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Metso Minerals Process Technology Asia-Pacific (MMPT-AP) has been working with many mining companies worldwide performing `Mine to Mill' or Process Integration and Optimisation (PIO) studies. MMPT-AP has developed a proven methodology to improve the efficiency of the mine-mill interface and gain maximum benefit. The PIO methodology involves rock characterisation, mathematical modelling and simulation to generate a list of operational and control changes for both the mine and concentrator. Following the methodology, the list of recommendations is developed relatively easily; the more challenging part depends on the company. Success of a PIO project relies on the ability of an organisation to implement change - both operationally and culturally: the human element. When a PIO project is started, there is initial interest and commitment from the company. But how can this be maintained? How does an operation know if the benefit continues? MMPT AP is now developing long-term relationships with clients to ensure that the increased production and improved efficiency continues. Direct and indirect measurements are used to determine the key factors involved and to understand the cause/effect relationships. Simulation tools also can be used to compare current with recommended practices - so when material properties vary over time, the benefits can still be quantified. PIO is about empowerment: by measuring and understanding what parameters affect concentrator performance, the site personnel now have the knowledge to make a difference. Rather than simply reporting variable or poor concentrator performance, operations can predict when production will be affected and put controls in place to prevent it from happening. This requires support and commitment from the company or `buy in'. Ensuring this buy in continues is the challenge facing every company involved in PIO work - but the benefits are well worth it. This paper will review MMPT-AP's experiences in implementing PIO projects in the long term: from both the consulting and operational viewpoints. MMPT-AP's involvement with a number of companies will be discussed as examples of what works and what does not.

Jan 1, 2007

By J. B. Rasmussen

As part of a purchase of a fleet of Caterpillar 785 trucks, Round Mountain Gold Corp., Cashman Equipment Co. and Caterpillar Inc. entered into a four-year contract for the major maintenance of the fleet of trucks. This contract includes fixed costs and guaranteed availability. The results have been excellent, and the fleet of trucks performs well. History The Smoky Valley Common Operation is a unique mine. Through a mixture of diligence and foresight, it has become the largest open-pit, heap leaching gold mine in the world. This was no small feat considering the remote area surrounding the mine. Round Mountain is located in north-central Nye County, NV. To the east of the town and mine lies the Central Toquima mountain range. To the west is the Toiyabe mountain range. Between them is the Big Smoky Valley, a flat expanse of sagebrush, salt grass and fine dirt.

Jan 1, 1991

By T. Warren, R. Pender

"Significant strides have been made during the past decade to integrate the traditionally separate administrative functions of financial management, materials management and maintenance management.In 1983, Key Lake Mining Corporation (KLMC) brought on-stream one of the most technologically advanced mining operations in North America. There was a requirement to support this new facility with state-of-the-art management information systems.This paper will discuss the development and evolution of the corporation's computerized information systems with specific emphasis on the utilization of computer systems to assist maintenance personnel in performing their work activities:Note: In August of 1989, the administration and operation of the Key Lake Mine was assumed by CAMECO - A Canadian Mining and Energy Corporation.IntroductionThe Key Lake Mining Corporation was incorporated in 1979 and operates a $500 million uranium mining and milling complex located in northern Saskatchewan.The feasibility study and environmental impact statements for the Key Lake Mine were submitted in 1979and in August of 1981, following a public inquiry, approval to proceed with construction was granted. Ore processing commenced in October of 1983 and during 1984 a total of 10.4 million pounds of uranium oxide (U3O8) was produced. In 1987, an annual production of 13.5 million pounds was achieved clearly establishing Key Lake Mining Corporation as the world's leading producer of uranium oxide. Current ore resources are expected to extend production of the Key Lake facility into the year 2000."

Jan 1, 1990

By T L. Horsley

The change from a seasonal to a continuous mining operation at Cassiar has been accompanied by increased emphasis on the preventive maintenance of mining equipment. This paper describes how equipment maintenance is organized, and details some maintenance practices that have proved advantageous to the Cassier operation. Introduction Cassiar Asbestos Corporation Limited is currenly carrying out an open-pit mining operation at the 6,300-foot elevation on McDame mountain in northern B. C. A 6-mile road connects the mine to the mill and plantsite at the 3,500-foot elevation. Ore concentrate is delivered to the mill via a 3llz-mile tramline. Naturally level ground does not exist in the mine area. The weather is typical of mountainous regions, exhibiting wide and rapid variations in temperature. It is generally wet and windy at the mine elevation, and a heavy snowfall is common. The rock types vary from a soft, sheared serpentine to massive serpentine, to medium-hard, friable sediments to hard, blocky volcanic flows.

Jan 1, 1964

By E. W. Davis

This paper deals with the role of the Maintenance Department in a milling operation; specifically, the Mines Development, Inc., processing plant at Edgement, South Dakota. The goal of very maintenance department is the smooth and uninterrupted operation of the plant it serves, To achieve this goal, maintenance men adapt various features and procedures into a program designed to fit the characteristics of their particular plant operation. A few of the basic elements of a sound maintenance program are: 1, A periodic preventive maintenance schedule. 2, A systematic inspection and lubrication procedure. 3. A training program for maintenance personnel. 4 A good equipment-history file system, 5. A carefully planned spare parts inventory.

Jan 1, 1962

By William V. Robinson

The Iron Ore Company of Canada mines, processes and ships crude iron ore, concentrate and pellets from the rich ore bodies of the Labrador Trough area in the extreme north-eastern part of Canada, some five hundred miles from Montreal (see figure 1). There are three main sites of activity. At Schefferville, approximately 12 million tons a year of crude ore (chiefly limonite) are mined, crushed, screened and shipped to Sept-Iles. At Labrador City, 40 million tons of specular hematite are mined annually for processing into 17 million tons of concentrate. Of this, 9 million tons are converted into pellets. All product 1s shipped to Sept-Iles. At Sept-Iles, on the north coast of the St. Lawrence, a six million ton per year concentrator and pellet plant process much of the Scheffervllle ore into high-grade pellets. Also at Sept-Iles are the company's administration offices stockpiles and shipping facilities. The Terminal facilities can berth and load a 250,000 ton bulk carrier at 19,000 tons per hour.

Jan 1, 1975

By L. M. Scovell

The Internet and its related technologies will radically change the way that mines manage and control their maintenance, repair, and operating supply chains. The Internet is creating new distribution channels and offers new technology platforms with significant advantages over more traditional methods. Mines will have to re-evaluate both the strategies and the tactics employed in these areas. Mines will use e-commerce to integrate their maintenance, repair, and operating supply chains. The integration will extend beyond traditional trading partners to a worldwide network of communities with similar interests and goals. The changes will transform the way mines operate, lower mining costs, and thereby increase their chances of success in an increasingly competitive environment.

Jan 1, 2000

By A. T. Iannacchione

Recent fatal injuries occurring during pillar retreat coal mining call for better identification of the hazards and recognition of risks. Ground control hazards associated with room-and-pillar retreat mining tend to intensify with depth, requiring extra precautions in the form of additional controls. In many locations these activities are further complicated by local complexities often associated with unique or novel circumstances, such as over-mining or under-mining. One technique recently studied by NIOSH, Major Hazard Risk Assessment (MHRA), may help mine operators to mitigate the risks associated with pillar recovery operations. The approach was trialed at two underground coal mines in southern West Virginia that are currently practicing pillar recovery. The first step in the MHRA process involved reviewing the segments or parts of the pillar extraction mining system and identifying associated hazards and threats to the operation. Some of the high risk hazards at these two sites included: ? Rock fall during pillar extraction covers equipment and injury ? occurs during recovery operations, Rock fall above the roof bolt horizon, potentially injuring ? workers and/or requiring recovery action,Rib fall under deep cover, potentially injuring workers, and; ? Strata instabilities associated with subsidence of the ? interburden due to simultaneously mining two seams in close vertical proximity to one another. The mines? risk assessment teams then considered each threat individually in order to systematically identify potential unwanted events. The top unwanted events were examined individually using structured risk analysis tools. The output from the process includes a list of priority existing controls for monitoring and auditing, and a second list of potential new controls. These controls consisted of: ? Examples of best practices, ? Enhanced communication, ? Implementing standard operating procedures (SOP), ? Protocols for emergency response actions, ? Effective layouts, ? Efficient monitoring, and; ? Successful audits. This paper documents the process as it unfolded at the two mines, and analyzes the strengths and weaknesses of the MHRA technique as it applies to pillar recovery operations. This work was part of a larger NIOSH research project. NIOSH was responsible for: 1) facilitating the risk assessment process known as Major Hazard Risk Assessment (MHRA), 2) documenting the risk assessment process, and 3) providing mine management with a written draft summary of the risk assessment process. The results of the risk assessment represent the thoughts and opinions of the individual risk assessment teams and should in no way be construed as an endorsement of the risk assessment output by NIOSH or the University of Pittsburgh.

Jan 1, 2009

By Gregory R. Gorrell

The legal issues surrounding the regulation of subsidence are among the major concerns facing the underground mining industry today. Whether subsidence occurs almost immediately as a result of longwall mining or without warning as a result of room and pillar mining conducted years ago, the resulting disputes are highly controversial and typical of the disputes involving the competing interests of surface and mineral estate owners. Until recently, the law governing these disputes was firmly established under the common law. The passage of the Surface Mining Control and Reclamation Act 1, the utilization of new mining technologies, and the general heightened environmental awareness of our times, however, have interjected new issues into this area of the law. State and Federal court decisions and administrative agency interpretations have helped clarify some of the issues. However, as evidenced by the many recent lawsuits between operators, surface owners, and regulatory agencies, many uncertainties still exist.

Jan 1, 1986

By L. P. James, W. W. Atkinson

Utah has produced about one billion troy oz. (31.7M tonnes) of silver, more than any U.S. state except Idaho. Several very high grade ore systems, now closed, occur within large polymetallic limestone-hosted districts related to plutonic complexes. These Utah mines fed several major lead smelters for nearly a century. Interaction of magmatic chloride-rich fluids with carbonate rocks localized significant bonanzas within these districts. A low sulfidation state was produced in the fluids by their passage through limestones. The Bingham porphyry mine has also yielded more byproduct silver than other porphyry copper-gold systems. Away from exposed intrusive rocks, some large silver-only systems occur in Mesozoic sandstone and in caldera-related veins in volcano sedimentary rocks. Thick permeable latest-Proterozoic basement meta quartzite sequences present beneath western Utah may have been important, as perhaps they were in the Coeur d’Alene district of Idaho, in providing chloride and silver-rich ore fluids. However, it is clear that specific Tertiary magmatic events played an essential role in the evolution of the Utah silver-rich metallogenic province. The largest silver districts in the state are genetically related to porphyritic plutonic rocks.

Jan 1, 2000

By Steve Kral

Good times make for happy miners. And the past few years have seen a lot of smiling mining engineers, geologists, metallurgists, corporate executives, analysts, investment bankers and shareholders. And nowhere was that more evident than at the 74th Prospectors and Developers Association of Canada’s (PDAC) annual meeting. The meeting, held in Toronto March 5-8, attracted a record 14,500 people. Of those, the PDAC said attendees came from an estimated 100 countries. And about 40 countries sent national delegations to the meeting. Argentina, for example, sent nearly 100 people. The PDAC meeting has always been a event where companies and individuals can get a look at numerous properties in all parts of the world that could potentially become major mines. And through the many receptions, hospitality suites and just sitting in the local restaurants and taverns, deals are usually made.

Jan 1, 2006

By Paul Girodo

Government Approval For Foreign Workers 1.Service Canada Work Permit Tasks: i. Prove there are no Canadian Journeymen; ii. Use heavyweight stakeholders; iii. Understand the FWU transformation taking place today. Government Approval For Foreign Workers 2.Provincial Nominee Program (PNP) i. Build relationships; ii. Use heavyweight stakeholders; iii. Continually demonstrate benefits to the Province from foreign Journeymen. Government Approval For Foreign Workers 3.Letter from Union Supporting Temporary Foreign Workers i. Easiest path to approval ?CLAC model

May 1, 2006

By Peter Bigwood

Whether drilling through tough clay or breaking rock, or facing the most severe conditions including mixed face ground, perched water and running and flowing sands, working under-ground certainly comes with no shortage of challenges. In an environment where the unknown is faced on a daily basis, tunneling contractors must be able to rely on their equipment to get the job done properly. Not only that, their equipment must comply with two of the highest priorities: safety and efficiency. In addition to being the number one concern, a proven safety record provides additional benefits to a company. A safe work environment serves as a key component to company growth, including the ability to remain competitive in bidding and maintaining higher-level, more challenging projects.

Jan 1, 2012

By Ingrid Hann

The Triple Bottom Line ? Economic Sustainability ? Creation of Joint Venture companies ? Planned evaluation of other kimberlites ? Social Sustainability ? Impact Benefit Agreement and Participation Agreements ? Education and training initiatives ? Environmental Sustainability ? Environmental management ? Mine closure planning

May 1, 2008

By Alain Bouchard, Germain Labonté, Jim Barrett

"Mill feed materials that are not run-of-mine ore are often a challenge for mineral processors and tend to accumulate in stockpiles, where they remain unprocessed for many years and become “slow moving inventories”. During a complete re-evaluation of the Clarabelle Mill operation (38,000 ton/day capacity) in 2000, it was concluded that there was an opportunity to assemble a 5,000 ton/day custom circuit to treat such stockpiles in the equipment that remained available during regularly scheduled maintenance shut-downs.This project was part of the larger Mill Redesign Project and involved testing the intended flowsheet under a number of operating scenarios for the first material to be treated: spent refractory bricks. The laboratory focus was on how to maximize returns using the available equipment and reagents.The circuit was successfully commissioned in the fall of 2000. As the brick stockpile was depleted, other potential feeds were evaluated at the laboratory, as well as in the new custom circuit itself. Processing of the spent refractory brick has yielded a significant contribution to the profitability of INCO. Significant opportunities lie ahead for generating more value from other slow moving inventories.INTRODUCTIONIntegrated mining operations tend to have slow moving inventories along the path from the mines to the finished products. Spent refractory bricks from furnaces and converters and furnace bottoms are materials that often end up in long-tern stockpiles. Such stockpiles are a challenge, although they represent small tonnages on an annual basis, because they are unique materials, which cannot be readily brought into the process at a rate anywhere near that at which they are produced, due to the high contents of deleterious components such as chromite or magnesia. Accumulation over years will eventually yield a metal inventory worthy of consideration given the right opportunity, such as availability of spare equipment or peak metal prices."

Jan 1, 2002

By J. D. Kennedy

The alchemists of old are remembered well for their tireless efforts in attempting to convert various common metals, such as lead, into gold. Not so well known generally, but no less intense, have been the efforts of certain individuals who attempted to manufacture diamonds over the last 100 years. Diamond, the most glamorous and permanent of gems and the hardest industrial abrasive, is carbon in a high-density unique crystalline form with a cubic structure and a density of 3.5. This contrasts with graphite at a theoretical density of 2.2 and possessing a hexagonal structure. Diamond is the hardest natural, material known and until very recently had no close competitor, natural or otherwise, with respect to hardness. The hardness of diamond exceeds that of any other industrial abrasive by a factor of approximately five. The early theories of diamond synthesis were rather vague. Since diamonds occurred in nature, man then looked to nature for clues as to how this might be accomplished. The original known diamond deposits of India are alluvial in character and provided little insight as to how diamond had been formed by nature, for in, these locales the diamonds have been washed by streams or carried by the glaciers long distances from the areas in which they occurred originally in the earth's crust. As a matter of fact, we are told that even today the locations of the mother ground for the Indian alluvial deposits are not known.

Jan 1, 1959

By M. J. Ramos

Without an exclusive definition of administration in business, we could propose to define it as performance by management to adopt or implement established business formulas. Administration could also be defined as a universal process that organizes people, and achieves, through efficiency, common objectives and goals. Humanity developed some form of this process from the beginning of civilization. To imply that something is new in administration might be considered specious or naïve. Moreover, what is new in management? Administration of business is not new to the world. To prove this statement, we need only ask this question: Does the architecture and monumental workmanship of the past civilizations of ancient Egypt, Rome, and the Incas demonstrate management without administration and without definition of objectives? The answer must be a resounding ?NO!? In spite of this acknowledgment and for the purposes of this presentation, I will use the word ?new? in business and hope that the reader will follow my reasoning. The mining industry has unique characteristics in respect to other industries. It is multi-disciplinary, has a single purpose (majority for one metal), has two players (man and nature), and it involves high risks for generating environmental imbalance. Mining exploits non-renewable and finite resources, creates an unstable job market (work hard to have no work) and a speculative economic market with unpredictable prices ? a one-time payment for a finite resource with multiple recycling. On top of all that, the industry still operates within obsolete petroleum-based technology, utilizing practices that were designed two centuries ago. Today, we confront the challenges of the millennium with outmoded practices and management. Ordinarily, several styles of administration are standardized into a FRAGMENTED vertical system of organization. Mining has rigid objectives in production, with profitability as the focus from the beginning to the end. Citing the concept of safety, as an important facet of production is bombastic since, in truth, mining is an experimental industry that consistently reports high numbers of fatal accidents. In mining, we designed a process to work according to our objectives, demanding attention and supervision of all levels of management with a halo of parameters that are not assimilated into the design. We continue to perform a rigid style of management in an industry that is still not responsive to variations of the market ? losses in particular. The existing design process generates loss without capitalization and without response to said loss. This perception is reflected in a mindset that is only too ready to ignore mining liabilities. The reality of the enterprise has created an immense pressure from top to bottom in the hierarchy to do more with less. It is for all of these reasons that I propose to set forth a new essence for administration that encompasses an alternative vision and style in mining: Management by Loss. MANAGEMENT BY LOSS Management by Loss (MBL) is a systematic, integral process organized to quality control operation and the human profitability within the industry. It permits focus on achievable goals by utilizing the best practices (Mining Open-closing). Identification and characterization of loss in the process determine how objectives are defined, controlling the time limits to execute based on constant balance of mass, energy, water, and ?wastes? in each stage of the industry, in order to reach final objectives. The concept of loss can be defined by various criteria. Generally, it is the mass that could not make or arrive at its destination from a designed process or simply, it could not maintain balance. Otherwise, the design of the process describes the final point of the resource. However, those resources could not make their destination because of failure to use the best design, resources and TIME. The loss has typical characteristics such as Identifiable, classifiable, measurable, manageable, controllable, valuables, negotiable, avoidable, reportable, and monitoring. In the traditional scheme, these losses are not registered; they are made exclusions. We are trapped within a system, which was designed to obtain objectives of the industry in a specific timeframe. In the present style of administration, the focus is total - our emphasis in this treatise is in the loss. The current traditional report form contains only the most positive achievement of objectives, only the best of the exercise, humanizing numbers, without touching what we left behind or what we were waiting for to assimilate as a ?surprise account?(new account of liabilities). Management by loss is a method that redefines the concept of waste (waste zero) for controlling the mine operation under the equilibrium of the ecosystems. This method confronts the problems that impact our industry in this millennium. Understanding and quantifying losses (reserves, resources, time, energy, water, soil, materials, equipment, tasks, labor, ecosystems, etc) is a priority mandate for the industry and demands the application of a ?new ? style of administration by seeking to maintain balance instead of the disequilibrium that mining now creates in nature. It is necessary to answer questions such as: How can we minimize loss? How can the loss be assimilated during the life of the mine? What is the vision of mining in respect to the generation of waste? How can we convert liabilities into assets? In addition, the control of loss is determined in the achievement of the plan. Loss occurs because of a failure of the process in the original plan. Still we do not plan to fail but we fail to plan appropriately. It is a remarkable thing to accomplish and compel those objectives described in the original plan when that plan is designed with a determined budget. If not, we lose time and, of course, capital. Moreover, in Management by Loss (MBL), we can find answers to the following questions: What is the multiplier of productivity in mining? What are the influences of identification and characterization of loss and what is the level of efficiency of energy in order to achieve waste zero (effective cut off grade)? The challenges of mining in this millennium validate this new style of administration. Finally, it is important to point out that mining is entering into an era that has different rules, but the industry is still run by companies functioning with objectives from two centuries ago. They are trying to confront issues with concepts that are not designed for new tasks. Therefore, I ask you to consider this new style of administration of business under a vision of how the industry should be organized and managed, with an attitude of balance toward nature and social responsibility.

Jan 1, 2009

By Phil A. Keele

"IntroductionGeneralThe Genesee Coal Mine is a joint venture of Fording Coal Limited and the city of Edmonton. The mine supplies thermal coal to the Genesee Generating Station operated by Edmonton Power and is located approximately 75 km southwest of Edmonton (Fig. I).Under the terms of the joint venture agreement, Fording Coal Limited has designed and developed the Genesee Coal Mine. Fording also operates the mine which has a minimum economic life of thirty-five years. Mine development started in the spring of 1987 with the construction of the dragline erection pad and mine service complex. Major development of mining areas was carried out in 1988 with the construction of haul roads, powerlines, topsoil recovery, etc. Mining officially commenced on December 14,1988.The mine produces 1.6 million tonnes of coal per year and employs 65 people. MiningGround conditions have turned out to be very poor, as expected with the majority of the overburden in the first few years a soft lacustrine clay with minor amounts of fine-grained glacial till. To compound matters, what was expected to be a relatively uniform coal subcrop turned out to be a very irregular erosional contact.The coal mined at Genesee is a sub-bituminous Class B thermal coal with approximately 16070 ash, 21% moisture, 8300 Btu/lb and 0.27% sulphur on an as-mined basis.The primary piece of mining equipment used at the Genesee Coal Mine is a M8200 walking dragline. It has an effective operating radius of 100.6 m, a 50.5 m3 bucket, and weighs approximately 3860 tonnes yielding a ground pressure of III KN/m2•Figure 2 illustrates schematically the single pass mining sequence presently employed at the Genesee Coal Mine. The M8200 is used to lift all coal out of the cut, the coal being placed in stockpiles on the prepared pad .This method maximizes coal recovery under the conditions where spoil failures due to poor material would otherwise put men and equipment at risk. The coal is subsequently loaded by the coal shovel operating on the same bench as the M8200 dragline and delivered to the plant as required.All mined areas, as required under Alberta Legislation, are to be returned to an agricultural land capability equal to or better than that which existed prior to mining. Reclamation activities, as a result, are an important and integral part of the mining process. A complete list of the primary mining equipment deployed at the Genesee Operations appears in Table I."

Jan 1, 1994

By W. W. Beddow

TWENTY years or so ago I wrote an article on management which consisted mostly of a chart similar to thousands of others of that day showing line functions, staff functions, and the chain of command in a typical mining organization. Since hen we have been "bossing" from the faces to the swivel chair and we have made many errors of no little expense to our companies. We have kept the chart in mind but many times we have changed the functions to fit the people we have had to work with. Good management after all is getting results with the people, the equipment, the supplies, and the natural conditions of the coal seam or seams and adjacent strata present. We have made, with little effort, a good showing with average people and equipment in good natural conditions. We have made a miserable showing (although expending every personal effort) with better than aver- age people and equipment in bad natural conditions. In the latter case many of our stockholders felt that better management would have found some way to save their investment. Perhaps they were right.

Jan 1, 1944

By W. A. Naismith

On 16 July 2004, at 07:10 a collapse of about 1.8 million m3 (about 4 ½ million tons) took place on the north wall on Nchanga Open Pit. This collapse was the result of a developing instability that was first identified when the benches in this area were exposed during September 2002. The NOP geotechnical and survey departments closely monitored the development of the failure. Control measures were implemented to reduce risk to men and equipment. These measures were continually improved and adjusted in reaction to observations and changing conditions. The purpose of this paper is to describe in detail the monitoring results that were obtained both by traditional methods and the novel slope stability radar system (SSR). Difficulties encountered in establishing critical deformation levels and deformation rates that can be used to predict the onset of collapse are described. Details of the monitoring and control measures, which led to the successful completion of mining in the area, are also described in this paper.

Jan 1, 2005