Search Documents

By Cathy Aimone-Martin, Brent Meins

A comprehensive instrumentation program was implemented at the Howland Hook Marine Terminal on Staten Island, NY during proximate underwater rock blasting in 2014. Forty-two blasts took place over a 4-week period to deepen the 1200-ft (366 m) Berth 3 from -45 ft (-14 m) to -50 ft (-15 m) MLW to accommodate Post-Panamax vessels. Approximately 86,000 yd3 (65,752 m3) were blasted 120 to 9 ft (37 to 2.7 m) from the wharf to a total depth of -57 ft (-17.4 m). Pre-blast planning included developing and implementing a comprehensive monitoring plan and setting vibration and strain limits to protect the wharf. The plan outlined methods to measure vibrations on five corners of four concrete deck sections, on five concrete-filled pipe piles just below the pile cap near deck corners, and in bedrock adjacent to pile sockets. Water overpressures were measured near instrumented piles for 19 blasts closest to the wharf. A total of 19 geophones were secured to the wharf structure and buried 12 ft (3.7 m) in drilled holes.

Jan 1, 2016

By A. Varadarajan, M. Hashemi, K. G. Sharma

Quartz mica schist collected from Nathpa-Jhakri Hydropower Project, Himachal Pradesh, North India is tested under triaxial loading using a servo-controlled loading system. Complete stress-strain-volume change behaviour including post peak softening behaviour of the samples, are presented. Strength and deformation parameters are given. Quarz mica schist, der von Nathpa Jhakri Hydropower Projekt, Himachal Pradesh gesammelt wird, wird Nördlich Indien unter triaxial geprüft, der von Gebrauch eines servo kontrollierten Ladesystems beladung. Vollständiges Spannung-Spannung-Band Änderung Verhalten Postens Spitze Erweichung Verhaltens der Proben, wird überreicht. Kraft und Verformung Parameter werden gegeben. Mica à quartz schist recueilli du Projet de Hydropower de Nathpa Jhakri, Himachal Pradesh, l'Inde du nord est essayé sous l'utilisation de chargement de triaxial un système chargeant servo réglé. La tension complète-la tension-comportement de changement de volume y compris la poste sommet amollir le comportement des échantillons, sont présenté. Les paramètres de force et déformation sont donnés.

Jan 1, 2003

By Christopher J. Bise

INTRODUCTION Perhaps no other area reflects the art as well as the science of mining-engineering design quite as obviously as strata control. This is due to the fact that the design of mining structures is difficult because rock rarely behaves as a homogeneous medium. Further, the original state of stress and the mechanical proper- ties of the in situ rock are somewhat difficult to deter- mine. However, those aspects that are hard to treat mathematically can and have been successfully approached by model studies and in situ measurements. This chapter will review the fundamentals of strata- control design and will provide examples of applications to typical problems. STRESSES AROUND MINE OPENINGS A close examination of Fig. 1 reveals that, prior to mining, stresses exerted in the overburden can be in both the horizontal and vertical directions. In the example problems of Chapter 1, it was shown that the maximum compressive stress (uv) at any depth (D) below the surface can be approximated as follows: [ ] Further, the lateral stress (oh) is related to the maxi- mum compressive stress by utilizing Poisson's ratio (µ): [ ] As soon as a heading is driven, such as the one in the coal seam shown in Fig. 2, the stresses shift to the sides, or abutments, of the opening. Clearly, these compressive stresses around the opening exceed the pre-mining conditions. The problem of designing an underground opening, therefore, is to determine the maximum stresses and to note if they exceed the ultimate strength of the rock. Table 1 lists several rocks with their corresponding strengths. Figs. 3 to 5 depict the boundary stress concentrations around circular, ovaloidal, and rectangular openings. M is the ratio of the horizontal stress to the vertical stress, or as defined above, p/(l-p). This text will concentrate on the state of stress represented by M = 0.33, which corresponds to the condition of no lateral deformation in a rock having a Poisson's ratio of 0.25. For an ovaloid with an opening width-to-height ratio of 2.0 (Fig. 4), the boundary stress concentrations are at their maximum values at the comers of the opening, with values in excess of 3.0. If the depth of overburden is 500 ft, then the maximum boundary tangential stress ([ ] ) of the ovaloid is: [ ]

Jan 1, 1986

By John H. Perry

Strata III is a full-spectrum roof control system which provides the mine operator the ability to upgrade his roof control in place. The procedure is easily adaptable with current roof bolting techniques. To use the system, the operator starts by installing a special hollow core mechanically anchored roof belt during the roof bolting cycle. This bolt can be upgraded to a fully grouted tensioned rebar bolt by injecting StrataGee G-300, a special polyurethane grout, around the bolt through an injection port in the roof plate. This same bolt can then be used to inject RokLok binders for roof consolidation by pumping the binders through the core of the bolt. This concept in roof control was developed to provide the mine operator a flexible way to maintain roof control in areas which deteriorate over time, or must be kept open for long periods of time. Possible locations of use would be: longwall set-up rooms, recovery rooms, headgates, intersections, and belt entries.

Jan 1, 1987

By Sanjay Kumar Singh

The mechanics of load transfer in bord-and-pillar mining is not well understood despite the evolution of the art of pillar extraction over the last 20 years via trial and error (empirical) or Rock Mass Rating (RMR), simple monitoring and pillar extraction experiences at neighboring mines. Variations in geologic conditions and pillar extraction methods, along with a lack of comprehensive instrumentation programs for monitoring ground behavior during pillar recovery, are among the factors that make it difficult to predict how strata will respond to pillar extraction. Efficient and safe use of roof supports depends on the interaction between the designed support and coal strata. Of particular interest in this study is the mechanics of strata deformation as influenced by geologic conditions, pillar extraction methods and optimum support with load-bearing capabilities in strata control during mass exploitation of underground coal deposits required detailed investigation,?. To provide a better understanding of the mechanics of strata deformation, as researchers, we have collected data and reviewed measurements of convergence and stress in one mine of South Eastern Coalfields Limited (S.E.C.L.), i. e., in North Chirimiri Pondary Hills (NCPH) and have completed numerical modeling with FLAC software for (Fast Lagrangian Analysis of Continua modeling, Itasca India Consulting Pvt. Ltd.) for two typical pillar extraction plans. Stress distribution in the mine roof above pairs of roof supports was calculated to demonstrate how Resin roof bolt support installed support contributed to roof block movement control. It was shown that overall stress and roof-floor convergence patterns were most influenced by the stiffness of coal measure rocks and by pillar extraction sequences and layouts. Also, resin roof bolts and other support systems play a critical role in controlling stability of both the immediate roof and the main roof for a distance of up to 18 meters (i.e., working coal seam height X three times) above the seam. Installed supports provide unique strata control advantages over other types of secondary support by significantly reducing the time between mining and installation of the secondary support. Although resin roof bolts are similar to posts in stiffness and capacity, they are more effective than posts under static loads because they can yield and still maintain loads at nearpeak capacity(Singh, et al., 2006), whereas posts fail and lose their ability to limit mine roof deformation.

Jan 1, 2012

By W. G. Pariseau

"The Crandall Canyon Mine (CCM) is located in the Wasatch coal field in central Utah. Extensive longwall mining at CCM preceded a decision to recover coal left in barrier pillars on each side of a set of main entries extending far into the mine. During mining in March 2007, a major bump occurred that led to cessation of mining in the barrier pillar on the north side of the mains and to the start of mining in the south barrier pillar. Subsequent loss of ground control in August 2007, through coal pillar bursts had tragic consequences with loss of six miners and shortly afterward three rescue team members. A U.S. Mine Safety and Health Administration (MSHA)report describes the events in detail (MSHA, 2008).An important lesson to be learned from CCM is the need to select a computer program suitable for pillar design. Computer programs are engineering tools and selecting the right tool for the job is essential. In this regard, minimum program requirements include capability for computing stress distribution within a pillar and adjacent roof and floor strata. The reason is simple: strength of rock is stress dependent; both vary from point to point in pillars and adjacent strata. Preferably, one should follow the evolution of stress as the mining plan is executed from start to finish to assure safety or to warn of a potentially hazardous situation developing as mining progresses.The approach to the problem posed by barrier pillar mining at CCM is conventional in the sense of applying well known finite element modeling techniques to analysis of a proposed mining plan. The engineering purpose is to evaluate the mining plan with respect to ground control questions including roof, floor and pillar safety. Results of previous two-dimensional finite element analysis indicated pillar safety was by no means assured (MSHA, 2008; Pariseau, 2008; Pariseau, 2011). Geometry of barrier pillar mining is limited in two dimensions for example, crosscuts are not seen in vertical cross sections. While three-dimensional analyses are preferred, even moderately sized regions often lead to very large problem sizes that exceed computer capabilities. However, a recent development in finite element modeling of tabular deposits allows for whole mine analysis in three dimensions. This technique involves a dual node - dual mesh concept. Both have been used separately in much earlier work, but are only now used in combination. It is possible to have an estimation of subsidence at a kilometer scale and details of stress, strain and displacement about barrier pillars, main entries and pillars, and so on at a meter scale (Pariseau, 2014). No compromise involving empirical formulas or similar guess work is required. Indeed, all calculations are based on first principles: physical laws, kinematics, and material laws. Effects of joints and in situ variability or uncertainty in strata properties, elastic moduli and strengths, may be included for greater realism. An important objective of the present study is to assess the role of three-dimensional pillar geometry in arriving at conclusions regarding barrier pillar mining versus two-dimensional results."

Jan 1, 2014

By C. Rutledge

The new mining method of multiple strata blasting, called StratablastTM, is described in a separate paper presented at this conference. The current paper presents three case studies where the technique was implemented in three different configurations in large-scale blasts in Australia. The first two blasts were in the Hunter Valley of NSW while the third was at Ensham Mine in Central Queensland. All blasts comprised multiple layers that were blasted in a single drill and blast cycle, with unique designs applied to each layer to achieve different blast outcomes from the various layers.

Jan 1, 2006

By T Goswami

The conventional practice in open cut coal strip mining has been to blast the overburden or coal layers in separate blast events. This is done in order to maximise the benefits from throw blasting and also to limit coal losses. Each blast event usually has a particular design of hole diameters, burdens and spacings, explosive charges and blast timing in order to achieve the required blast outcome for either the overburden or coal. This means that each blast has to be separately cleaned on the surface after excavation of the previous blast. Hole locations then have to be individually surveyed and marked, holes drilled, explosives and initiators loaded and the blast fired. Each of these actions takes considerable time and resources and therefore impacts on mine productivity. The mine has to be cleared for each blast event and every blast presents a new potential source for noise, dust or vibration disturbance to the neighbouring population. Exposed highwalls are also subjected to vibration and damage from each subsequent blast event

Jan 1, 2006

By Russell Barr

Strategic alignment throughout a mining organization is critical to effective strategic execution and good business performance. The alignment of strategic goals and objectives in the different operations and functions in a large global operation is a challenge facing executive management in light of legacy organizational structure and processes. An additional confounding factor in strategic alignment of acquisition and new project expansion is that mining projects and operations are frequently multi-cultural in terms of country origin as well as organizational culture. This brings together many cultures to accomplish the project or complete an acquisition (Financial Times, 2006). The mining industry presents numerous challenges to executives and mine management by the nature of the operation and organizational processes used in running it. For example, there seems to be an inherent conflict between the individual goals of the components that constitute a mineral processing operation (the mine, the mill, the smelter and the refinery), and lowest cost production of the final product. Managers of these component operations have specific objectives passed down from the corporate executives. Those site managers tend to be compensated based on throughput and perform to this main metric. This tendency to maximize throughput for an individual operation can contradict the general process flow of a best-fit solution to producing the final product at the lowest cost. In an effort to become more aligned, firms are increasingly using balanced scorecard derivatives at great cost and effort (whether internally or externally sourced) in an attempt to help with strategic alignment. Balanced score-cards have been effective in providing a good strategic scorecard to companies with some measure of strategic alignment. Many firms make this effort of using balanced scorecards. However, most firms are not strategically aligned or, at best, are sub-optimized, in terms of strategic alignment (Kaplan and Norton, 2006). The tendency in mining operations is to focus on operating individual components as optimally as possible and stretching existing assets to the best possible production rates. ?Making tons? is the common operational focus. Numerous factors underpin this focus and can affect the ability of the operation?s ability to align properly with the corporate strategy and strategic goals. Critical factors are legacy organizational structure, culture, processes and performance measurement systems. Changing anyone of these factors to affect better strategic alignment requires significant attention to managing change.

Jan 1, 2008

By R. M. Kear

Strategic and tactical planning are both required in the mining industry but have completely different objectives and require different environments. If these are not fully understood, then the best value for a mining operation may not be realized. This paper examines the differences in these approaches and how they interface in the mining environment. The objectives, content, skills required and the implied management issues for these two components are examined with the hope that this will assist management and the planning teams in defining their respective roles and expectations. The opinions are those of the author based on his experience on several mining operations and projects.

Jan 1, 2006

By B. J. Kloppers, J. V. Z. Visser, C. J. Horn

"The long-term plan (LTP) in a mineral resource company is defined by the quality of the mineral resource and represents the result of a series of trade-offs to fulfil internal organizational as well as external business and legislative requirements, ensuring ultimate delivery on the defined organizational strategy.The LTP should as a whole align to a coherent and well-defined organizational strategy, working towards a clearly defined objective while still allowing a tactical response to short-term requirements of the organization. The ability to respond tactically to changes in environment, like the unprecedented five-month strike in 2014 on the platinum belt following the 2012 Marikana incident, is a measure of the flexibility of the plan given the agreed strategy.This paper describes the Lonmin process of linking company strategy with long-term planning, tactical planning, and the execution of the plan through an annual planning cycle to maximize organizational flexibility. This flexibility enables mining companies to respond to the many internal and external forces that impact on both strategy formulation and delivery of results that meet shareholder expectations."

Jan 1, 2015

By G. L. Smith

The fundamental challenge facing mineral and metal companies is how to create sustainable value while operating within mandated strategic bounds, identified constraints, and variable market and economic conditions. This can be achieved by allowing the fixed physical nature of the mineral asset to drive definition of the optimal technical solution to mining and processing activities, and developing and resourcing a strategically aligned portfolio of production entities that creates flexibility to near- and longer-term business environment shifts, i.e. a production mix that allows variation of output to respond to short term market variation, within a long term context. The practical achievement of this outcome is enabled by the concept of strategic long term planning. The core elements of strategic long term planning in the metals and minerals industry, and the relationship between them, are expanded. The strategic long term planning framework is a logic construct that enables delivery of an optimized, strategically-aligned business plan from the mineral asset portfolio using a set of tools and techniques with a common language, standards, systems and processes to align decisions and actions on a cyclical basis.

Jan 1, 2012

By G. L. Smith

The fundamental challenge facing mineral and metal companies is how to create sustainable value while operating within mandated strategic bounds, identified constraints, and variable market and economic conditions. This can be achieved by allowing the fixed physical nature of the mineral asset to drive definition of the optimal technical solution to mining and processing activities, and developing and resourcing a strategically aligned portfolio of production entities that creates flexibility to near- and longer-term business environment shifts, i.e. a production mix that allows variation of output to respond to short term market variation, within a long term context. The practical achievement of this outcome is enabled by the concept of strategic long term planning. The core elements of strategic long term planning in the metals and minerals industry, and the relationship between them, are expanded. The strategic long term planning framework is a logic construct that enables delivery of an optimized, strategically-aligned business plan from the mineral asset portfolio using a set of tools and techniques with a common language, standards, systems and processes to align decisions and actions on a cyclical basis.

Jan 1, 2012

By G. L. Smith

This paper consolidates the key elements of seven contributions, on strategic long-term planning, to two of the three international conferences on Strategic versus Tactical approaches in Mining held over the period 2005?2008. The holistic concept of strategic long-term planning as developed and implemented at Anglo Platinum is described. Consideration is given to the planning cycle, principles supporting the construction of the long-term plan, and aspects of unique best practice as developed in Anglo Platinum. Further description of Anglo Platinum?s approach to corporate governance, including the processes, methodology, systems, unique tools and techniques that are applied to value and select capital investment options is also given.

Jan 1, 2009

By Bob Katsiouleris

Having passed through the worst of times for industrial minerals demand, there are signs that the best of times lie ahead. If the downturn was the result of unsustainable economic policy, the path forward has everything to do with sustain-ably meeting the demands of more people enjoying higher standards of living than ever before. Minerals producers must be poised to understand and meet their requirements well into the next decade. Successfully marketing industrial minerals - the building blocks of a growing and increasingly urban world population - will depend on producers? ability to respond nimbly to a rapidly changing and regionally evolving macroeconomic environment. A renewed focus on energy conservation, sustainable agriculture and building practices and consumer demand for products with a smaller environmental footprint will drive product and market segmentation strategies. These trends will not only shape the way industrial minerals producers do business, but also the type of skills and people they will require to run those businesses.

Jan 1, 2011

By G. L. Smith

This paper introduces and defines the concept of a linkage between long-term planning parameters (?global assumptions?) and possible future world views as conceived in scenario planning. Scenario planning, the tool that is used to arrive at plausible future worldviews, is described in the context of the platinum industry. The interpretation of the scenarios into long-term planning parameters is made, followed by an illustration of how the long-term planning process has been adapted at Anglo Platinum to include the notion of uncertainty.

Jan 1, 2008

By J. Engelbrecht

South Africa?s re-entry into the fast moving and competitive global economy calls for some careful strategic planning and a good deal of co-operation between suppliers and end-users. The issues that need addressing are generally well known and include: ?South Africa was ranked 45th out of 46 i.r.o. productivity ?SMMEs contribute 1% to exports compared to 40-60% for the ?tigers? ?High unemployment ?Limited skills of the majority of workers ?Slow growth rate of the economy ?The vast majority of suppliers are not world-class ?The vast majority of suppliers are not export or marketing orientated. In order to survive, all parties, i.e. government, labour and business, will have to play their part.

Jan 1, 1999

By Jake Hutchison, Wade Hutchison

The opposition to the project has risen as a result of some political pressures and from public perceptions about the project’s necessity and its impact on the neighborhood. As a result of this controversy, the Underground Conservation Hall was quickly termed “Bredesen’s Bunker” by the Media. Close exposures for blasting, required by the Conservation Hall construction project, have been regulated by specifications that regulate seismic monitoring, pre-blast and post-blast inspections. Planned blasting for the project included blasting to a depth of 30 feet (9.14 meters) within 35 feet (10.67 meters) of the front of the newly renovated Tennessee Executive Residence. Excavation for the project found more competent rock at higher elevations than identified in test drilling which required blasting within 2 feet (0.61 meters) of the side of the Residence.

Jan 1, 2009

By Tetsuo Yamazaki

Metal market prices rose drastically in 2006, and most broke historical records as shown in Figs. 1-4. This increase has been basically driven by economic growth in Asian countries, especially China. The growth trend is expected to continue for several years. Then, India will follow the same growth trend. Their metal demands keep the price levels high for 20 years or more. One more additional important factor on the metal market prices is hedge funds come into the market. Japan imports all metals for domestic use from overseas. The amounts imported were 1.27 million tons in copper, 0.32 million tons in lead, 0.59 million tons in zinc, 0.20 million tons in nickel, and 1.18 million tons in manganese, respectively in 2006 (Source: http://www.jogmec.go.jp/j_resourse/index.html#03). Though mainly we import the concentrates and our domestic customer smelters take the part of metallurgical leaching, the payment necessary for purchasing the concentrates is estimated about US$ 10 billions in 2006. The payments in 2005 and in 2003 were about a half and a quarter of the 2006, respectively. Japan must have effective counter measures to reduce the future payments.

Sep 24, 2006

The Australian Centre for Minesite Rehabilitation Research (ACMRR) was established through a mining industry initiative to meet the need of industry, governments and the community for sustainable systems for land affected by exploration, mining and mineral processing activities. The Centre, which is a consortium of the major groups associated with mining rehabilitation research in Australia, has a focus on both strategic research and technology transfer and combines a wide range of multidisciplinary skills covering engineering and the physical and biological sciences. The paper briefly describes the goals, structure, expertise and research and technology transfer activities of the Centre. The major research program areas of waste rock dump and final void stability, acid mine drainage, tailings disposal, and remediation of ecosystem reconstruction are described in the context of national priorities.

Jan 1, 1995