Search Documents

By J. R. Schafler, J. L. Brinkman

"Since the year 2000, 59 miners have lost their lives to explosions occurring in underground coal mines in the US. More accurately, those explosions were methane ignitions that propagated through the mines due to coal dust involvement; despite current explosion prevention standards. There are 4 basic strategies employed to manage the risk of coal dust explosions in many other coal mining countries around the world: removal of the coal dust, wetting of the coal dust to prevent it from becoming airborne, mixing of the coal dust with stone dust to increase the total incombustible content, and explosion activated barriers which make the entire roadway inert. However, American standards only mandate the first 3 of these 4 methods. It is possible that US coal mine safety measures could benefit from the implementation of the 4th method, the use of explosion barriers. This paper will discuss differences/similarities in barrier regulations used in other countries, as well as some potential difficulties with adapting a stone dust bag barrier system to US underground coal mines. Also, details and feedback gathered from two operating mine site trial barrier installations will be shared.INTRODUCTION Since the year 2000, 59 miners have lost their lives to explosions occurring in underground coal mines in the United States (US); 29 miners were killed at the Upper Big Branch mine in 2010, 5 at the Darby Mine No. 1 in 2006, 12 at the Sago Mine also in 2006, and 13 at the Jim Walter No. 5 Mine in 2001.[14] To be more accurate, the explosions that killed those miners were methane ignitions that propagated through the mines due to coal dust involvement.[18, 19, 20, 21] These deaths occurred despite current explosion prevention strategies, standards, and regulatory oversight. This poses the question, can more be done in the US to prevent coal dust explosions and their widespread damage. In review of current practices and regulations from several large coal mining countries, a disparity in prevention strategies arose. The main difference between the US and other countries was that the US does not encourage, mandate, or regulate the use of explosion barrier systems as an additional coal dust explosion mitigation measure. This raised many questions. First and foremost was whether or not the US coal mining industry and its miners could benefit, in terms of safety and fatality prevention, from the implementation of the explosion barrier systems that are used in other countries. Furthermore, are there significant differences between the coal mines in countries where explosion barriers are used and US coal mines, which would preclude the system from being adapted and implemented in the US? Also, what are the similarities and differences in explosion barrier systems, use, and regulations between other countries that use them?"

Jan 1, 2017

By Juan P. Camus

Mining is one of the oldest industrial activities. Its products are essential to modern civilization. Paradoxically, and despite a deep-rooted belief to the contrary, mining is not a lucrative industry— at least not in the aggregate. This assertion is true not only for recent years, one of the weakest periods in terms of metal prices, but also for a long time past. In 1776,Adam Smith said in The Wealth of Nations: “Of all those expensive and uncertain projects, how-ever, which bring bankruptcy upon the greater part of the people who engage in them, there is none perhaps more perfectly ruinous than the search after ... mines. It is perhaps the most disadvantageous lottery in the world... Projects of mining, instead of replacing the capital employed in them, ... commonly absorb both capital and profits.”

Jan 1, 2002

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 Olivia Perkins, Shawn Sismondi, Adrian St. John, Vicky Potts

"INTRODUCTION An inherent aspect of any tunnelling project is ground risk: how it is identified, quantified and managed throughout the various stages of a project. Early identification of these risks, such as adverse ground conditions or potential obstructions is crucial; however specific identification of all risks will inevitably be limited by the extent of the desk study, ground investigation and accuracy of as-built information available, particularly in a densely populated urban environment such as London with a long and varied history of development. It is therefore crucial to have suitable plans and procedures in place for dealing with potential ground risk scenarios if they occur during construction work to ensure the safety of the workforce and to protect nearby critical assets. A number of experiences of potential ground risk were encountered during the Sprayed Concrete Lining (SCL) works on Crossrail contract C300/410 which was constructed by a joint venture of BAM Ferrovial Kier (BFK). The C300/410 works, undertaken in the heart of London, comprised of over 2.5km of SCL tunnels for Bond Street and Tottenham Court Road Stations and the Fisher Street crossover, as well as two 6.2km TBM tunnel drives between Royal Oak and Farringdon. BFK appointed Donaldson Associates as their SCL designers for the works; together they were responsible for excavation stability up to the point of ring closure. Despite the majority of SCL tunnelling works at Bond Street and Tottenham Court Road being through the favourable medium of London clay, there remained areas of local geotechnical challenges. Some of these were expected from the outset, some became apparent as works progressed from records of other nearby excavation works, and some were only encountered during tunnel excavation. Being located in the centre of London meant that there always remained a possibility of meeting some form of obstruction from previous structures. However, identification of all potential issues prior to the commencement of the works was challenging and proved to not be entirely possible. Through a series of case studies, this paper documents incidents where obstructions or adverse ground conditions arose. These scenarios all had the potential to cause safety risks, impact the tunnel design and/or construction methods and ultimately add time and cost to the works. The paper discusses how these challenges were overcome which utilised in part, a progressive risk reduction cycle, feeding back knowledge gained at all stages of construction into the approach for undertaking the works. It also examines what could be done in future to further reduce the ground risk through early identification, communication, education and appropriate contingency measures."

Jan 1, 2016

By R. R. Guzman

In this study, the "Mine Project Risk Management" methodology, MPRM (Botin et al. 2011), has been applied to characterize the sources of uncertainty and to quantify risk in the mining engineering stages of Block Caving mining method. As the result, rock mass caveability and ore fragmentation were identified as the two most relevant parameters of this process and a methodological model has been developed to quantify the risk associated to each of these two parameters. Furthermore, the applicability of the proposed model has been validated using as a case study the Chuquicamata Underground Mine Project in Chile.

Feb 23, 2014

By T. H. Phillips

The Mission Mine is an open-pit copper mine located 18 miles south of Tucson, Arizona in the eastern foothills of the Sierrita Mountains. Mining is done on 40 foot benches using P & H 2100 shovels and 170-ton Terex trucks. Drilling is accomplished With two (2) Bucyrus-Erie 45R?s, one (1) Bucyrus-Erie 60R and two (2) Ingersoll Rand T-5?s. For secondary drilling. a Joy VCR-ISO truck mounted drill is used. The mine is currently operating 3 shifts/day, 7 days/week at 59,100 tons per day, with the mill receiving 28,500 tons per day. The management of the drilling and blasting program requires extensive record keeping in all phases of the operation. This is essential in order to evaluate different products and procedures.

Jan 1, 1988

By Paulo Roberto, S. M. Roberto, Francisco Valadares Póvoa, Evandro C. Silva

The market of mineral goods worldwide is characterized by a growing pressure on suppliers for better quality products, lower prices and productive processes which are energetically efficient and environmentally friendly. These pressures force the mineral industry to re-think not only the present models of exploitation of natural resources and production, but also their own model of techno- logical development. This paper outlines the model and the experience of Technology Strategic Planning (TSP) adopted by CVRD to face these demands, warranting and expanding its participation in the current markets and developing new businesses.

Jan 1, 1998

By Francesco Chiappalone, Miriam Piemontese, Lance Waddel, Paolo Perazzelli, Emidio Tamburri, Roberto Schuerch

The Three Rivers Protection & Overflow Reduction Tunnel is part of the Long-Term Control Plan of the City of Fort Wayne, Indiana (USA). The 4.9 m internal diameter tunnel, of length approximately 7.5 km, is excavated at a depth of approximately 40–60 m through carbonate rocks using a slurry TBM. Due to the high hydraulic conductivity of the rock mass and the high in-situ ground water pressure (up to 6.5 bar), the management of the water inflow during the TBM advance and standstills, represents the major challenge for the project. This paper outlines the geotechnical conditions and the hazards related to the large water inflows expected in the pre-excavation phase and discusses the experience gained during the construction of the first 8,224 feet (2,507 m), (first third of the total length of the tunnel).

Jun 13, 2021

By H. J. M. Rose

Arising out of the world energy crisis and the increasing demand for nuclear fuels, the Elliot Lake operation of Denison Mines Limited is currently expanding its facilities to meet its increased contractual obligations of some 90,500,000 kg of uranium oxide between now and the year 2011. The mining of uranium is subjected to increasingly stringent environmental controls by governmental and associated agencies so as to safeguard the health of the employees. A heavy burden of responsibility is thus placed on the Ventilation Department to ensure, through efficient planning and good control, that satisfactory ventilation conditions prevail throughout the entire operation. Management realized at the outset of the present phase of this expansion, that the establishment of a properly organized and administered Ventilation Department would be essential to ensure that long term production goals are achieved within the numerous constraints imposed by existing legislation. The paper describes the formation of the department by recruiting technically competent, but largely inexperienced, ventilation personnel, their practical training programme, the departmental structure and the operational and control responsibilities of the ventilation staff.

Jan 1, 1980

By D. W. Mitchell

Never increase, reduce, or remove ventilation without unquestionable, compelling reasons. This rule applies every day as well as when fighting fire, attempting to find survivors, or recovering the mine. Right now in some mine a miner is adjusting a regulator in one place to get more air into another. The chances are the desired result will be achieved. Has the miner done a good thing? NO! Solving the immediate problem reinforces the belief he or she can do it again. That "again" might be, to give but one of many examples, the explosion in Greenwich No. 1 Mine. Robbing the proverbial Peter can be the prelude to disaster in a mine. Reducing the airflow is a common practice when fighting a mine fire. In fact, some people have been taught to do that at MSHA's academy. People who believe that to be proper must be people who never experienced a fire. To fight most fires you have to scramble to get enough air. An explosion demands totally different "thinking". If people are soon to go into the mine, DON'T adjust the ventilation. If teams are in the mine, each affected area must be explored or sealed before making any ventilation change.

Jan 1, 1993

By David Brown, Glen Hall, Ken DeVos, Frank Barone

Dredging and Flooding was completed on the Falconbridge Limited "New Tailings Area" in the period from 1996 through 1998, as part of their site closure measures. Part of the decision making process and closure planning was water quality prediction, including oxidation and diffusion modelling. The purpose of this modeling was to define the potential water quality that would result during and after dredging. A significant body of research on the geochemistry and oxidation kinetics of this site had been compiled. The results of the modeling provide practical insight on the potential water quality that may be expected. Water quality in the pond has steadily improved since flooding was completed with the exception of short term peaks during spring runoff. Aquatic vegetation is appearing through natural recovery and transplanting of local species, and colonies of minnows are now observed in the ponds.

Jan 1, 2000

By Chris A. Minnucci

In 1978, the U.S. Department of Energy funded a 2-year study to identify and quantify causes of the post-1969 coal mine productivity decline. A large number of factors hypothesized to have affected productivity during this period were analyzed using regression techniques. The results were particularly interesting for two of the factors--mining method and shift scheduling. The study results indicate that the use of longwall mining has an insignificant impact on overall mine productivity, compared to other methods, and mines operating on a two-production shift per day schedule are more productive than mines employing other shift schedules.

Jan 1, 1984

By Clark Woodland, William E. Stanley

Mining companies have been required to enter a "new era of management" in the 1980's as they strive to become more efficient in an increasingly competitive market place. One response for many companies has been to modify their mine accounting systems to make them more effective for cost control and decision-making. This paper discusses some of the major issues in developing and implementing a standard costing system as part of improved management reporting and cost control procedures. It describes the key features and benefits of a computerized standard costing system with particular emphasis on budget-setting and variance analysis. It also identifies important factors to be considered in order to achieve successful project planning and Implementation.

Jan 1, 1987

By Steve Karl

Introduction Technological advances in mining and processing have started the domestic mining and mineral industry back on the road to competitiveness. A massive trade deficit, however, coupled with foreign competition and more government regulations threaten to slow this recovery. So say mining executives in Colorado and Minnesota. These industry decision-makers agree that their challenge is to continue the technical innovations of their industry. The journey back to profitability and competitiveness means improved products, they say, but at lower production costs. At separate gatherings in January, officials in both states said that they believe their industry is up to the challenge. Worker attitudes will have to change, they understand, and management styles will need adjusting. And, while they are willing to make the necessary adjustments, they are going to need some help. Or, at the very least, less interference from the federal government. Foreign markets, all but closed to American products, must be opened up on a reciprocal basis. The nation's $170 billion trade deficit is a priority item that can no longer be ignored. And, closer to home, federal and state environmental regulations concerning mineral production must themselves be monitored. 1987 in Colorado While Colorado's service and trade industries should have a fairly good 1987, the state's mining industry can expect another disappointing year filled with layoffs and declining profits, according to the Colorado Mining Association. Once again, foreign competition and government regulations are seen as the main reasons for the mineral industry's woes. And state mining officials see little relief until at least the 1990s. Speaking to a group of reporters at its annual press briefing in Denver, CMA officials said Colorado's overall nonfuel mineral production is expected to fluctuate between a flat and declining growth trend. Mining employment in the state is expected to fall by 400 people this year, to about 7500. In 1981, Colorado mines employed as many as 17,800 people. During the 1970s and early 1980s, the employment rate in mining in the state grew by 12% annually, according to a summary report compiled by the CMA. Last year, worldwide molybdenum production continued to exceed demand US moly producers, therefore, were forced to continue their familiar path of production cutbacks, as well as workforce reductions. And some molybdenum mines in the US closed altogether, the CMA report stated. In Colorado, Amax's Climax and Henderson molybdenum mines operated at about 50% of combined capacity. Climax employed about 200 people at the beginning of 1987, producing about 5.4 kt/d (6000 stpd) or ore. Henderson employed about 700 people, producing about 24.5 kt/d (27,000 stpd) of ore. In coal, the number of licensed coal mines in Colorado has declined from 124 in 1960 to 43 in 1986, of which only 23 were producing. Once a stable source of employment and production, the metallurgical coal industry in the state has only one surviving metallurgical coal mine, Mid-Continent's Orchard Valley mine. High production and transportation costs, weakness in the US steel industry, and a weak market position have contributed to the decline, the summary reported. "The challenge facing most mining companies in the United States today is to survive," said

Jan 3, 1987

By R. L. Hills

America's industry uses about 44% of the total energy consumed by the nation directly as fuel burned in industrial plants or indirectly as fuel burned by utilities to provide electric power. In addition, industry requires raw materials or feed stocks derived from fuel sources or having fuel value. This represents about 11% of total U. S. energy consumption, bringing industry's portion to about 55%. Adding that portion of energy consumption required by the transportation sector to move raw materials, intermediates, and finished products, the total energy impact of industry approaches 213 of total U. S. consumption. It is obvious that American industry has the largest share in the task of balancing energy demand and supply. What are we going to do? -- We must increase the supply of energy and increase the beneficial results obtained from each unit expended. Both avenues, unfortunately, are limited in extent and speed. Increases in supply cannot occur without drastic and permanent increases in cost. These increases in cost are un- desirable and inflationary but do provide incentive for the rational businessman to expend the effort and money required to improve the effectiveness of energy in industry.

Jan 1, 1975

By R. G. Eggert, M. R. Walls

A mining CEO's willingness to participate in risky investment opportunities significantly affects a company's strategic-investment decisions. Decision-analysis techniques provide a mechanism for measuring a CEO's risk tolerance and ability to make formal comparisons of risk propensity among mining firms. The authors developed a methodology for measuring CEO risk tolerance. The findings from a confidential survey of mining CEOs are presented. The results from the survey suggest that: •mining CEOs are overwhelmingly risk averse when considering investment decisions; •CEOs of small mining firms are significantly more risk averse than CEOs of large mining firms; and •there appears to be some differences between Australian and non-Australian CEOs regarding their willingness to participate in risky investments. The results of this survey suggest that CEOs are pursuing objectives other than, or in addition to, maximizing shareholder wealth and that they act to reduce the financial exposure associated with strategic investments.

Jan 1, 1997

By Paul D. Tomlingson

The difficult and often harsh working environment of the mining industry can stress both personnel and equipment to the extreme. Often, the unintended consequences of this environment lead to confrontations between departments, as each goes about its tasks of mining, maintaining or supporting these activities. On occasion, the confrontations may result in criticism of other departments for perceived or real sins or omissions. The offended department may not be able to change the circumstances, but can only complain while frustration persists. The most effective solutions are the actions of the mine manager. By establishing mutually supporting roles of each department and specifying conditions for the interactive conduct of maintenance, the mine manager can better assure that the inherent problems of the mining environment are neutralized.

Jan 1, 2011

Cost reduction programs can focus on total cost or unit cost, but unit cost is usually the principal objective. The production cost per unit is: [Unit cost = Total cost Production volume] Consequently, any activity that reduces the total cost or increases the production volume will reduce the unit cost. Production volume is increased by (1) maximizing the availability of the production equipment and (2) maximizing equipment performance during periods of operation. Most operations managers routinely focus on volume because the factors influencing volume are generally well understood and congruent with the managers' technical skills. In fact, production volume (as a percentage of maximum achievable capacity) is widely recognized as one of the most significant measures of operational performance.

Jan 1, 1999

By John MacDonald

An unstable economy has shown businesses what the mining industry has known for decades ? a successful business location today may not succeed in the future. Unexpected expenses, natural events and workforce changes have a big impact on the costs of production. To help focus production and maintenance budgets, mining executives are increasingly turning to production metrics to make key decisions. Role of mine and mill data Companies employ a variety of information systems to allow employees to accomplish their operational tasks, and each worker is focused on the metrics, or key performance indicators (KPI), for his or her individual function. For example, machine operators monitor throughput and cycle time to keep the machines running continuously and to meet daily production quotas. Meanwhile, the maintenance teams monitor machine performance, overall equipment effectiveness (OEE) and meantime between failure to predict and help prevent downtime.

Jan 1, 2013

By J. Burrows

The Chamber of Mines of South Africa is an association of major mining corporations, gold mines, coal mines, diamond mines and other metalliferous mines. It looks after those interests of its members which can best be handled on a co-operative basis. The Chamber's activities include the engagement of labour; the negotiations of all labour matters, including minimum wage rates, with recognised trade unions and associations; the carrying out of advanced technological research; representing the industry in dealings with the government and the administration of miners' training colleges and rescue training stations. Subsidiary companies of the Chamber handle matters such as the refining of gold and other metals; the processing and marketing of uranium and the marketing of Krugerrands. The thirty-two gold mines members of the Chamber of Mines of South Africa produce approximately 694 tons of gold per annum. To achieve this they employ 430000 persons and break about 8400 kilotons of rock per month. The working revenue is approximately 4 225 million US dollars per annum and the annual working profit is approximately 2 050 million US dollars. The electric power consumed by the gold mining industry is 1650 MW, about 20% of the total power produced in South Africa, and the annual costs of this power is approximately 200 million US dollars per annum. It is estimated that about 25% of this power is used for ventilation and refrigeration appliances. Thus the annual power costs for ventilation and refrigeration is approximately 50 million US dollars. The gold bearing reef is a narrow tabular deposit situated at varying depths throughout the gold fields. The weighted mean rock breaking depths and, virgin rock temperatures range from 1 700 - 9 000 ft (520 - 2 740 m) and 68 - 113°F (20 - 45°C) respectively. The maximum virgin rock temperature at which mining currently takes place is 130°F (54.5 C). Obviously at such depths and temperatures and with such a large labour force the provision of an acceptable environment is critical and to achieve this 59 000 000 cfm (28 000 m3/s) of air is downcasted during the main shift and 122500 tons (430 MW) of refrigeration are provided. Legislation in South Africa requires that on metalliferous mines when more than 1000 persons are employed underground during any one shift the manager shall appoint one or more ventilation officers. The legal responsibilities of the ventilation officers are concerned mainly with the measurement and control of dust. In practice, this is not the main part of their work and ventilation personnel perform many other duties such as measuring and controlling the distribution of air, checking the performance of fans and cooling plants, planning air and refrigeration requirements and, more recently, measuring and controlling noise and illumination levels. Ventilation personnel are specialists who provide management with advice on all matters relating to the mine environment. At the present time there are 506 persons engaged as ventilation personnel in gold mines and a further 1744 persons are employed in gold mine ventilation departments in a non-technical capacity, for example as construction workers, filter cleaners, fire patrollers, etc.

Jan 1, 1980