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By D. Watson

The Henderson mine has more than 20 years experience and has placed a combined total of more than 400,000 m3 (520,000 cy) of shotcrete and concrete. Over the last 20 years the mine has used a variety of equipment for placing concrete, wet shotcrete and dry shotcrete and is constantly trying to cut costs and increase efficiencies. Henderson has recently received a state of the art wet shotcrete placer, automated its batch plant, fabricated a mobile concrete form jumbo and is soon to receive a new concrete transport truck.

Jan 1, 1992

By Antonieta Middea, Rupen Adamian, Fernando F. Lins

This work presents the results obtained with aggregation of fine talc (-19 m), a naturally hydrophobic mineral, in the presence of KC1 solutions. The classical DLVO theory describes well the aggregation of talc in dilute KC1 solutions. Beyond 1 M KCI we have found indications that a non-DLVO interparticles force is operative, say an hydration (repulsive) force. This structural force could be responsible for the unexpected re-dispersion of talc suspension. However, no repulsive force (depression) has been observed in salt flotation of talc at higher ionic strength, up to 3 MKCI.

Jan 1, 1995

By J. A. Burger

Research in the eastern U.S. has shown that productive mine soils and forests can be restored using the following guidelines: (1) cooperation among the mine operator, landowner, and regulatory authority in developing the mining permit; (2) replacing topsoil or creating a desirable medium in which trees are planted; (3) loosely grading non-compacted topsoil; (4) using native and non-competitive domestic ground covers that quickly protect the site; and (5) planting a proper silvicultural mix of crop trees for their commercial value along with nurse trees for wildlife and soil improvement.

Jan 1, 2002

By Sue W. Wells, James J. Moore, Stephen D. Lynch, R. Hunter White

This paper describes the products and services that Phelps Dodge Corporation desires from solvent extraction reagent suppliers and the partnering relationship that Phelps Dodge wishes to develop with these suppliers. Product topics include: 1) manufacturing concerns, 2) product and process quality control reporting and 3) reagent customizing to meet individual plant needs. Service subjects include distribution, delivery time, emergency re-supply, terms, and tailoring technical support. The partnering relationship discussion reviews mutual benefits, communications, reliability, cross-functional teams for problem solving and developing new opportunities, and long-term commitment.

Jan 1, 1994

By D. R. Taylor, R. G. Goss

The use of clay granules as carriers for pesticides dates from the early 1940's and by the present day represents a business conservatively estimated at between 200 - 300 thousand tons / year in the U.S. alone. Aside from economic and specific target pest efficacy advantages, the use of clay granules as pesticide carriers also delivers a number of environmental benefits which will be reviewed. Topics to be discussed will include: 1) drift control (versus liquid sprays), 2) mobility (in the environment), 3) worker safety, and 4) transportation (spill) safety.

Jan 1, 1999

By P. W. Hunter

The construction of a major sewerage scheme requiring 15.3 km of 5.5m excavated diameter tunnel in basalt, mixed and soft ground has been undertaken by the Melbourne and Metropolitan Board of Works. A double shielded Tunnel Boring Machine was selected to excavate 13.7 km of basalt and mixed ground. Advanced methods for recording operational data on the TBM were introduced. Progress to date has shown that the TBM can excavate rock very effectively with a best weekly production of 178.8m; soft ground has been encountered and successfully handled.

Jan 1, 1987

By Yoginder P. Chugh, M. Silverman

Premining investigations involve the determination of roof, floor, and coal seam characteristics to delineate areas of troublesome ground control prior to development of a mine. Data obtained can be useful in mine design, equipment selection, estimation of face productivity, development of ground control plans and assessing ground control costs, and in conducting feasibility studies and financial analyses. This paper discusses 1) the causative factors associated with ground instability, 2) how useful data can be obtained for these factors during premining investigations, and 3) analysis techniques to delineate probable areas of ground instability.

Jan 1, 1982

By J. D. Miller

Reaction kinetics for gold dissolution in acid thiourea solutions were investigated using formamidine disulfide as an oxidant. For the conditions studied it appears that a surface reaction limits the rate of gold dissolution. The rate was found to be first order with respect to thiourea concentration and half order with respect to the concentration of formamidine disulfide; the apparent activation energy for the reaction was 10.40 kcal/mol (43.40 kJ/mol); and the reaction rate was independent of pH for the pH range 1.0 to 3.0.

Jan 1, 1999

By E. Forssberg, Y. Zeng

Fine crushing and rod grinding have been investigated using a laboratory-scale jaw crusher and a rod mill. The net energy consumption in both crushing and grinding was evaluated from torque measurements. An empirical relationship was established between energy consumption, particle size and operating parameters. When the mill feed size is reduced, through fine crushing, to about 80% passing 3 mm, the energy consumption will be minimized in a comminution chain of fine crushing and coarse rod grinding. The results in fine crushing were compared with a large-scale test.

Jan 1, 1993

By P. R. Sheorey, D. Barat, B. Singh

Presented is a stability analysis for a trial stope in a lead-zinc mine. The trial scope would have an excavation width of 20 m with an initial height of 3 m. Filling would commence when the scope was heightened to 6 m. A two-pronged approach to predict the stability of such an opening was used viz. the finite element method and the rock mass classification method. Corroboration is shown to exist between the two methods. Deep borehole extensometer observations during stope extraction have been compared with predicted displacements.

Jan 1, 1981

By M. B. Mirza, W. A. Sadik, B. T. Stanley

This paper presents the ventilation design for an underground testing facility in a salt medium. The under-ground workings consist of two 3.6 m-diam (12 ft-diam) watertight shafts and about 1830 m (6000 ft) of drifting. These facilities are designed to provide access for an in situ testing of a salt horizon in which a variety of hazardous and nonhazardous materials could be temporarily stored or permanently deposited. The ventilation system includes a design basis for gassy mine conditions and provides for the option of bulk air cooling and heating.

Jan 1, 1987

By A. Geoffrion, L. J. Cousineau

In underground powerhouse excavations, the access to the horizontal sections of the penstocks is most often critical. Other factors which influence the schedule include: the sequences of excavation, the interface dates between contracts, the type of support for the overhead cranes and whether the roof in the powerhouse is a reinforced concrete arch or a suspended prefabricated material. At Outardes 3, Churchill Falls and LG-2, these factors, along with the size of the powerhouse and the local topgraphy and geology were studied to produce the optimum schedule.

Jan 1, 1983

By Siegmund Babendererde

1. Introduction In Sayreville, New Jersey, the Middlesex County Utilities Authority put the construction of a 1041 m long sewer outlet to tender in June 1989. It had an internal diameter of 3,36 m and was part of a sewage treatment works project for county Middlesex. The contract was awarded to the Lodigiani Company, USA, who employed Hochtief Incorporated as subcontractor to drive the sewer outfall. 2. Ground Conditions According to the preliminary geological site investigation, carried out by the consultants Metcalf & Eddy, the tunnel passed through marine deposits.

Jan 1, 1991

By Thomas H. Holley

This presentation will describe the underground excavation at the Bad Creek Pump Storage project. It consists of approximately 3,650 m of various size tunnels ranging from 4.2 m to 9.0 m finished diameter, a powerhouse cavern 45 m high by 135 m long by 22.5 m wide, and 422 m of 9 m diameter shaft. A total of 350,000 m of rock will be excavated, hauled, and placed in a submerged wier. Temporary rock support consisting of shotcrete and/or rockbolts is installed as required.

Jan 1, 1987

By Roy H. Patten

When driving a shallow soft ground bore, the appearance of surface craters along the tunnel alinement indicates trouble, particularly when a major highway is intersected. During the excavation of a 3.7 m diam tunnel in Seattle, Washington a chemical grouting program was implemented to stabilize soil conditions sufficiently to allow advancement of the mole without loss of ground. Unanticipated mixed face conditions consisting of saturated running sand and some boulder pockets bedded on top of dense glacial till created excavation difficulties. A discussion of problems and corrective measures is presented.

Jan 1, 1987

By Grazyna Dziurdzak, Robert C. Dunne, James H. Kyle

The pressure pre-oxidation of refractory gold concentrate from the Golden Mile has been investigated and the conditions of temperature, oxygen pressure and percent sulphide breakdown for maximum gold extraction optimised. Both tellurides and sulphides were oxidised under optimal conditions and deposited in the residue as oxides along with haematite. Under non- optimal conditions, a reactive basic ferric sulphate was formed instead on the unreactive haematite. Maximum gold recovery after cyanidation (tail < 1 ppm) is well in excess of that produced by the present roasting process (tail 3-4 ppm).

Jan 1, 1989

By Gary Brieley

Until well into the 20th century, most construction work was performed under the auspices of a master builder or in a manner that would be described today as design-build. In addition, many civil engineers served as ?interns? under the tutelage of a master builder in order to learn how to design and construct a certain type of structure. This was certainly the case for tunneling projects with various individuals having been identified as tunneling experts as a result of successfully completed projects The master builder approach began to change in the early 1900s to a model that would be referred to today as design-bid-build. A design-bid-build approach to project procurement gives the owner more control over the final product and al-lows the contractor to know exactly what is expected of them before the work is constructed. As a result of this transition in project procurement, civil engineering schools placed a greater emphasis on the training of ?design? professionals. This article will document how the training of tunnel design professionals progressed within the United States. Although it is difficult to generalize about the hundreds of tunnels that were constructed in the first four decades of the 20th century, there is one project that stands out as having resulted in a university program related directly to tunneling and that is the Chicago Subway. During a visit to the United States in 1938, Dr. Karl Terzaghi met a student named Ralph Peck who was then studying at Harvard University in a pro-gram established by Arthur Casagrande. Shortly thereafter, Terzaghi traveled to Chicago for a lecture and was asked to consult on the Chicago subway project that was then under construction. The Chicago subway was being constructed in clay, and the owners were worried about possible settlements to nearby buildings. Terzaghi asked Peck to serve as his field engineer for that project. Thus was established one of the most productive relationships in the history of civil engineering in the United States. Peck, who would become Dr. Peck, moved to Chicago in 1939 to participate in an extensive research project that con-tinued until subway construction was halted in 1941 because of World War II. During that time, the cost of subway construction in Chicago was reduced substantially as a result of Peck?s observations and Terzaghi?s recommendations. In fact, it was reported that subway construction in Chicago cost less than one-half of similar projects in London even though the clay in London is considerably stiffer compared to Chicago. Upon the completion of his work on the Chicago Subway, Peck accepted a professorship with the University of Illinois in Champaign/Urbana.

Jun 1, 2010

By J. S. McAlpine, J. Matousek, W. Muir, P. Downey, K. Major

The Golden Bear refractory gold ore roasting operation is located at Huddy Lake, in northwestern British Columbia, about BO km northwest of Telegraph Creek (see Figure 1). The mine access road, used for supplies delivery, was developed by Golden Bear and consists of a radio controlled 155 km gravel road originating at Highway 114. Hine operations are based on a two week in, two week out rotating shift schedule with personnel transport by chartered aircraft from Vancouver, Whitehorse or the 3 Talthan conmunities. The site runway Is located adjacent to the tailings impoundment.

Jan 1, 1992

By Vincent R. Bovino

Introduction Only a person fresh from an information vacuum could not know the status of this nation&apos;s economy. The inability of the US to compete in the world marketplace is manifested in many industries, from shoes to computer chips, from cars to copper. What industry will next fall prey to world competition? Perhaps the question should be, what insustry will next fall prey to declining productivity? American industry is being forced into an era where the focus must be on productivity, quality, cost control, and competition in the world marketplace. It is approaching a change that could rival the American Industrial Revolution. The future of the US is bright only if it can increase productivity by trying different and new ways to manage its businesses and people. Unlike the easy successes during the 60s and 70s, success in the decades ahead will depend on an ability to compete in the world market. Any operation can achieve unlimited productivity by developing the resources within its employees. As an industry, mining has harvested the earth&apos;s resources. As an industry in trouble, it now has to learn to tap human resources to release the energy and creativity in each person. Recently, I worked with a mining operation to reopen a mine and implement a different management approach. The extensive changes resulted in a 50% reduction in cash cost of producing silver (from $0.40 to $0.19/g or from $12.50 to $6 per oz). Thus, an unprofitable mine became an attractive business venture without technological changes or significant capital infusion. The operation is union-free, in spite of being in a highly unionized area. The mine implemented a real productivity improvement process called "gain-sharing." Employees now recognize their individual success is tied to the success of the business. They recognize the day of the free lunch is over for mining employees. This paper will explore three areas related to productivity: • some of the unspoken "whys" of the mining industry&apos;s paralysis and how management has caused unproductiveness in mining operations; • major components of a productivity improvement process; and • characteristics common to companies with successful productivity plans. Unspoken whys When things go wrong, everyone tends to point a finger at someone, anyone. This industry has blamed every conceivable person, corporate group, government agency, foreign government, and private group for its failures. The fault finger will not work anymore. Nobody is listening. It is a characteristic of winners in management to assume responsibility for less than acceptable performance. Excellent people tend to blame others less for problems. Everyone involved in mining should shoulder part of the blame for the industry&apos;s illness. Is the problem low prices or our high operating costs? To regain our status in the world marketplace and increase our productivity, we need to painfully and honestly talk about our mistakes.

Jan 3, 1986

By J. C. Agarwal

Major scientific discoveries cannot be programmed. New or frontier technology, however, can and should be planned. It is the vital force underlying the business strategy of a vigorous and profitable mining and metals company. Generally, a radical departure from existing technology is required to 1) Enhance the competitive value of ore reserves, i.e., to turn low grade or marginal reserves into competitive reserves. 2) To increase yield and decrease costs. 3) To decrease investment. 4) To increase mine life. 5) To improve product quality to meet market demands. The very definition of frontier technology implies that it is so different that the old plant, if already in use, will not be directly suitable to use the new technology. Therefore, a priori, we know that the commercialization of frontier technology would very likely involve new investment. The recommended technique of economic and technical analyses, I propose to call "Success Analysis.&apos;&apos; Simply stated, it forces us, by step- by-step procedure, to ask "what is needed to succeed in this particular project." Therefore, the first step is to identify what is meant by "success." The definition of "success" requires an agreement with top management or sponsors of the project as to what constitutes "success" in their minds as contrast to the technical people perception of "success." In general, top management would define success as meeting: 1) The technical objectives, i.e., technology being developed would produce the desired product at the acceptable quality. 2) Financial objectives, i.e., when commercialized, the project&apos;s capital cost, operating costs and return on investment are better than the projects they would normally fund. The return has to be better because new technology is inherently riskier. 3) Marketing objectives in that the project will produce product of acceptable quality in timely manner, i.e., scale-up to commercial plant would not cause undue delays in start-up and that large fix-up expenditure would not be required to protect the projected return on the investment. Many projects are started in the laboratory to develop "Frontier Technology" in mineral processing. Most of these efforts are never commercialized. There are many causes of these failures. The major causes are listed below: 1) Inadequate communication with the sponsors of the project so that project objectives are defined and agreed to by all. 2) Ill-defined technical problems. 3) Incomplete development of technology. This has two major components: a. Incorrect scale-up and engineering. b. Inadequate start-up and maintenance planning. 4) Incomplete and over-optimistic process economics. 5) Lack of understanding of the future behavior of the marketplace. 6) Failure to complete R&D effort by the time it is needed. 7) Incorrect projections of human resources required; that is, technical, managerial and operating. 8) Lack of realistic forecast of the expenditures required for commercialization of the R&D effort. These pitfalls can be avoided by comprehensive planning and the use of success analysis technique. The major elements in "Success Analysis" are: 1) Identification of the "need" for new technology. 2) Unbiased and complete scale-up engineering. 3) Acceptable economic feasibility with enough margin of error in the sale prices and operating costs to justify the inherent risks in frontier technology. 4) Timing for availability of investment capital and markets. Many failures in the development of frontier technology are preordained because the initial selection of the research project has been without adequate attention to the needs of the industry. Many very innovative hydrometallurgical processes for recovery of copper from concentrates were developed in the past twenty years. They have not adapted except to a very minor extent because they did not satisfy the success analysis criteria. The copper industry in North America needed a process to compete against high grade ores and to avoid

Jan 1, 1985