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By W. Joseph Schlitt, Donald B. Swanson

The paper provides an overview of the role that contract mining plays in the minerals industry. Particular emphasis is on contract mining and its place in the development and operation of small to medium sized precious metal mines in the western United States. The paper begins with a discussion of the mining options available to owners. This is followed by a description of contract mining organizations and the services they provide. In addition to various mining activities per se, these can include other processing functions such as crushing and agglomeration, various types of heavy civil construction, other types of technical and administrative support, and even assistance with financing. Typical equipment spreads and unit costs are presented. Final 1 y, the advantages and disadvantages of contract mining are discussed. Liberal use is made of

Jan 1, 1987

By S. Tyson

The American Coal Ash Association, Inc. (ACAA) is an organization of producers and marketers of coal combustion byproducts. Since 1968, the goal of ACAA has been to gain recognition and acceptance of ccbs as an engineering material on par with competing virgin, processed and manufactured materials by advancing ccb uses that are technically sound, commercially competitive and environmentally safe. The use of ccbs is affected by local and regional factors including production rates, processing and handling costs, transportation costs, availability of competing materials, seasonal adjustments, and the experience of materials specifiers, design engineers, purchasing agents, contractors, legislators, regulators, and other professionals. An annual, survey of coal-burning electric utilities is conducted by ACAA to determine the quantities of ccbs produced and used in the USA. In 1993 approximately 88.5 million tons of ccbs were produced in the form of fly ash, bottom ash, boiler slag and byproduct from flue gas desulfurization (FGD). Approximately twenty-two percent of the combined production of these byproducts was used, while the remaining portion was deposited in disposal areas. The major markets for ccbs include cement and concrete products, structural fills, road-base layers, mineral filler in asphalt, grit for snow and ice control, blasting grit and roofing granules, grouting, coal mining applications, and waste solidification and stabilization.

Jan 1, 1995

By Joseph B. Novak

In the last decade or so, the importance of effective preventive maintenance controls and practices has taken on a new and accelerated emphasis. Advances in technology and changes in equipment and product designs impose more precise and demanding standards of quality, productivity and customer service at a very rapid pace. Daily, it is becoming more apparent that in order to fulfill current requirements, existing manufacturing practices and associated control programs must also be upgraded and expanded. This is particularly true in the field of maintenance services. As production and quality standards become more demanding, effective equipment maintenance takes on more importance and becomes more difficult to sustain. In modern plants, the failure of a single equipment component can shutdown a complete production line causing interruptions to operating and shipping schedules that result in costly downtime, dissatisfied customers, and reduced profits. These costly experiences can be minimized with an effective maintenance program that provides maximum equipment reliability and minimum downtime and readily adapts to revision and change. A significant feature of an effective program is the provision of controls over activities generally identified as

Jan 1, 1971

By Harrison H. Roberts

A. We are aware that many who are in the audience have perhaps heard before some of the material which will be presented. Since our firm is more closely associated with the heavy construction industry our experience is more oriented in that direction. Notwithstanding this, the subject your program committee has asked us to present centers mainly in the earth-moving field. We find a common denominator between say, the stripping of a site to uncover an ore-body which will be developed by open-pit methods, and that of excavating & transporting materials for an embankment dam, airport or other project. Both are earth-moving problems and we offer for your consideration a means of determining the most favorable method, equipment selection and resultant cost. We do considerable studies involving rock excavation for tunnels, underground powerhouses, inclined and vertical shafts for penstocks, muck-removal, electrical cable & other related underground work. Hence, we believe we speak the same language.

Jan 1, 1972

By F. Soumis

This paper describes an integrated procedure for the very short term production planning of an open pit and the execution of this plan: the truck dispatching. Integration of plan and dispatch means that the plan is realistic so that its objectives can be realized by the dispatch. This realism is obtained by supplying the plan optimization, which involves mixed integer programming, linear programming and non-linear programming, with experimental O.R. models of waiting and blending. The arrangement of these models in the computer programm has made it possible to obtain very short computing time for the planning in spite of the width of the optimisation. The dispatching of a truck is made by solving a classical assignment problem for each dispatch over a horizon of the expected*next 10-15 trucks to request dispatches. This deep-reaching dispatch procedure uses the continuously arriving information about trucks' positions and shovels situations and models by probability functions the expected waiting time of shovels and trucks. In this manner trucks and shovels are synchronized and last moments' opportunities for productivity gains can be obtained. The dispatch procedure takes .5 second on PDP11. This integrated planning and dispatch procedure gives high productivity while ensuring good blending. Results from the Mount Wright mine of the Quebec-Cartier Mining Co., where the integrated procedure has been installed on the existing computer equipment PDP11, are included.

Jan 1, 1989

By Ossi V. I. Hintikka

There are several limestone deposits around the Lohja area in southern Finland. Raw material for cement rock is mined from some of them. The formations are geologically complicated, and therefore selective mining is used whenever possible. One of these mines is the Tytyri underground limestone mine, which is divided into two parts; Törmä and Solhem. In addition to the selective mining system hand sorting or picking must be used at the Tytyri mine to improve the overall grade of the blended limestone. Some means were needed in order to improve the quality and to increase the feed rate by the elimination of hand sorting. Sorting machines were considered and eventually a Sortex 811MW was pilot plant tested at the Ojamo mine near Tytyri. This machine now continues to be used on production.

Jan 1, 1971

By Dwane K. Johnson

INTRODUCTION The small mining company faces the dilemma of how to finance the development of its properties because it doesn't have the financial resources to pay for the development costs from its own funds and doesn't have the financial strength which will enable it to borrow the money needed for development. However, with a little imagination and the right set of circumstances, a financing can be arranged for the small mining company. This paper is an attempt to describe the fundamental steps on how such financing can be obtained --in other words--what is required to provide ad- equate capital at a low cost for developing and bringing a mining property into production. Innovative financing follows from this. The basic keys for building and maintaining a successful mining company are "the four M's": Management, Market, Mine, and Money. The writer believes their order of importance is as presented and each is a building block required in order to obtain the type of financing that best suits the borrower and lender. MANAGEMENT Management must be experienced, highly organized, realistic, able to take advantage of opportunities and fulfill promises. Mine financing requires a variety of skills and concentration on the part of management. Management should have a thorough understanding derived from experience in geology, construction, mining and metallurgy and environment, marketing, and financial matters. Management must realistically visualize what will be produced at what cost and truly evaluate the risks associated so the proper security can be correctly designed. Since risk cannot be eliminated, the objective of management is to identify the risk which will be present in a given venture and assess the level of that risk which will be acceptable to the firm. Generally the risk which is present is subject to little or no modification. After management identifies and measures the acceptable risk the firm will proceed in a way that it will be least exposed. Management must determine its long-term objectives and strategies within the context of a constantly changing world. This question must be addressed before examining the sorts of risk which affect the development and operation of a specific property. The compilation and interpretation of "hard data" by competent people is good to a point but the experience and instinct of seasoned individuals are the important factors in management choosing a long-term direction for the corporation. The attitude towards risk greatly affects the goals of the corporation. Major risks in a mining project can be placed in four categories: 1. Market - Price, demand, substitution. 2. Costs - Capital, operating, financial. 3. Regulation. 4. Taxation. The feasibility study for a project is the fundamental tool used in the management of risk. Management should employ an experienced team with an established and well-understood set of ground rules for the preparation and assembly of a feasibility study. The necessary degree of realism is built into all levels of the study and if the project is technically feasible, the company's hurdle rate is then used to discount the base-case project cash flow in order to determine its financial viability. Understanding the geological significance of the mineral deposit is critical. There should be strong interplay among the pure regional geologist, the detailed mine geologist, the mining engineer, and the metallurgical engineer. The collaboration among these different disciplines will yield a feasibility study that is more reliable. The essence of this work must be appreciated and understood by the executives planning the financing. It is vital that they thoroughly understand the risks and make the proper risk assessments to cope with our rapidly changing market environment. Projecting future revenue values is paramount and is subject to much estimation. One way to mitigate fluctuations and the risk of falling prices is by selling production for future delivery. MARKET Since mining is a worldwide industry it is mandatory that bankers be aware of what is occurring in the marketplace, both foreign and domestic. The marketing of the production is a very important facet when considering financing for the small

Jan 1, 1987

By James R. Jones

The Surface Mining Control & Reclamation Act is a complex piece of legislation signed into law on August 3, 1977. It is the culmination of more than six years of debate by the Congress over the need for a national regulation of surface mining as opposed to the prior concept of regulation by each concerned state. It departs from the more normal type of law in that it includes very specific requirements, limitations and performance standards. In its procedural aspects, it is somewhat similar to the Clean Air Act and the Water Pollution Control Act in that it places primary responsibility at the state level, provided the state meets minimum national requirements. At the time of writing this paper, in late December 1978, the Interim Regulatory Program has been in effect for seven months. The proposed regulations for the Permanent Program, the draft Environmental Impact Statement, and the draft Regulatory (Economic) Analysis ware available for eight weeks before the close of the comment period on November 27. We are now awaiting issuance of the final versions of these documents. The states in which coal is mined, for the most part, have made sere revision to their state laws and are in the process of revising their regulations, or have just completed the revision, to comply with the Initial Regulatory Procedures. They are now faced with another new major effort to analyze and plan for compliance with the Permanent Regulatory Program, which is expected to be promulgated by the Office of Surface Mining of the Department of Interior by the time this paper is presented.

Jan 1, 1979

By Robert Moore Lewis

A unit for separating minerals Into two prescribed size fractions, designated as a Lewis Hydrosizer, was developed at the North Carolina State University Minerals Research Laboratory Ore samples with different mineral compositions, including coal, were separated effectively with the laboratory continuous unit Commercial size units are in operation in North Carolina and Mexico, and under construction In Norway Additional units are being built or are in the planning stage at several companies.

Jan 1, 1983

By Michael Vitale, Lee W. Abramson, Daniel McMaster, Andrew J. Thompson

"Performing risk analyses on tunnel projects has become common place and on many projects it is required from an owner or regulatory perspective. After the project is planned, designed and constructed, the data concerning identified risks, assumptions, costs, probabilities and mitigations is generally long forgotten and buried in some file somewhere. A study was performed comparing predicted risks versus actual events on four recently constructed rock tunnel projects in New York, Ohio, Georgia and California. Probabilities and costs for selectively common risks on tunnel projects have been studied and re-evaluated. Conclusions are presented that can guide future projects and the veracity of the tunnel risk analyses performed. INTRODUCTION Tunneling is a risky business. More than ever, attention is being paid to the risks associated with tunneled facilities and implications on project or program cost and schedule. Questions about why tunneling projects notoriously exceed budget numbers abound. Evaluations in retrospect and going forward have focused on the wide breadth of inherent risks associated with tunneling. More and more, these risks are being identified, studied and managed to a higher degree. As more and more scrutiny pervades the industry, little value is being obtained and leveraged on future projects. The industry seems to be headed in a direction of making the same mistakes over and over. The notion of risk evaluation has been around for decades and received wide notoriety with the U.S. Space Program and ambitious projects in the energy industry such as hydropower and nuclear power in the 1960s and 1970s (Stewart and Melcher, 1997). This led to the evolution of tunnel risk analyses with more rigorous identification of the unique risks in tunneling projects impacting cost and schedule. As tunneling risks became more readily identified, more attention has been paid to the frequency and impact of the occurrences unique to tunneling (ITIG, 2012). Currently, few tunnel projects are being planned, designed or constructed without a formal risk register that identifies the risks, mitigates the risks and quantifies the probable impacts of risks that cannot be mitigated. In hind sight on many recent projects, events that brought projects to “its knees” were not addressed in risk assessments or were not dealt with to adequately mitigate the risk of these events."

Jan 1, 2016

By N. Powell, C. F. Spollen, B. A. Wills

A discussion of the practicalities of carrying out a material balance using simple nodal sensitivity analysis is given. The calculation of the errors involved is reviewed and the concept of co-variance examined through computer simulation. The use of co-variances in such calculations is shown to be practically insignificant. The method proves to be rapid and relatively accurate provided the circuit topology is correct.

Jan 1, 1991

By K. R. Price, M. Gauna

Jim Walter Resources No. 4 mine produces coal through retreat longwall mining at 610 to 670 m (2000 to 2200 ft) of depth. A three entry, total yield pillar, longwall development experimental region was established for three adjacent longwall panels utilizing 6.1 m (20 ft) wide gate section pillars. Presently, the first longwall panel is completed with roadway deformational behavior monitored for a ground control assessment of the mining system. Data illustrate that the total yield pillar gate section design at No. 4 mine is presently comparable to gate section designs having large equal size chain pillars. Ground conditions will continue to be monitored during the mining of subsequent longwall panels in order to determine the ground control implications from multiple panel extraction.

Jan 1, 1986

By Por J. B. Evans

El mantener un beneficio óptimo sobre todo el conjunto de un emplazamiento minero necesita una constante puesta al día de las estrategias operativas. En esencia, cada estrategia es una combinación particular del gasto del capital previsto, el flujo de ingresos y el tiempo transcurrido. La selección de una estrategia basada en el beneficio potencial requiere que cada estrategia contemplada con un ordenador, un análisis tal puede ser engorroso. Este capítulo discute o desarrolla una técnica de "corte rápido" que asigna una relación de beneficio a las estrategias alternativas e identifica aquellos aspectos de una estrategia que producen mayor impacto sobre el beneficio. Esta técnica puede proporcionar valoraciones rápidas de suficiente precision para muchas de las decisiones de las estrategias operativas que se toman sobre la marcha en minas que se encuentran en explotación.

Jan 1, 1982

By S. James Campbell

Ladies and Gentlemen: Never in the history of our mining industry has the emphasis on public relations been accelerated as much as it has in the last few years. Knowing of your keen interest in this subject I consider it a great privilege that your program committee has asked me here to discuss the crushed stone segment of our industry approach to this important part of our daily business lives. As you are aware, crushed stone operations are present in almost every segment of the country wherever aggregates for construction projects are required. The tonnage of crushed stone produced is second only to sand and gravel - another source of aggregates - and this together with sand and gravel amounts to over half of the tonnage of all mined products in the United States. What is unique about this industry that will be of interest to all of you in analyzing how they have approached Public Relations? The fact that it is so wide-spread is of course obvious, but perhaps a more significant nature of this segment of the mining industry that has brought it more in the limelight of public interest and on a larger scale is the location of a large part of the quarries quite close into the urban area and population centers where you have the greatest demand for aggregate products.

Jan 1, 1969

A parametric study was conducted to establish the optimum operating conditions for the column flotation of fine coal. The parameters examined in this investigation included collector and frother dosages, feed solids content, and the volumetric flow rates of feed slurry, air and wash water. Despite the wide range of conditions studied the experimental data were found to fall along single grade-recovery curves, just below the maximum separation predicted by the release analysis technique. The deviation of the parametric test data from the release curve was attributed to the nonselective entrainment of mineral matter associated with poor froth washing. The operating point on the characteristic recovery-grade curve was found to be primarily determined by feed rate and aeration rate.

Jan 1, 1992

By William Gleason

"The times they are a changing, and, for the mining industry, the optimism is high. On Nov. 8, Donald Trump was elected as the 45th president of the United States, and the Republican Party won a majority of seats in the U.S. Senate and the House of Representatives, ushering in what many hope will be a positive change for the mining and extractive minerals industries.Trump has stated that one of his top priorities as president will be to increase spending on the nation’s infrastructure, which could help spark a boom for mining. He has also pledged to bring back coal jobs and reverse many of the environmental regulations that were put in place by the Obama administration. However, before the mining industry gets too far ahead of itself and plans for another Super Cycle, there are stark reminders that any work in the natural resources sector is complicated and challenging. On Dec. 4, the U.S. Army Corps of Engineers announced that it would not grant an easement that would allow the Dakota Access Pipeline to pass under a portion of the Missouri River in North Dakota. The proposed crossing of the oil pipeline is approximately a half a mile upstream from the Standing Rock Sioux’s Reservation, and for months, hundreds of protestors camped out at the site in an effort to halt the project, saying they feared how it would impact water supplies and sacred lands.Energy Transfer Partners, the company building the pipeline, said the pipeline is a $3.78-billion investment that will connect the Bakken and Three Forks production areas to major refining markets. The company signed voluntary easement agreements with landowners representing more than 85 percent of the properties along the four-state route but faced an organized protest from the Sioux Nation at Standing Rock. The protest gathered momentum and support through social and traditional media and became the focal point of global environmental and indigenous activism. The protestors claimed victory, at least temporarily, when the Corps of Engineers said it would look for alternative routes for the project. It’s a decision that could lead to a lengthy environmental review and one that has the potential to block the construction of the pipeline for months or even years."

Jan 1, 2017

By R. A. Franks

An evaluation of a nuisance-emissions-discriminating smart mine fire sensor system was made in an operating coal mine. These field evaluations were conducted to determine the sensor system?s ability to discern nuisance emissions, such as diesel exhaust, emissions from flame cutting and welding operations or hydrogen gas from a charging station, from real fires and to compare the number of falsely reported fire alarms generated between the sensor system and a standard carbon monoxide (CO) monitor. The sensor system?s ability to operate successfully in the working environment of an operating coal mine was also evaluated. The smart mine fire sensor system consisted of four sensors whose data outputs were fused with the use of a neural-network-type computer program. Long-term trials were conducted in a haulage way, a belt entry, and a track entry. The system functioned successfully in the belt entry, in accordance with its developmental goals, where the sensor system even discriminated events not anticipated during development. It was not totally effective in the haulage way and track entry, though, due to a combination of significant diurnal air temperature variations, dust, and mechanically induced vibrations. Also, deteriorating rib conditions contributed to operational problems in the haulage way evaluation. In general, the smart mine fire sensor provided nuisance emissions discrimination and was shown to be a viable new approach for mine atmospheric monitoring, enhancing miner safety. This paper describes the in-mine evaluation of the smart mine fire sensor system and discusses recommendations for improving the system. Disclaimer: The findings and conclusions in this report are those of the authors and do not necessarily represent the views of the National Institute for Occupational Safety and Health.

Jan 1, 2008

By Suzanne Smith, Frank C. Fantauzzo

Introduction America's workforce is the heart of the nation's economy. The health of its members is a matter of national priority. Statistics show that the most common cause of job difficulties is excess use of alcohol or other drugs. Up to 75% of these troubled employees can be returned to productive careers at little expense and with great benefit to their industries. Of the 1.5 million private corporations in the US, only about 500 have alcohol treatment programs. Even fewer have drug abuse programs. It is time that the myths and prejudices surrounding alcohol and drug abuse are dispelled and help is offered. Corporations and labor unions are now finding that programs to treat these diseases benefit both the employees and the industry. The employee derives health and job security. The company sees increased productivity and decreased costs in sick pay and absenteeism. Unfortunately, three-fourths of the nation's 90.5 million workers are employed in establishments of fewer than 500 employees. In these settings, it is unlikely that either management or the unions will take the initiative in developing programs. Alcohol alone affects the health and productivity of nearly 8% of any workforce. This translates to more than 5 million employees in small business. These workers present an opportunity and a challenge. Alcohol abuse costs the nation nearly $116 billion annually. Seventy billion dollars is attributed to lost production. Medical expenditures related to alcohol are estimated to be nearly $13 billion. The National Institute on Drug Abuse (NIDA) estimates the cost of substance abuse to industry to be in excess of $4 billion a year. In addition to its economic impact, substance abuse has serious personal and social consequences. The mining industry experiences the same exposure as other industries to alcohol, drug abuse, and other employee problems. However, the existence of these problems poses special hazards because of the unique conditions found in mining. Mining has many safety and health hazards. Employees must have full control of their faculties and give full attention to the tasks at hand. Designing employee assistance programs An Employee Assistance Program is a cost-effective, confidential, early intervention system. It is designed to help employees

Jan 11, 1987

By Michel David

Once a mineralized body has been delineated, drilled and estimated from surface samples, it often happens that before the final go-no-go decision is taken, an underground sampling program is decided, very often via a ramp which hopefully will be later used to extract the ore. The cost of such a program can be close to a million dollars. On other occasions, when a property changes hands and is reexamined maybe 20 years after the original drilling program, a "check sampling" program is carefully, designed to make "sure" that the old assays are "correct". One may fear poor sampling practice in old days, or deliberate highgrading by promoters. Again one may be talking of resampling cost which may be in the six-figures range. Other similar situations include the drilling of a few large diameter holes to ascertain the validity of a majority of small diameter drill holes, or auger drilling, or back-rimming. In uranium checking radiometric information is also a problem related to the above ones.

Jan 1, 1979

By R. Adsero

"In view of the decade long decline in worldwide mine equipment productivity and with heavy economic pressures and survival at risk, improvements for those remaining in the game are essential. The latest Multifactor Productivity data for the US mining industry indicates a continuing descent with Australia on a similar course. The world’s mining industry has a fleet of over 400 large draglines moving billions of tons of material annually. The most efficient use of this equipment resource will provide a competitive advantage to those companies who are committed to improving performance. A dragline monitoring system is a requirement for optimum operations. The monitor reports the facts. Focused actions can change the facts and create improved performance. Analyzing monitor data to build knowledge and create understanding is a beginning. Understanding the key productivity indicators for dragline operations and an effective benchmarking process are the basis for improvement. There is overwhelming evidence that adopting new technologies and concepts including AC drive technology can and will bring about a step change in dragline operating cost with improved production performance.STATE OF THE MINING INDUSTRY A high altitude review of the state of the mining industry provided by a study of multifactor productivity shows a continuation of lower and lower output year on year for the capital and labor inputs applied. The story is sadly similar for both U.S. mining and the Australian mining sector. In fact, according to PwC analysts the worlds mining equipment productivity has declined 20% over the past seven years. (Lumley, 2014) Although the reasons for the continuing decline in mining productivity are varied, the need for improvement is clear. The world’s mining industry fleet of well over 400 large draglines moves billions of tons of overburden and ore (phosphate, limestone, etc.) annually.This discussion will review a few of the tools available for improved productivity in dragline operations."

Jan 1, 2016