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By Willard C. Lacy

A mining operation begins with prospecting and exploration-stages with long periods of investment and high risk of failure. However, success in exploration ultimately determines survival of the mining industry. Prospecting and exploration may discover evidence of a mineral occurrence and outline its size and character, but ore deposits that support mining are "made" through the collective efforts of project geologists, geophysicists, geochemists, metallurgists, engineers, chemists, lawyers, and even politicians (Joralemon, 1975). Some deposits may go through multiple cycles of rejection and recommendation, discovery and development, decline and abandonment, rediscovery and development, etc., as economic, technological, or political conditions change or geologic understanding is improved. Peters (1987, p. 233) graphically illustrates the normal life cycle of a mine and the position of exploration in the cycle (Fig. 4.0.1). During the past fifty years, mineral exploration has evolved from comparing evidence of mineralization of prospects with that of known deposits to a more quantitative science employing many facets of geochemistry, geophysics, multispectral sensing from space, computer data storage, analysis, modeling, and most importantly, a better understanding of ore genesis. This modem approach to exploration began in the late 1940s and continues to develop. Exploration efforts peaked in the 1960s with emphasis upon the search for porphyry copper deposits, Mississippi Valley lead-zinc deposits, and volcanogenic massive sulfide copper-lead-zinc deposits. It peaked again in the middle and late 1980s with emphasis upon micron-size disseminated gold and epithermal and stratiform precious metal deposits.

Jan 1, 2008

By Juan Camus

To understand why some companies excel in creating value, Jim Collins (2001) and a group of postgraduate business students engaged in a comprehensive, five-year research project. They examined 1,435 U.S. companies for more than 40 years, seeking those that made significant improvements in their financial performance over time. The distinctive pattern sought was: ?Fifteen-year cumulative stock returns at or below the general stock market, punctuated by a transition point, then cumulative returns at least three times the market over the next 15 years. ?The search identified 11 outperforming companies, all in different industries, that were called the ?good to great? companies. To contrast these companies with similar peers within the same industry, the search also selected a group of comparison companies that failed to make the leap from good to great. Collins then set out to examine the transition point. What distinguishing features did the good-to-great companies have that their industry counterparts did not? At the heart of the findings about these outstanding companies is what Collins refers to as the ?hedgehog concept? ? how to find the one big thing that the company must focus on. According to Collins, those who built the good-to-great companies were, to one degree or another, hedgehogs. Those who led the comparison companies tended to be foxes, never gaining the clarifying advantage of a hedgehog concept, being instead scattered, diffused and inconsistent. This insight is complemented by Peter Drucker (2004), an influential management guru, who asserts that the first question an effective executive should ask is: ?what needs to be done?? Asking this question and taking it seriously, he asserts, is crucial for managerial success; and that the answer almost always has more than one urgent task, but the effective leader only concentrates on one task. In this last respect, Drucker emphasizes: ?If they [executives] are among the sizeable minority who work best with a change of pace in the working day, they pick two tasks. I have never encountered an executive who is effective while tackling more than two tasks at a time.?

Jan 1, 2011

By Frank Pepe, Nestor Garavelli

The 2023 Rapid Excavation and Tunneling Conference (RETC) will be held in Boston, MA and will include the presentation of 133 papers divided into 20 technical sessions during the 3 day conference that were selected from over 200+ papers that were submitted to the committee. The selected papers are included within this book to provide a comprehensive recap of the conference while also providing a source of reference for contractors and engineers in the future. The selected papers will include contributions from all divisions of the tunneling industry plus risk management and best contract practices. Boston is known to the tunneling industry for its complex and difficult tunneling history, specifically of recent memory the Central Artery/Tunnel Project also know as the “Big Dig” of the 1980s and early 1990s. The selection of Boston as a host city was fitting from a historical perspective and as avenue for the city to present its upcoming tunnel projects. RETC began in 1972 with the idea of sharing ideas, design and project construction experience, and new technology, between contractors, designers, owners and suppliers. The ability to provide a single location every other year for all facets of the tunneling industry to gather and discuss the aforementioned was and still is viewed as a way to help the tunnel industry grow. The lessons learned from completed projects, the advancement of technology which could be implemented into design and the presentation of new projects by owners/designers and contractors allows for the limits and complexity of upcoming projects to be expanded beyond our current capabilities. Our industry has never been as busy as it currently is, and we are seeing more future projects coming out for solicitation across all business sectors. With the good fortune that all of us have been blessed with one of the biggest challenges that we have been faced with is the shortage of future management on all levels for our projects including the labor force. We all want our industry to continue to grow and succeed, our most important assets are the people that we employ. Investing in the education and continued training of our work forces to be up to date with the latest technology and methods is the key to our success. This also includes develop, recruiting and mentoring of young students graduating college to join our industry so that we can all continue to grow. We hope that all those attending the conference will have the ability to attend as many sessions as possible and to expand their network within our industry. As in past years, scholarship students will be in attendance and we encourage all to offer these students an opportunity to visit jobs, attend learning sessions or future internships to expand their interest in our industry that needs an injection of young engineers to contribute and lead our future Rapid Excavation and Tunneling Conferences. The program chairs wish to thank the session chairs, co-chairs, authors, and other members of the RETC Executive Committee for their dedication to this conference. Last but certainly not least, we give special thanks to the SME staff for their hard work and enthusiastic support in making this conference possible.

Dec 1, 2023

By Bill Mariucci, Gary Almeraris

All Rights Reserved. Printed in the United States of America. Information contained in this work has been obtained by SME, Inc. from sources believed to be reliable. However, neither SME nor its authors guarantee the accuracy or completeness of any information published herein, and neither SME nor its authors shall be responsible for any errors, omissions, or damages arising out of use of this information. This work is published with the understanding that SME and its authors are supplying information but are not attempting to render engineering or other professional services. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Any statement or views presented here are those of individual authors and are not necessarily those of the SME. The mention of trade names for commercial products does not imply the approval or endorsement of SME.

Dec 1, 2009

Contributions made by mining have played a much more significant role in the development of civilization than is generally conceded by historians or recognized by ordinary citizens. In modern society, mined products pervade all industry and the lives of all civilized people. Early man relied largely on stone and ceramics, and eventually metals, to fashion tools and weapons. Civilization was advanced by discoveries such as abundant supplies of high-quality flint in northern France and southern England and firesetting to break rock. Middle Eastern cultures flourished not only because of agriculture and trade, but also because of mineral-rich deposits nearby. The earliest miners date back perhaps to 300,000 BC; their quest was for nonmetallic minerals (chert, flint, obsidian) suitable for utensils and eventually for weapons. Other rocks and minerals (ceramics, clay, salt, meteoric iron) attracted the miners for jewelry, cosmetics, construction materials, food seasoning, and coinage. At first, their excavations were confined to the surface, either pits or placers. But by about 40,000 BC, mine workings had been extended underground as short adits or shafts, and by 8000 BC as elaborate interconnected openings 300 ft (90 m) in depth. Metallurgical separation of metals from their ores and their subsequent fabrication evolved gradually over the centuries, copper being the first liberated (c. 7000 BC) followed by lead, silver, gold, and iron. Man enhanced both the sophistication of his

Jan 1, 2008

By M. Bunch

"THE SUPER CYCLE IS GONE The utopia of the rising sales volume, for mining companies from 2002-2011, was entirely due to rising production volume and prices. The Australian mining sector experienced an 18 percent annual growth rate in revenues, and 11 percent growth in prices. (1) However, EBIT remained flat during the same time period. In addition, Australian mines saw a 7 percent annual decline in both labor and capital productivity. (2) Mines in the U.S. and Canada produced similar results, whereas the world-wide mining industry has seen a productivity drop of 40% since 2001. (3) The decade “Bull Run” of rising prices was trashed by companies that chased low-quality assets while increasing debt on their balance sheet. It seemed everyone believed the “super cycle” would last forever, while completely ignoring the history of cycle downturns. Worldwide mining operations are as much as 28 percent less productive today than a decade ago, according to new McKinsey research. The results from McKinsey’s new MineLens Productivity Index (MPI), which adjusts for declining ore grades and mine cost inflation, show that the pronounced decline in productivity is evident across different commodities and is seen in most mining players and geographies. (4) McKinsey sees three important areas of focus to address the root causes of productivity decline. 1) Embed effective management operating systems at mines 2) Prioritized operational excellence and capabilities development 3) Focus on innovation Reality has now settled back in and companies are struggling to make ends meet. The basic management staple of controlling costs and improving the production/productivity that was lost in the excitement is now back in play. Traditional cost-cutting approaches, such as across-the-board spending cuts, layoffs, and hiring freezes are only short-term initiatives and will not permanently improve a company’s cost structure or improve long- term competitiveness. This can only be accomplished by engaging front-line employees and empowering them to make necessary improvements in their daily work. It is time for leaders to lead and develop cultures of continuous improvement within their organizations in order to sustain their mining project to the end of mine life. Successful operating managers require two different skill sets of Leadership and Management; knowing how to lead people in their organization and how to manage the work they do."

Jan 1, 2016

By Victor Romero, Steve Redmond

All Rights Reserved. Printed in the United States of America. Information contained in this work has been obtained by SME, Inc. from sources believed to be reliable. However, neither SME nor its authors guarantee the accuracy or completeness of any information published herein, and neither SME nor its authors shall be responsible for any errors, omissions, or damages arising out of use of this information. This work is published with the understanding that SME and its authors are supplying information but are not attempting to render engineering or other professional services. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Any statement or views presented here are those of individual authors and are not necessarily those of the SME. The mention of trade names for commercial products does not imply the approval or endorsement of SME.

Dec 1, 2011

By Meyer Klein

Decision theory is the formal theory of the logic of decisions in view of the decision maker's objectives, preferences, I beliefs, and available information, It usually deals with weighty economic problems involving irrevocable (or costly to reverse) decisions. Capital investment planning problems constitute an instance par excellence for application of the decision theory concepts. Decision theory as it is presently conceived has evolved in recent years. At first it concentrated on decisions in the face of total lack of information and on games with intelligent adversaries. The results of these efforts proved theoretically interesting, but practically of little applicability. In the last few years, stress has shifted to the introduction of subjective probabilities and preferences, and the results have been eminently successful in applications both in government and with- in business firms in the resolution of complex problems.

Jan 1, 1970

By Alan K. Burton

Massive increases in the productive capability of open pit nines after World. War II were in a large part made possible by the introduction of ever larger trucks and the supply of a seemingly bottomless ocean of inexpensive and readily accessible oil. Over a period of about 25 years, a variety of technological developments permitted a tenfold truck payload increase, from about 32 tonnes (35 tons) to 320 tonnes (350 tons). There is no, doubt that this was a remarkable achievement resulting in impressive benefits of scale as well as the ability to control what would otherwise have become an intolerable traffic congestion problem in today's large open pit mines. It became fashionable and economically possible during this time to mine large quantities of low grade material and to tolerate very high stripping ratios. As tine has gone by and as easier to get at and higher grade deposits have been depleted, ore grades have tended to decline while stripping ratios have increased. The alternative to reduced revenues has been an ever increasing demand to step up production which in turn has led to a continuing demand for ever larger and larger trucks. While a larger truck has had the effect of reducing the cost of the operator per unit of material moved and of reducing traffic congestion, it has not specifically addressed the subject of fuel cost.

Jan 1, 1981

By Thomas D. Kaufmann

Introduction What drives the price of gold? Supply and demand, of course. But in ways far different from the forces that drive the prices of other major metals, such as steel, aluminum, and copper. Gold, in fact, is one of the few commodities where both buyers and sellers are happy when the price goes up. Current production, production costs, and variations in production have little influence on its price. Gold inventories are so tremendous that current production has small impact on the amounts available to the market at any time. Worldwide gold inventory and production The world's inventories seem to be between 78 and 98 kt (2.5 and 3 billion oz). Since biblical times, the gold miners of the world have produced about 98 kt (3 billion oz), mostly in this century. Only small amounts have been thrown away and most of it - more than 78 kt (2.5 billion oz) - remain in bullion, coins, or jewelry. About 40% is held by central banks and other governmental authorities, 30% by private individuals as bullion or coins, and about 30% as jewelry. Except for some of the jewelry and the few industrial applications, this inventory is constantly available in marketable form at a price. By comparison, gold production is indeed small. The US Bureau of Mines estimates that the world produced 1.5 kt (50 million oz) of gold in 1986. Consequently, production increased world inventories by only 2%. Variations in production have a negligible or very short-term effect on the supply and, consequently, on the markets for gold. Although South Africa mines about 40% to 50% of the world's annual production, continuing labor strife there does not seem to have ruffled gold prices. Determining gold's price Gold prices, however, do determine cutoff grades in the mines and, thus, do influence production. Nonetheless, changes in production have little impact on the inventory supply. Consequently, it has small influence on the price of gold on the market. With a fairly stable supply, price changes are driven by changes in its demand. Unlike other metals, very little of the demand for gold comes from industry. Dental, electronic, and other industrial uses for gold consume less than 46.6 t/a (1.5 million oz per year). It would be safe to assume that such uses are less than 124 t/a (4 million oz per year) for the entire world. Variations in the 124 t (4 million oz), compared to a supply of 78 kt (2.5 billion oz) of supply can have only a negligible effect. Production net of industrial uses adds perhaps 1% annually to world inventories. This could, in time, affect markets. The increase, however, is mostly absorbed by population growth - more people wanting to own gold - and by gold being put in more attractive forms, such as coins. As an ancient Lydian king discovered, minting bullion permits

Jan 9, 1987

By LUIS ALBERTO TORRES-CRUZ

The assessment of liquefaction vulnerability is crucial to understanding the potential consequences of a tailings dam failure. The “Plewes method” is a relatively well-known and simple screening method to assess liquefaction potential based on results of cone penetration testing (CPT) which may be complemented with laboratory testing. The objective of the current work is to emphasise the screening nature of the method and its uncertainties when applied in tailings deposits. Specifically, the paper highlights the difficulties in assessing the intrinsic uncertainty of the method and the additional uncertainty that results from variations of the slope of the critical state line (λ10) along the depth of the CPT sounding. The results of the method are too uncertain for detailed characterisation of tailings even when a relatively low intrinsic uncertainty is assumed. However, the method characterises weaker soils with lower uncertainty (although still too high for detailed characterisation) than stronger soils. The uncertainty of the method is negatively affected by the relatively low λ10 values that are typical of nonplastic tailings. It is suggested that the results of the method should be presented in scatter plots in which the spread of the data is consistent with the uncertainty of the method.

Jan 28, 2021

By Jr. Abel

Subsidence is controlled by a complex combination of mining and geologic factors. For example, a world-wide compilation of data shows that, as the percentage of shale in the overying rock mass decreases and the amount of sandstone increases, the angle of draw (and the area affected by subsidence) decreases. Limestone in the overburden appears to cause as much as a three-fold decrease in the angle of draw compared to a like amount of sandstone. Increased amounts of sandstone were accompanied by a greater surface subsidence relative to the mining height. The total thickness of overburden did not appear to influence the subsidence magnitude above super-critical panels. The greater the thickness extracted the smaller percentage of that thickness that shows up at the surface as subsidence. The greater the percent of the seam extracted, the greater the subsidence reaching the surface. The maximum subsidence above room and pillar panels is dependent on the pillar height and minimum width as well as the other factors listed.

Jan 1, 1980

By Christopher Haycocks

Because of growing pressure from government and consumers to produce more coal, the mining industry must improve existing techniques and devise more efficient mining methods. Mining of the thicker, shallower and geologically superior coal seams in the western United States is being subjected to increasing pressure from environmentalists; and so in order to meet the demand, the coal industry is exhausting the more accessible surface seams and beginning to mine seam of over 1,000 feet in depth and less than. 30 inches in thickness. The longwall mining system is the natural choice for extracting deep and thin coal seams, as it operates almost independently of the overburden rock stress. Due to the added fact that longwall mining is an inherently more productive method than room and pillar mining, many coal producers are looking to it as a means of increasing productivity without a corresponding cost increase. The consistent rise in application of longwall mining in the United States in the last decade illustrates the excellent potential of this technique for the future. American mining conditions are geologically different from those in Europe where longwall mining has been highly developed and extremely successful. Although numerous successes have been recorded in the U.S. with this mining system, a substantial number of failures have also occurred. These failures are due primarily to roof control problems usually over the face, in the tail entry, or both. Another problem area for American operators contemplating the use of this method has been correct selection of equipment, which should be custom fitted to local mining conditions for optimum productivity. It is essential that correct estimates for chock resistances, support densities, supported and unsupported roof spans, as well as rates of advance and length of working faces be provided to optimize mining conditions. Unless extensive pilot projects are planned engineers must choose their equipment correctly at the outset. A typical investment in longwall equipment will amount to several millions of dollars.

Jan 1, 1979

By F. Mielli

Ranging between 20% and 40% of the typical mining operational costs, energy in mining operations is a growing concern for the industry. However, this concern is a complex, multi-faceted variable that involves government regulations, societal pressures, cost and competitiveness. A mining company successful in energy efficiency is becoming the standard of a successful company. The suggested energy strategy in mining and mineral processing operations has to follow a well structured approach that entails the following: ? Understanding where energy is being used and why, ? Recommending and implement energy conservation measures, ? Driving visibility to targets and results, ? Leveraging the energy spend across the enterprise, ? Developing a robust energy and sustainability strategy.

Jan 1, 2012

By Richard Belair, John Read

Ask someone what they can tell you about the Royal Canadian Mint and most likely the first thing that they will mention, is coinage. The Royal Canadian Mint manufactures Canada's one-cent coins, nickels, dimes and quarters - over 1 billion per year. Most of these coins use copper and nickel as base material, and all of this metal is mined, refined and processed in Canada prior to being shipped to the mint for coin production. In 1985 alone, 1270 metric tons of Canadian nickel and 2160 metric tons of Canadian copper were absorbed in circulating coinage. July 1987 will have marked the introduction of Canada's new one dollar coin, an important new addition to Canada's monetary system. The first phase of this program will consume about 2,235 metric tons of Canadian nickel in the initial production run. Annual requirements in subsequent years are estimated at 225 metric tons. The Royal Canadian Mint is also a major producer of circulating coinage for foreign countries. Since the state-of-the-art Winnipeg plant swung into full production in 1976 the Mint has struck more than 5.2 billion coins for some 35 nations around the world. 1985 sales have increased almost 6 fold over 1984. 1987 already shows commitments for a further significant increase in volume in this business. The use of Canadian metals in export to foreign nations as coinage adds still more to the Royal Canadian Mint's key role as a major market maker for Canada's mining industry. The success of the Mint in this realm can be directly traced to it's 75 years as one of the world's most important refiners of gold. Today, the Royal Canadian Mint is the largest refiner of gold in the Western Hemisphere, and the third largest, by volume, in the world. The R.C.M. hallmark on kilo bars, 100 troy ounce comex bars

Jan 1, 1987

By George H. Willis

In the second half of the nineteenth century, bimetallism progressively replaced by gold standard. After World War I and 1931-33 depression, gold mainly reserved for official international transactions and internal use restricted. Changes since 1971 have shrunk official international use of gold. International payments deficits and surpluses now financed by private and official credit, rarely by gold. Historical review covers evolution of: (1) internal and external private use, (2) internal official use, (3) external official use, (4) role in IMF and (5) use as unit of account.

Jan 1, 1978

By Erik Marsh, Frederick C. Harris Jr., Javad Sattarvand, Joshua Dahl, Alireza Kamran Pishhesari

Based on the mine safety and health administration (MSHA)reports, mining truck accidents are among the significant causes of fatalities in the mining industry. The major causes of haulage accidents can be divided into non-driving and driving factors, such as truck-related sudden failures and operator performance. Numerous parameters affect trucks' safe operation, but situational awareness plays a significant role. Due to the distinct structure of mining trucks, making them efficient for mining purposes, the operator has a very limited field of view (FOV), making them prone to accidents resulting in losing lives. The cabin's position blocks the truck's right and rear sides, creating several blind points around it. Aiming to test/train the operator's awareness of the surrounding, a proximity detection system is developed through a multiplayer virtual reality (VR) application to investigate the human factor in equipment collisions. The operators were examined and monitored when asked to conduct what exactly happened in the Marigold mine truck accident without being aware of the scenario. After receiving sound, vibration, and visual alarm warnings, their reaction and performance were analyzed. The platform is developed using the Unity game engine for HTC VIVE virtual reality goggles. An Omni-direction treadmill and a motion simulator platform are utilized for the player and dump truck operators. Fifteen students were monitored when driving the dump truck receiving/not receiving proximity detection alarms. None of them repeated the accident when receiving proximity alarms. Also, they found the visual alarm the most comfortable while driving the truck.

Jun 25, 2023

By Tim O’Neil

Nearly 4,800 mining professionals and exhibitors occupying 580 booths attended the 2000 SME Annual Meeting and Exhibit, Feb. 28-March 1, in Salt Lake City, UT. The technical program included80 sessions and four specialty symposia: bulk material handling, control 2000, minor elements 2000 and plant operaters. Meeting highlights included the keynote session. Executive shared their perspectives on pivotal issues and approaches to address the challenges of the new millennium. SME has begun planning for its 2001 Annual Meeting, Feb. 26-28, in Denver, CO. The meeting carries the theme “2001 — A Mining Odyssey.” A call for papers has been issued and exhibit space is 80% reserved. For information, visit SME’s website, www.sme-net.org. Or write Box 625002, Littleton, CO 80162-5002,ph 800 763 3132 or 303 973 9550, fax 303 979 3461, or email meetings@smenet.org.

Jan 1, 2000

By Matthew Preedy, Brett Campbell, Jim Rush, Alan Howard, Derek Penrice

All Rights Reserved. Printed in the United States of America. Information contained in this work has been obtained by SME, Inc. from sources believed to be reliable. However, neither SME nor its authors guarantee the accuracy or completeness of any information published herein, and neither SME nor its authors shall be responsible for any errors, omissions, or damages arising out of use of this information. This work is published with the understanding that SME and its authors are supplying information but are not attempting to render engineering or other professional services. If such services are required, the assistance of an appropriate professional should be sought. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Any statement or views presented here are those of the authors and are not necessarily those of SME. The mention of trade names for commercial products does not imply the approval or endorsement of SME.

Dec 1, 2018

By CHRISTOPHER D. HEBERT, SCOTT W. HOFFMAN

All Rights Reserved. Printed in the United States of America. Information contained in this work has been obtained by SME, Inc. from sources believed to be reliable. However, neither SME nor its authors guarantee the accuracy or completeness of any information published herein, and neither SME nor its authors shall be responsible for any errors, omissions, or damages arising out of use of this information. This work is published with the understanding that SME and its authors are supplying information but are not attempting to render engineering or other professional services. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Any statement or views presented here are those of individual authors and are not necessarily those of the SME. The mention of trade names for commercial products does not imply the approval or endorsement of SME.

Dec 1, 2019