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By C. R. Tinsley

In maybe the world's first in a mine project financing, a US $55 million Rehabilitation Indemnity was given on behalf of the banks in a US $250 million loan to develop the Ranger uranium mine, Northern Territory, Australia. The basis of the financing was an estimate of removal of the tailings and replacement into the pit. The Indemnity was amortized by a sinking fund from the mine's revenues. Such a concept could be valuable for mineral developments in sensitive areas or jurisdictions such as British Columbia or Alaska.

Jan 1, 1992

By Paul D. Tomlingson

Maintenance costs in the mining industry often account for as much as 18-20% of total operating costs and with the cost of labor and materials rising, they threaten to become an even larger percentage of the total. Yet, without an effective maintenance program costs can soar beyond what they would be without a program. In other words, when production equipment is down, there is no production and no product to sell in the marketplace. This cost of downtime in lost product far exceeds the actual cost of maintenance, which is defined here as labor and materials. Thus, mine management must have an effective maintenance program to avoid downtime and meet production targets. Attaining an Effective Maintenance Program Many mine management and operations supervisors believe that an effective program is a function of how hard they push maintenance. Yet, when vital production equipment is inoperable and production is lagging, no amount of pushing helps. In actuality, maintenance has little control over its own destiny and needs support from other departments to deliver good service. Success of the maintenance program depends on gaining control of those factors that directly influence maintenance. Consider the following. Organization-The maintenance organization must be structured for maximum responsiveness to production needs. Unfortunately, some needs are immediate and many are unknown in advance. The maintenance department has little control over them. These outside influences limit the department manager's ability to control his own organizational structure. Preventive maintenance procedures-Routine lubrication, equipment inspection, minor adjustments and the like are controlled mostly by maintenance. Yet, scheduling preventive maintenance depends also on the availability of equipment controlled by other departments. Planning-The purpose of planning maintenance jobs is to ensure that the best use is made of maintenance resources. If the production department creates an environment of running repairs and emergencies, there can be little planning. Even well-planned jobs will suffer if there is less than full cooperation in carrying them out. As a consequence, the maintenance department is not blocked from planning, but the value of its planning is reduced. Scheduling-Maintenance scheduling should be a joint effort. Although maintenance does the planning, production must agree to the scheduled maintenance of its equipment. Workload-As a service organization, the maintenance department has limited control over its workload because it must consistently respond to other department's demands. At best, maintenance controls only the fixed portion of its workload-utility work, janitorial service, maintenance shop work, and assigned repetitive and preventive maintenance duties. Unscheduled and emergency work are initiated by operations. Major maintenance actions require full cooperation. Labor productivity-The effective use of labor is tied to other key functions of maintenance. These include organization, preventive maintenance, planning, scheduling, and emergency work. An area type organization, for example, can often respond more quickly to immediate needs than a centrally controlled maintenance group. Yet, area maintenance can result in lower labor productivity unless tight control is exercised. One of the advantages of a good "detection-oriented" preventive maintenance program is early discovery of problems and better opportunity to schedule corrective work in advance. Under planned work conditions, use of labor can be more productive. Complete planning and scheduling can minimize time spent on each job, increase effectiveness of supervision, and improve labor productivity. Finally, if emergency work is minimized, there are fewer delays, less lost time, better coordination, and more productive use of labor. While labor productivity is an important factor in carrying out maintenance, it also is influenced by outside factors. However, few realize the impact of being able to improve maintenance productivity. By improving the productivity of 30 men from 30% to 40%, maintenance could accomplish the same work value as if it had added 7.5 men working at 40% productivity. 30 (1800) (40%) = 21,600 man-hr/yr 30 (1800) (30%) = 16,200 man-hr/yr Difference = 5,400 man-hr/yr 1800 (40%) 7.5 men Leadership-The maintenance department can have significant control over its own leaders, the front-line foremen, but they must

Jan 12, 1982

By Ray H. Hario

Background of Erie Mining Company Erie Mining Company, managed by Pickands Mather & Co., is one of the largest producers of iron ore pellets in the United States. The plant is located at Hoyt Lakes, Minnesota, sixty-five miles north of Duluth on the eastern end of the Mesabi Range. Taconite Harbor, situated on the north shore of Lake Superior, is the location of its Power Plant and shipping facilities. (Figure 1) Even though the plant commenced operation in September, 1957, its true be-ginning can be traced back to 1931 when Pickands Mather, in conjunction with Bethlehem Steel Corporation and Youngstown Sheet and Tube Company, began investi-gating the possibilities of processing low grade ores. In 1940, Erie Mining , Company was formed. During the early and middle 1940's, laboratory and pilot plant research was proven to a point where a preliminary plant was deemed feasible and built in 1948. This plant had an annual capacity of 203,200 t (200,000 long tons) per year and, until mid-1952, was the only taconite plant in existence using commercial-size equipment. During this period, ownership of Erie Mining Company was expanded to include Interlake, Inc. and The Steel Company of Canada, Limited. In 1953, authorization was obtained from the owners to build a 7.62 M t (7.5 M long tons) per year plant at a cost in excess of $300,000,000.

Jan 1, 1977

By Donald E. Scheck

Blasting practices based on sound engineering principles are well established but the successful application of these practices requires accurate information about the overburden geology and close supervision of the drilling and blasting operations. Good design alone is not sufficient to insure good results, but the process may be difficult to control unless steps are taken to measure the variables and to provide management and the operators with the information they need to establish and maintain control. Satisfactory blasting can be defined as loosening and fragmenting the rock so that it can be handled by the excavating equipment, while at the same time, governmental regulations on air blast and ground vibrations are not violated. Optimum practices achieve these objectives at the lowest combined cost of the drilling and loading operations and the blasting materials. Total system optimization, that is, taking into consideration the effect of fragmentation on the cost of operating and maintaining excavating equipment as well as drilling and blasting costs, probably is not a reasonable goal at the present time.

Jan 1, 1984

By D. R. Nagaraj

Based on our finding that commercial copper chelating solvent extractants such as LIX65N® and LIX63® are excellent collectors for copper minerals, a detailed study was made using several water-soluble chelating agents belonging to the class of aromatic hydroxyoximes and having a gradual structural variation. A basic study of the system salicylaldoxime-tenorite was also carried out. Microflotation tests as a function of concentration of oxime, pH, addition of copper etc., using oxidic copper minerals such as chrysocolla and tenorite, and batch laboratory flotation tests using synthetic mixtures of quartz and oxidic copper minerals were carried out. The studies were aimed at an understanding of the collector function of the hydroxyoximes and of the general flotation behavior in these systems, in addition to studying the structural aspects of oximes vis-a-vis flotation. The results have demonstrated that all of the hydroxyoximes studied here have comparable collector property, and in all cases the oxime was found to be partitioned between the mineral surface and the copper in the bulk aqueous phase in the form of a bulk copper chelate. The occurrence of the latter could be accounted for by the formation in the bulk phase of a chelate between oxime and copper released from the mineral and/or by the detachment of the surface chelate. The role of surface and bulk chelates in flotation is discussed based on the results of partitioning of chelating agent into bulk and surface chelates in the system salicylaldoximetenorite. The effect of substitution of CH2 groups or benzene ring in the chelating agent molecule on its collector property is also discussed, in addition to the finding that only the anti-isomer has the ability to collect.

Jan 1, 1979

By Young C. Kim

Use of geostatistics to solve mining problems is gaining importance as the cost of developing new mines is increasing and there is a need to mine more marginal deposits. But, until recently, coal companies have shown little or no interest in geostatistics. However, the stringent quality controls on coal burning has led to a surge in interest in improved methods for estimating clean coal characteristics. Until now, most of the geostatistical applications have centered on the problems of estimating in-situ coal characteristics (Sabourin, 1975; Wood, 1976, 1979; Fang and Stark, 1976; Pauncz and Nixon, 1979; and Knudsen et al., 1980). Little work has been done in applying geostatistics to coal washability, except that by Armstrong (1980). Applying geostatistics to coal washability basically means the estimation of cleaned coal characteristics, with the aid of geostatistics. Cleaned coal estimation plays a very important role in overall emission control strategy, as can be seen by the general flow diagram of such a strategy shown in Figure 1. The scope of this paper is limited to one aspect of the overall emission control strategy shown in Figure 1; namely, the prediction of cleaned coal characteristics using geostatistics.

Jan 1, 1982

By I. Iwasaki

The effects of percent solids, mill loading and grinding time on product size distribution and ball wear were studied in a laboratory ball mill for a taconite ore. Mild steel balls and HCLA steel balls were used to examine the role that ball hardness play in grinding. Net production of minus 325 mesh - material reached maximum at 70% solids, whereas the ball wear decreased as pulp density increased. HCLA steel balls ground the taconite ore finer than mild steel balls under otherwise identical conditions. Examination of ball surfaces with a scanning electron microscope suggested that grinding with mild steel balls involved nipping rather than attrition, whereas grinding with harder HCLA balls involved both nipping and attrition.

Jan 1, 1984

By Sadegh Elyasi

TBMand roadheader are two dominating excavation machines in underground tunnelling projects. The performance of these two tunnelling machines has been reviewed and analysed individually by many researchers from multiple points of view. However, there are almost no studies that have made an extensive comparison between these two machines, mostly from financial points of view. The current study is intended to characterize both financial and technical status of these two mechanical tunnelling machines in one of the biggest coal mines in Iran. The main objective of this study is to define the best method and equipment that meets a predefined economic goal, which is mainly to maximize the net present value. To this end, a technical and financial model based on the geomechanical and financial parameters involved in the project has been prepared and the financial part of the project has been carried out by applying COMFAR III financial analysis software. Subsequently, a sensitivity analysis of the model was conducted in order to evaluate the effect of involved parameters on the project. According to the results, a roadheader has better economic justification than a TBM, while the TBM has a better advance rate than the roadheader.

Feb 12, 2021

By T. W. West

During the design and construction of a coal preparation facility, there are many items that can cause serious problems if not properly handled in the early stages of a project. These problems can be a detriment to smooth owner/ contractor relationships, the designing of a flow sheet, the selection of equipment, the design of the facility, the maintenance of schedule and budget, and a smooth start-up. It is the purpose of this presentation to identify some of these problems and to suggest steps that can be taken to reduce or eliminate their impact.

Jan 1, 1977

By J. C. Heter

The P.W. Gillibrand Company has been processing and stockpiling a suite of heavy minerals at its Soledad Canyon Mine as co-products with construction aggregates since 1984. The heavy minerals are composed of ilmenite, magnetitie, apatite and zircon. The source of the heavy minerals is the Precambrian San Gabriel Anorthosite Complex of the western San Gabriel Mountains. The valuable minerals are readily amenable to standard ore dressing techniques, such as, gravity, magnetic, flotation and electrostatic separation with good recovery and product quality. More than 20,000 short tons of coarse ilmenite were sold in 1990 to the export market for titanium pigment production.

Jan 1, 1992

By James J. Olson

Most of the projects summarized in this paper are funded under the Bureau's Advancing Metal-Nonmetal Mining Technology program and are part of the in situ mining subprogram coordinated at the Twin Cities Mining Research Center. The borehole mining equipment development, are funded under the Bureau's Advancing Coal Mining Technology program, is essential to accelerated progress in the in situ mining subprogram, and some background information on this concept is included. The initial in situ research projects started in 1971-72 evaluated some of the critical blast design parameters for in situ copper leaching. The present program totals about $1 million per year and includes in-house research projects, cooperative (cost-sharing) projects with the mining industry, and research and development contracts. Two different extraction schemes are under investigation: inplace leaching and borehole (or slurry) mining. The principal commodity targets for the Bureau's improved in situ mining technologies include copper, uranium, coal, and potash. The principal purpose of this paper is to inform the mining industry of the in situ mining research recently completed or being conducted by the Bureau of Mines. In addition the Bureau encourages companies to comment on the program accomplishments as well as offer suggestions on top priority research needs for improving the in situ mining methods described in this paper.

Jan 1, 1977

By J. Sidhom, W. Fourie

"As the mining industry continues to face difficult challenges the need to persistently focus on productivity and utilization of labor and equipment costs will intensify. With these challenges in mind, Joy Global is helping to bring mining performance and analytics to the next level. By evaluating underground haulage, a significant component of the Room and Pillar mining value stream, variables have been identified and sensitivities have been performed to show opportunities to balance and streamline throughput. As a result of applying operational excellence tools to the mining environment, Joy Global is seeking to optimize mining performances by limiting waste, simplifying the process, increasing productivity and machine utilization, as well as removing workers from harm’s way. These days it’s not enough to work harder; mines have to work smarter. Improving efficiency, reducing costs, increasing safety: these are no longer ‘nice to haves’, they are ‘must haves’. Starting with the best products and the right people is a first step, but then what? How do mines take their operations from just OK to being a top performer? By using operational excellence principles aimed at eliminating waste, simplifying processes, automating where possible and removing people from harm’s way. The fundamentals of operational excellence (OpEx) are based upon the DMAIC process, which stands for define, measure, analyze, improve and control. DMAIC is an improvement cycle that helps with, for example, haulage optimization by: defining the issues and problems in the process as well as the areas of improvement; measuring and collecting mining operational data by time study and equipment monitoring system; analyzing through sensitivities and production modelling to determine root causes; then improving the performance and controlling the operation. Joy Global uses Joy OpEx or ‘lean’ principles inside its organization to drive efficiency, but it also helps its customers employ them to achieve new levels of productivity and safety. These same principles can be applied in most situations to streamline processes, improve operations and deliver value. As applied to mining, OpEx is seen as moving the needle on value creation by first identifying the value stream, then analyzing the areas that are not optimized. Once defined, these areas are ‘designed out’ of operational processes to create an automated operational flow. At a US coal mine, Joy Global was brought in to apply Joy OpEx principles to optimize mining and haulage to improve productivity and reduce costs. This multi-phase process started by defining the existing systems challenges to start finding areas for improvement."

Jan 1, 2017

By J. L. Roll

The Surface Mining Control and Reclamation Act of 1977 (SMCRA) and the regulations promulgated for that "Act" have resulted in changes to surface mining operations in order to comply with the stringent federally enforced reclamation requirements for prime farmland. In many instances the operator has modified surface mining operations to meet the prime farmland requirements through changes to mining equipment operation, addition of new equipment targeted for reclamation or the use of totally different mining techniques. The major challenge to mine operators has been how to use existing mining equipment to meet the requirements of the "Act." Freeman United Coal Mining Company opened the first new large surface coal mine in Illinois following passage of the "Act." The Industry Mine, located near Macomb, Illinois started mining operations during March of 1982 and was required therefore, to meet all of the requirements of the "Act" including prime farmland restoration. At the Industry Mine a shovel and a cross-pit bucket wheel excavator (wheel) are used for overburden removal and the wheel is addition- ally utilized to assist in reclamation operations. The wheel mines the subsoil thereby elliminating scraper placement of that subsoil and the attendant compaction problems with scraper placed subsoil. The wheel is used to convey topsoil stock- piles from the highwall to the mined overburden in order to lessen scraper traffic and possible compaction on the graded overburden during top- soil removal and replacement. Close control of the operation of the wheel yields more uniform wheel spoil ridges which then require less grading prior to topsoil replacement.

Jan 1, 1986

By R. C. Burtan

Long before the dawn of recorded history, man began to dig into the earth's crust in a never ending search for useful materials. It has been well established that prehistoric man discovered flint. "The Flintstones" were aptly named. The flintknappers of southern England and Wales still exist today in ever dwindling numbers as they seek out chunks of flint. It is a well known fact that more than half of the earth's crust is composed of silicon dioxide (SiO2), also known as silica. Silica and silica containing materials have a great many uses in modern society. However, this material is potentially extremely hazardous to our health. Centuries before the Christian Era, Hippocrates wrote of a lung disease common to those who mined in hard rock. It is obvious to us that he was describing silicosis. It is also apparent from ancient writings, that the Egyptians were aware of this malady. Dioscorides also wrote on this subject in the fifth century, B.C. It is undoubtedly the oldest and best studied of the occupational lung diseases. It was certainly described by Agricola in his "De Re Metallica" published in 1556, in which he described lung disease among hard rock miners. This publication, I'm sure, is of special interest and perhaps known to many of you in the mining community. The original document was written in Latin and was translated in 1912 by two gentlemen, Hoover and Hoover. One of these translators was Herbert L. Hoover, a former president of the United States, who made his living before his presidency as a mining engineer.

Jan 1, 1984

By Walter R. Lawrence

Newmont Gold Company, formerly Carlin Gold Mining Company, is a publicly owned corporation, 95% owned by Newmont Mining Corporation. Newmont Gold Company has operated gold recovery operations North of Carlin, Nevada, since 1965. Development of the Gold Quarry ore body, 19 kilometers south of the original mine, resulted in the decision to construct gold recovery and ancillary facilities in what is referred to as the Southern Area. Plant No. 2, located 11 kilometers North of Carlin, Nevada, was designed to treat 6350 tonnes per day of oxidized gold bearing ore assaying 2.5 grams per tonne of Au at an average recovery of 87%. Flowsheet development conducted by Newmont personnel resulted in the decision to construct a carbon-in-pulp recovery circuit preceded by two-stage grinding, Detailed engineering was done at Toronto by Bechtel of Canada beginning on January 1, 1984. Actual construction began on March 1, 1984, and was completed in June, 1985. First feed was run on June 22, 1985.

Jan 1, 1987

By T. E. Masoner

The struggle to get the minerals industry seriously interested in high intensity wet magnetic separation* has been difficult. The high capital cost of the equipment, the lack of basic research, the lack of operating information, and the diverse characteristics associated with different minerals and ores have prevented the development and use of HIMS-W on a wide scale. The Climax Molybdenum Company, a Division of American Metal Climax, Inc., located at Climax, Colorado, was among the first companies in the Americas in recent years to support the development of HIMS-W to recover weakly magnetic minerals on a large scale. The Climax Molybdenum Company, one of the world's largest underground mines, processes about 40,000 tons per day of ore, from which about fifty million pounds of molybdenum disulfide are produced each year. By-products include tungsten, iron pyrite, tin, and some monazite.

Jan 1, 1968

By David Harrison

Exxon Minerals Company uses geostatistical techniques for ore resource evaluation of its mineral projects. These techniques provide the most reliable estimates of recoverable tonnage and grade and uniform and realistic confidence limits. A schema has been developed which categorizes the company's successive evaluation phases. Clear separation is intended between geostatistical estimates and other factors in project evaluation such as mining, metallurgy, and economics. Company management seeks consistent and reliable estimates for investment decision-making and to meet growing demands for disclosure of mineral assets.

Jan 1, 1983

By A. T. Iannacchione

Unfortunately from 1991 through 1995, 44 miners were fatally injured in the stone industry. Of these 12 occurred at underground mines from a total work force of less than 2,000 miners. Nine of these 12 miners were fatally injured in falls of roof or rib. A safer environment for the miners can be achieved by evaluating the nature of the hazardous ground and by developing more efficient and effective ground control strategies. Roof and rib conditions in the underground stone industry were observed and assessed at 33 mines in Illinois, Indiana, Kentucky, Maryland, Missouri, Pennsylvania, and West Virginia (Figure 1). Hazard assessment indicated that those ground failures occurring under moderate to substantial overburden ( > 30 m [100 ft]) were caused by stress concentrations and geologic structures. Ground failures near the surface are caused by solution (water) processes. Selection of the mining horizon and mine layout decisions tremendously influence ground stability.

Jan 1, 1997

By Malte J. M Gurgel

Subsurface spatial planning is becoming increasingly important in view of competing underground applications. This development is influenced by global agreements to reduce greenhouse gas emissions. Therefore, precise knowledge of the underground space is a basic prerequisite for future applications. The three-dimensional registration and reliable georeferencing of underground infrastructures can establish a holistic geodata basis for such tasks. Those tasks are discussed both for the development of energy projects such as deep geothermal energy as well as for storage applications. Research on geothermal energy has been carried out at RWTH Aachen University as part of the SuperC project in a license field in the Aachen area since 2001. Recently, this research has been extended to include monitoring aspects in the overlapping GEObservatorium Aachen field. The documentation and visualization of underground activities using photogrammetric methods like Structure from Motion is discussed based on recent research in sites for the final disposal of radioactive waste. Finally, both applications provide an outlook on supporting underground projects by using high-resolution geodata.

Feb 1, 2025

By David E. Sims

Asarco has been using computer-aided open-pit mine design since 1966. The in-house developed program package includes drill-hole analysis programs, interpolation routines, and three-dimensional open-pit design programs. The financial analysis step after pit design required that a reasonably accurate schedule be produced so that a good cash flow model could assess the feasibility of a project. The manual method of scheduling was too time-consuming for feasibility work, so a computerized scheduler was required. Since no computerized mine scheduling programs existed, we requested proposals from consulting firms to develop such a program. The selection of a consulting firm, the formulation of the contract and design specifications required about three years to accomplish. The consulting firm, Systems Control Inc. (SCI), of Palo Alto, spent over one year doing the programming and testing alone. The details of the program development were reported in "Computerized Year-by-Year Open-Pit Mine Scheduling," SME-AIME Transactions, December 1974. In June of 1973 the program, which SCI dubbed Optimum Resource Extraction or ORE, was installed. Version 1 of ORE was utilized successfully on three separate properties over a period of two years. During this time it became obvious that some of the original design specifications were restrictive, and certain modifications were required. The ORE program was submitted for modification, and after one year version 2 was operational in May of 1976. The program now consists of approximately 20,000 lines of FORTRAN source statements grouped into 190 subprograms, and runs in a 450K region of Asarco's 370/148 in Cranford, NJ. The Tucson com¬puter (370/115) is tied to the Cranford computer via a 9600 baud leased T.P. line, for running mine scheduling and other large mine planning programs.

Jan 1, 1979