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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 Steve Kral

The mining industry has waited a long time for the resurgence in commodity prices and demand for its products that it is now experiencing. Base and precious metals prices have reached levels not seen before. Coal prices have also shot up. And there are encouraging signs in the uranium market. China’s nearly out-of-control economic growth is said to be the leading driver for much of this resurgence. But demand for energy, metals and building materials in the United States and elsewhere are also major factors. The result is that expansions and new mines for nearly every commodity are in the works.

Jan 1, 2005

By Mike Tracy

This section of the Handbook deals with general principles to be evaluated in the development of a mining operation. It addresses the major issues that must be examined to fully evaluate a mining venture. Of course, one of the main topics to be evaluated is mine planning, which is covered in more detail in other sections (13, 17) of the Handbook and should be referenced in mine development projects. The topics to be discussed in this introduction include equipment and supplies, infrastructure, utilities, and project management. In any of the aspects mentioned, the current existing conditions at or near the mine site must be evaluated. This will include assessment of current use of utilities, infrastructure, housing, equipment suppliers, etc., as well as anticipated growth, both in the supply aspect of these systems as well as projected usage on these systems. After full assessment of both these aspects, an evaluation must be made as to the requirements the project will place on these items. Assessment must be made as to any up-grades required to bring the project on line, what impact the project will have on existing or expanded systems, and anticipated future growth impacts on support systems not only of the project but of other surrounding industry and urban devel-opment

Jan 1, 2008

By John C. Nigro

Bench scale and pilot plant research was conducted using dolomites (CaO,MgO) lime as the basic additive in the preparation of self-fluxed pellets from a typical magnetic taconite concentrate (5.57 S_2). The specific objective of this investigation was to ascertain the viability of the magnesia lime pellets in high temperature oxidizing and reducing atmospheres. Pellet basicity and induration temperature were major parameters affecting fired pellet quality; temperatures ranging from 1,200° to 1,250" C appeared to be the most favorable for production of self-fluxed pellets with basesities (B) above 1.0. Comparison of the mechani¬cal and metallurgical properties of regular (acid) and self-fluxed pellets (B 1.55) produced under similar conditions in a modified grate pelletizing machine showed that the self-fluxed pellets were more resistant to abrasion and to high and low temperature reduction disintegration, an important consideration in commercial application. The Plus 3 mesh Linder index increased from 68 percent (regular pellets) to over 90 percent (self-fluxed pellets). The reducibility and swelling indices of the self-fluxed pellets were found to be comparable to the regular pellets.

Jan 1, 1972

By K. Galos

The paper presents increasing importance of mineral secondary and waste raw materials in the minerals management in Poland. Definition of mineral secondary and waste raw materials is proposed, according to current Polish law. On this basis, sources of various types of mineral waste raw materials are analysed. The special attention is paid to the wastes from mining and processing, wastes from power plants, and wastes from steelworks and other smelters. Other types of waste and secondary materials, such as metallic containers, glass containers, batteries, metallic wastes and scraps, are also taken into account. Analysis of sources of such materials is shown together with the main directions of their economic use. Available sources of information on manufacture and use of the mentioned secondary and waste raw materials are also analysed. Finally, for a wide range of waste materials, their current and expected significance as substitutes for some industrial and construction minerals in Poland is given.

Jan 1, 2011

By F. X. Ferney

The centrifuge which will be reviewed in this dis¬cussion is the continuous solid bowl typo. As there are presently approximately 2000 of these units operating in our country, and about 200 of these in use in the coal industry, I expect that most of you are acquainted with its operating principle. How¬ever, for those who are not familiar with the machine a brief introduction is in order. The continuous solid bowl centrifuge was first successfully marketed, worldwide by the Bird machine Company in 1934. The successful development of this unit was based primarily on the invention of a drive mechanism to properly control the differential speed between the two rotating elements. This centrifuge was introduced into the coal industry immediately following the second World War. Today there are five or six additional firms' selling this machine in our country, and approximately twenty others in Europe, England and Japan.

Jan 1, 1965

By E. C. Winegartner

In producing and selling coal, the coal company is faced with many different parameters by which the quality of its product is evaluated. One type, which we choose to call the economic parameters, includes moisture, ash, sulfur, and Btu's. These are reasonably well understood by both the coal supplier and the customer, and the dollar values can be placed on them. This is the group of parameters of primary interest to most purchasing agents buying coal. A second group of parameters governs how the coal will behave in the boiler itself and is of primary concern to the engineers designing the boiler and to the men who must operate and maintain it. Since we have not yet learned to put dollar values on these parameters, they generally show up in coal contracts simply as cutoff points, the purchaser simply saying that he will not accept coal outside of certain limits.

Jan 1, 1975

By William A. Hustrulid

The subject of surface mine development is large. This section covers the fundamental concepts involved in both the open pit mining of thick or steeply dipping deposits as well as the strip mining of thin, shallow, and relatively flat-lying seams or beds. Design involves the marrying of geometries, ore and waste characteristics, equipment, and economics so that the desired result is achieved. Generally, there are many possible combinations from which to choose. For example, extraction over a short time period requires one strategy while quite another is applied for longer times. Variations in supply and demand require some flexibility of operation. Customer requirements impose certain constraints regarding the set of possible designs. Over recent years, planning and operating considerations for surface mining imposed by environmental requirements have increased markedly. There have, at the same time, been enormous advances made in the design aids available to the mine planner. Computer simulation of the various options, whether it be for mine design or equipment selection, provides detailed information for decision making in real time. A significant challenge to the engineer/planner is how to best use the aids avail-able. Because of the widespread use of commercially available and in-house computer software by industry, this section does not deal with the details of planning (for basic coverage of mine development, see Section 7). Rather, some of the basic concepts are stressed. The principles involved in equipment sizing and selection are discussed. A highly important but sometimes over-looked aspect of planning, haul road design, is also covered. For surface mining operations of the future, in-pit crushing and conveying will become even more important. Some of the considerations for application evaluation are included. The section concludes with some future concepts for surface mining.

Jan 1, 2008

By J. M. Pugliese

The U.S. Bureau of Mines is developing designs and estimating costs for vertical in situ copper mining wells as part of its in situ mining research program. Conceptual designs and estimated costs for "deep" 1100 m (3600 ft) recovery and injection wells in an undisturbed copper ore zone are presented. Within a single in situ copper mining well, multiple perforated well completions and associated costs are discussed for two ore zones between depths of 370 m (1200 ft) and 550 m (1800 ft). The order of well specifications for designing these wells is explained.

Jan 1, 1995

By Swades Kumar Chaulya, Vikash Kumar, Sushma Kumari, Naresh Kumar, Girendra Mohan Prasad, Monika Choudhary

During harsh weather conditions, the presence of fog, dust in the environment degrades the image’s quality, which affects the visibility of drivers of heavy earth-moving machinery in opencast mines. Due to low visibility, mining operations cannot be carried out as drivers are easily prone to accidents. This paper proposes a technique that includes developing a vision enhancement system called perceptive driving assistant system for increasing visibility of real-time video of the road in front of the vehicle for operators of heavy earth-moving machinery at opencast mines during harsh weather conditions to overcome the problem. The system consists of high-quality Internet Protocol cameras and thermal cameras for real-time image processing and other well-defined devices, which is quite capable of enhancing the visibility of the image, outlining edges of the road, and detecting obstacles present on the path of operators for smooth driving and reducing threat of accidents. A high-speed graphical processing unit has been used for quality-performance parallel computing, which is well suited for real-time operations to empower fast real-time operations. The calculated frame per second (fps) of image enhancement, object detection, and edge detection is 17.91, 15.91, and 25.09 fps, respectively. The actual frame rate is 26.07 fps, and after applying the algorithm, the final frame rate is 19.65 fps. The calculated accuracy of the object detection model is 81.23%. Field trials indicate that the developed system has performed adequately during foggy weather.

Sep 21, 2022

By A. J. Basu

An overview of the evolution of computerized mine planning and design has been given, emphasizing the need for a knowledge-based system for planning and design of underground coal mines. An outline for the development methodology and procedure has been provided. Problem structuring guidelines have been used to incorporate intelligence and integration to the design modules. A skeletal model for a mine planning and design expert system has been prescribed, and the development process has been documented in detail. A feasibility prototype has been developed to test the structure of the skeletal model and to ensure completeness of the design process. The feasibility prototype development and its contribution toward proto typing has been addressed in this paper. At present, prototype development is underway. The prototype is expected to be avail-able for testing and implementation in early 1991.

Jan 1, 1991

By M. Javier

Management is a major part of sustainability research. Many different aspects of sustainability have already received significant research attention, but the management processes in mining from the perspective of their impact on society are less understood and integrated as a holistic frame. It is evident that mining technology has received major blame in past ecological disasters and major mining-induced environmental hazards, but the management-mining process has escaped unscathed. This should not have happened. Instead, the management processes should share equal blame with obsolete technology for the failure to identify and monitor potential environmental hazards before their inception of mining. We will present an emergent style of management for the future of mining. It challenges the actual ?mind-set? of mining management. It describes balance and equilibrium: physical, chemical, and biological in nature as an understanding of nature?s language, which is Geomimic along side ?the bottom line?. The goal is to minimize loss instead of maximize profits (waste design) at the design stage of mining and to develop clean technologies (nature's values) to achieve non-social environmental impacts that provide a prosperous legacy to future generations.

Jan 1, 2010

By Ana Chiquini, Clayton V. Deutsch

The most common approach used in the mining industry for mineral resources modeling is to estimate the grades using ordinary kriging and report the recoverable resources based on this deterministic estimated model. Mineral resources calculated with kriging are a smooth representation of the actual distribution of grades and do not provide an assessment of uncertainty. Unlike kriging, simulation reproduces the variability of the grades in the mineral deposit and provides an assessment of uncertainty. Reporting mineral resources directly on high-resolution simulation results would assume perfect knowledge of the grade at the time of mining and selectivity at the scale of the data. There will always be uncertainty left at the time of mining, so assuming perfect knowledge of the grade in the future is incorrect. There are two concerns when geostatistical simulation is used for resources modeling: the information and the mining selectivity effects. A new framework for resource estimation is proposed with two separate modules to address those concerns. The information effect is accounted for by anticipating the additional production data that will be available at the time mining to guide the destination for the mined material. The mining selectivity effect is addressed by mimicking the grade control procedure to get mineable dig limits at a chosen selectivity, represented by a minimum mineable unit size. In addition to a prediction of recoverable resources that will be closer to the material mined in the future, the framework proposed provides an assessment of local and global uncertainty for risk management.

May 26, 2020

By David van Cleave, David L. Rome

Whether you buy your minicomputer from a manufacturer or another vendor, the first thing you must do is define your needs. With good planning, the initial cost will be low and your return on investment will be maximized over the long term. Involving all members of your staff who will he using the new computer in the planning phase is also important. Their participation will alleviate any potential concerns they may have about new equipment, and their suggestions will provide valuable input for your specifications. After you define your proposed system, survey available hardware and software. The survey will help you in the next step, preparation of specifications. The specifications, along with a quote request, are then sent to various manufacturers. Consider the Manufacturer When selecting your minicomputer, one important item to consider is the manufacturer. Remember, when you buy a computer, you're also buying the services of a computer company. A firm that makes a commitment to its customers and provides a product that is field tested before releasing it for sale is preferable. Examine the company's maintenance and support packages, since every machine requires preventive maintenance. Does your manufacturer or original equipment manufacturer (OEM) support service sites in your area? Has their service record been commendable? Will they provide training for your personnel and a supply of circuit boards so you can retain a degree of self-service autonomy? Three methods of buying a computer involve the manufacturer, an OEM, and the systems house. Buying direct from the manufacturer means you go straight to the source, using no middleman. This gives you maximum flexibility; you can consider every alternative and many possible combinations of computers, peripherals, and software until you find exactly the right system for you. The OEM buys computers direct from the manufacturer and builds them into his own computerized, special purpose product. He usually sells a complete package, including software and hardware, and often noncompetitive equipment as well (a scientific or engineering instrument, for example), designed for the mining market. Because he offers a packaged product, the OEM can often charge less for the system than if you put the pieces together yourself. In many ways, the OEM also provides a unique system. And while the OEM sells a packaged solution, he also usually has the special market knowledge necessary to modify the system to meet your unique needs, if necessary.

Jan 11, 1981

By MATT RENAUD, Mustafa Kumral

As high-quality mineral deposits are thoroughly exploited, mines of the future will have to move towards more remote and lower quality projects. With these projects comes an increased business risk to the operator. Even now, mining companies often turn to foreign countries for new deposits to produce, introducing the concept of country risk into their portfolio. Furthermore, feasibility studies often fail to accurately quantify the risks associated with various projects, and as such, this study proposes a technique of risk quantification which can both aid mining companies to evaluate the viability of investment and assist in risk disclosure to public investors for the mining industry of the future. This paper aims to quantify the effects of country risk on the valuation of potential mining projects, using a combination of modular and risk-weighting techniques to evaluate the country risk premium (CRP) required to obtain capital for operation of risky foreign mining projects. The techniques proposed in this paper are demonstrated using fictional examples and then evaluated for accuracy against a recently developed debt-funded precious metal project in a country in the Americas.

Sep 30, 2021

By Kenneth L. Maloney

Ten small and intermediate-sized [11 GJ/hr to 264 GJ/hr (10,000 lb/hr steam to 250,000 lb/hr steam)] coal-fired boilers in the upper Midwest have each been tested on both a bituminous eastern coal and a subbituminous western coal. The purpose of this study was to determine the feasibility of substituting western subbituminous coal for eastern bituminous coal as a means of reducing the SO x emissions from this class of boiler and to demonstrate the feasibility of greatly expanded western coal utilization as a means of reducing the use of oil and gas. The scope of this study was such that the representative boiler types were tested on both eastern and western coal for a period of time sufficient to completely characterize their individual emission and operational characteristics.

Jan 1, 1977

By Hans W. Schreiber

Most geologic and mining engineering consulting firms* began to experience the recession with declining billing levels, number of inquiries, and proposal requests in late 1981 or early 1982. As of today, most of them have been functioning at reduced income levels for nearly a year. And while many consulting firms have apparently reached a stabilized income level, they can see little prospect for attaining normal (pre-late 1981) billing levels and income for the remainder of 1983. A few firms have escaped being affected by the recession. Such com panies almost without exception are small (fewer than 20 personnel), offer a limited range in technical capabilities, and tend to be highly specialized in a particular niche. They include those specializing in the heap leaching of precious metals ores, in ground water testing programs, and in the derivation of computer-aided programs to monitor particular mineral processing functions. Those firms affected by the economic downturn have instituted a variety of policies and undertaken actions to cope with significantly reduced incomes to bring fixed costs in line with the depressed demand for services. These changes fall into the following broad categories: • management and management practices; • markets and market definition; • marketing and the pursuit of assignments; and • administration and personnel relationships. Not all of the perceived changes have necessarily been instituted by every consulting firm, and any one appears sporadically instituted. Management and Management Practices In favorable times the managers, and often the owners of the equity, of consulting firms tend to concentrate their attention on the part of the business they find most satisfying and enjoyable. For some, this means acting as project or assignment leaders, even undertaking a specific technical aspect of the job. For others, it means constant marketing with the associated heavy travel and entertainment schedules. In unfavorable conditions, such as the current recession, managers tend to spread themselves far more thinly, expending time and effort on all facets of the business including marketing, proposal preparation and cost estimating, budgeting, general administration, accounting and cash flow monitoring, project/assignment overview, and actual client work. The manager who in favorable times concentrated on client work is now less billable. The manager who concentrated on marketing is somewhat more billable. The manager now needs to pay attention to and expend equal effort on each facet of the business just to keep all the facets in relative balance. Falling behind schedule on a client job or carrying an unduly large percentage of accounts receivable exact a cost to the firm. Clearly the absolute cost to the firm is the same whether demand for service is good or slack. But in periods of slack demand the firm is frequently less able or even unable to bear such costs. Marketing and Market Definition Markets appear to have undergone some significant changes: • Federal and state governments have assumed a greater importance as providers of work vis-a-vis both industry and private groups. • Projects with increase-in-capacity aspects have given way to projects with maintenance or reduced operating cost aspects. • Projects searching for new deposits of minerals in generally new locations have given way to projects reviewing known mineral districts or known deposits. • Industrial mineral and mining companies have exhibited a great propensity to cut back the use of consultants and to undertake as much work as possible in-house. Further-more, a number of industrial mineral and mining companies have entered the competitive arena with consulting firms, submitting proposals (usually to the federal government) in an effort to keep their staffs intact and occupied. In response, consulting firms have reevaluated their capabilities by reviewing old work and reassessing personnel. The purpose is to broaden the services offered and the potential client base, thus redefining the available market. For example, a firm specializing in assessment of technical and cost parameters of a deposit would normally assist a prospective lender in judging the deposit's suitability for project financing. That same company could easily expand into the field of analyzing production costs for an individual operation -something that is needed in periods when lower prices reduce profit margins. Similarly, a firm that has confined such economic assistance to commercial banks could expand to provide its expertise to other lending and even equity buying in-stitutions such as insurance companies. Marketing and the Pursuit of Assignments With few exceptions, consulting firms have significantly increased their

Jan 2, 1983

By P. Whincup, T. Showell, B. Marchant, R. Dunne

An oversupply of copper on world markets in the early 90' s, coupled with a decrease in demand, resulted in a "tight" market for the sale of copper concentrate. In these conditions small producers of low grade copper concentrates found it difficult to sell their products. The situation was exacerbated for those producers also having reasonable quantities of penalty elements (e.g. As, Bi). The Telfer Gold Mine bulk copper gold concentrate, produced from treating underground sulphide ore, fell into this category (i.e. 16% to 20% copper, 30% to 35% sulphur and 3500ppm to 4500ppm arsenic). The concentrate sulphide minerals are predominately chalcocite and pyrite. Although a higher grade copper concentrate was attainable a substantial decrease in gold recovery ensued. Under the prevailing market conditions a decision was made to stockpile concentrates pending either an easing of market conditions or alternatively finding an on site method for treating the concentrate to recover both the contained gold and copper.

Jan 1, 1995

By S. K. Kawatra, T. C. Eisele

To reduce their sulfur emissions, many coal-fired electric power plants use wet flue-gas scrubbers. These scrubbers convert sulfur oxides into solid sulfate and sulfite sludge, which must then be disposed of. Currently, the major markets for scrubber sludge are for manufacture of gypsum products, such as wallboard and plaster, and for cement. However, the quality of the raw sludge is often not high enough or consistent enough to satisfy manufacturers, and so the material is difficult to sell. Other markets, such as paper manufacture and plastics fillers, have even more stringent quality requirements and will not accept raw sludge at all. In the work described in this paper, several reagents have been examined to determine their ability to selectively improve the flotation of the unreacted limestone contaminant away from the desirable products (calcium sulfite and gypsum). The most success has been achieved using a cationic collector, which shows a higher selectivity between calcium sulfite and calcium carbonate than do the anionic collectors that were studied.

Jan 1, 1995

By Charles A. Hickey

The dining industry game tome Spruce Pine area a few years after tine Civil War. Two Yankees came down from Massachusetts to mine sheet mica to sell to the stove manufacturers for windows in heating stoves. At this time the method of mining was very crude; it was done only with pick and shovel. They were mining mica from the soft veins. Later they progressed to hand grilling and blasting. Hand drilling was quite an art in the area. One man would hold and turn the steel while one or two other men would drive the steel with hammers. In shaft raining, the muck and water was removed by hand winches called windlasses. About 1920 air compressors and jack hammers came into use. These were perhaps tide greatest improvement that has ever come to the area's mining industry. Later carne gasoline hoists, air drive water pumps, and all electrical equipment. Mica mining has, for the past few years, been very modern and efficient.

Jan 1, 1962