybdenum from the spent catalyst were 97.2%, 95.8% and 98.9%, respectively. Vanadium and molybdenum in sodium aluminate solution can be recovered by barium hydroxide and barium aluminate. The precipitation recovery of vanadium and molybdenum was 94.8% and 92.6%, respectively. Al(OH)3 is prepared from sodium aluminate solution using the carbonation decomposition process. The purity of Al2O3 is 99.9% after calcinations, and the recovery of alumina can reach 90.6% in the whole process. The Ni-Co concentrate was leached with sulfuric acid, and a nickel recovery of 98.2% and a cobalt recovery of more than 98.5% were obtained under the experimental condition of 30% (w/w) H2SO4, 80°C, a liquid: solid ratio of 8:1 (by weight), a reaction time of 4 hours and a stirring rate of 800 rpm.

Jan 1, 2007

By Adrian C. Dorenfeld

Concentradora "Dana Aida" (100 t/d capacity) was built in 1971-1972 to treat dumps and ores containing mixed oxide-sulfide copper-gold-silver minerals from two veins. The veins, Don Felipe and aria are about 150 m apart, but are distinctly different mineralogically. The deposit is near San Juan de Guadalupe, Durango. Mexico. All new process equipment was manufactured locally, in or near Torreon, Coahuila. Sampling, ore testing, flowsheet design, plant design, drawings purchasing, financing, etc. was planned and directed by two engineers. Construction was executed by local miners and common labor (largely agricultural). The paper presents detailed costs for equipment and construction. The subsequent breaking-in operation is discussed.

Jan 1, 1979

By M. J. Blattman

Upon completion of an underground mine design, the planning engineer is faced with a surprisingly complex problem, “What development and mining sequence should be implemented so as to maximize the return on investment?” The problem relates to the scheduling of development headings to access stope production areas in such a way that the most money is made as quickly as possible for as long as possible. The total dollar value of the stopes, the average grade, the total tonnage, nor even the profit margin do not accurately give an indication of the “proper” mining sequence on their own. This paper will outline a method being developed by the author that can create a sequence of events that maximizes the net present value (NPV) of a given development and production design using information already being generated during the design process.

Jan 1, 2003

By Robert S. Shank

Introduction The Pinto Valley open-pit copper mine is located in southern Arizona, 11 km (7 miles) west of Miami. Production at Pinto Valley began in 1974. About 350 Mt (386 million st) of ore and waste was removed by the end of June 1982. At that time, the mine was using more than 90 major equipment items with a total mobile fleet numbering 320. Some of the major equipment consisted of four Marion M4 rotary drills; six P&H 15, 11.5- and 19.1-m3 (15- and 25-cu yd) shovels; and 24,136- and 154-t (150¬and 170-st) Wabco haulage trucks. This equipment was used to move more than 139 kt/d (154,000 stpd) of ore and waste. The mill was processing more than 50 kt/d (55,000 stpd) of mine ore. Shutdown A two-week vacation shutdown began in July 1982. Maintenance jobs were scheduled, and most employees left for the vacation. During the vacation period, copper prices fell below $1.32/kg ($0.60 per lb). Inventories remained at alarmingly high levels. At this point the mine was losing more money operating than it would by being shut down. The vacation shutdown was first extended to five weeks. But, after further evaluation, the mine was shut down indefinitely. In Dec. 1982, Cities Services Co., owner of Miami Operations (which included the Pinto Valley mine and mill), was acquired by the Occidental Petroleum Corp. On March 1, 1983, Occidental sold the operations to Newmont Mining Corp., and Newmont created Pinto Valley Copper Corp., as a wholly owned subsidiary. Copper continued to be produced by the Pinto Valley solvent extraction-electrowinning (SX- EW) plant because of its low cost per pound of production. To ensure proper equipment care during the shutdown, maintenance management was given three goals; • maintain the SX-EW plant; • maintain the environmental and pollution control systems such as domestic water pumps and mine dewatering; and

Jan 4, 1985

By Charles H. Wells

This paper presents a review of the state of the art in coal preparation plant instrumentation and a discussion of automation practice that could be applied based on current mineral beneficiation experience and demonstrated foreign technology in coal washing plants. Specific e-mules of applications of remotely controlled slurry values, pneumatic and electronic field transmitters, computers for control and data logging, and on-line analytical instrumentation are given. A program, to demonstrate this technology is described.

Jan 1, 1980

On Nov 1, 2007 House Resolution 2262 ? The Hardrock Mining and Reclamation Act of 2007 ? was passed by the U.S. House by a vote of 244-166. HR-2262, among other things, would impose a 4-per-cent royalty on existing mines with commercial production and an 8-percent gross royalty on all new claims. Not surprisingly, this possible new law was one of the hottest topics of discussion at the Northwest Mining Association?s conference that this year returned to Spokane, WA for its 113th annual meeting on Dec. 3-7. More than 1,800 delegates attended the conference that was held under the banner theme of ?Mining ?. For today and tomorrow.? Northwest Mining Association executive director Laura Skaer was one of many speakers during the three-day conference to respond to the threat to the industry posed by HR-2262 with a presentation titled ?Potential changes to the 1872 Mining Law.? In the presentation that she first unveiled at the Alaska Miners Association?s convention and trade show on Nov. 8, Skaer laid out a comprehensive list of problems with HR-2262. In addition to the association?s obvious concerns about the proposed royalty, Skaer noted that the bill includes a mine veto provision that would allow the Secretary of the Interior the authority to deny an operations permit to a project if the secretary determines that the operation would cause undue degradation to public lands and resources. Potential massive withdrawals from mineral entry are also included in HR-2262. Among the lands that could be off limits to miners under HR-2262 are wilderness study areas, areas of environmental concern and 23.6 hm2 (58.5 million acres) identified as Roadless Rule. States, political subdivisions and Indian Tribes would also have more authority to withdraw lands, she said. To combat the proposed changes, Skaer made 10 trips to Washington D.C. on behalf of NWMA members in 2007. In her presentation at the annual meeting, she also objected to provisions that include no life-of-mine permits and uncertain permit renewals and new and duplicative environmental standards that she said are vague, ambiguous and inconsistent with current federal and state environmental laws. Debra W. Struhsacker, an environmental permitting and government relations consultant, also spoke on the issue of HR-2262 with a presentation titled ?The House mining law bill ? Rip van Winkle is back ? and he?s meaner than ever.?

Jan 1, 2008

By Ivan Weber

Asking the question, “What do the world’s leading corporations and cutting-edge practitioners of sustainability put forth to guide a given mine site for planning and action toward ‘sustainability’?”, this paper explores the spectrum of methodologies and mindsets in available literature, then constructs an example for the large near-closure facility at Kennecott Utah Copper. Values, opportunities and constraints spring from physical, unutilized byproducts, from critical ecosystems and wildlife populations, from location relative to those ecosystems and proximate communities, and from the political will to perform adequate feasibility investigations. Patience, determination and thoroughness are imperative. Identifying most productive and, simultaneously, most protective and restorative, practical methods to approach ‘sustainability’ has become a central mission of industry and business, worldwide. A survey of recent international initiatives finds no single approach that establishes either a readily adaptable methodology or an appropriate set of ‘attention’ points, or agenda, to guide individual mining operations at specific locations toward the elusive but essential goal of ‘sustainable’ mining. Untying this convoluted knot of contending factors requires willingness to recognize and work within ecological constraints for community long-term needs. Occasionally, the task requires the sword of Alexander the Great. Through integration that is unflinchingly honest ethically, culturally, economically, ecologically and scientifically, fully cognizant of place and community at whatever scales are of greatest significance, and integrative of both problem-response and opportunity, we may envision a mineral extraction and beneficiation future that achieves the best, most nearly sustainable, results possible. Industrial ecology (IE), with its clear emphasis on community, ecosystems, and sustainable economic stimulation, presents a sufficiently broad and adaptable discipline to facilitate planning and management toward sustainable mining. The creation of sustainable jobs encapsulates IE’s analogy to the niche survival strategies of organisms in nature. Open to common-sense recognition of faults and opportunities at appropriate scales, IE is less a discipline or prescribed methodology than a mindset, willing to be rigorously scientific when science is imperative, but also willing to exercise “art” when creativity or community engagement are needed. IE is also capable of future-looking compassion for peoples and nature. Looking beyond what has occurred to date, the case of Kennecott Utah Copper provides ample illustration of possibilities for community economic development, environmental management, and significant initiatives beneficial at regional and planetary scales, to become recognizable as deserving of the label, ‘sustainable.’ Through what this researcher terms “whole mine, whole region, whole planet” thinking, strategies become visible and subject to serious consideration, presenting a path to best possible accomplishment in mining. Constituting a maximal broadening of mining’s “traditional” scope, the integrative approach proposed here is the ‘paradigm shift’ being made by many other industries around the world. In aggregate, these steps are the only hope for avoidance of environmental, social and economic risks that threaten to curtail resource development and impair mining companies’ ‘social license to operate.’

Jan 1, 2005

By S. K. Singh, P. R. Sheorey

To meet increasing demand of coal, underground mining is largely being replaced by the exploitation at deeper horizons and with greater complexities. The exploitation-proposition may be below not-to-be-disturbed surface properties or below water-bodies, posing a constant threat of inundation. Also, the mounting pressures to limit the adverse impacts on the environment bring the extraction-undertaking to face more challenges. An understanding of subsidence-mechanism and a rational quantification of subsidence parameters is a requisite herein. This paper presents such pragmatic quantification, validated at mine-sites in India. In comparison, better productivity, conservation and safety is ensured in this approach.

Jan 1, 1999