Search Documents

By L. Harris

The Yanacocha project is the first foreign investment in Peruvian mining since Cuajone during 1976. Three years after the project began, it has become the largest producer of gold from heap-leach operations in the world and the top producer in Latin America. The success of Minera Yanacocha SA (MYSA) opens a new chapter in Peruvian mining with the exploitation of its widely spread gold deposits. And it has attracted the interest of foreign investors in Peru’s mineral resources. Construction began on Aug. 1, 1992. The first gold bar was poured on Aug. 7, 1993 from ore from the Carachugo Mine. During 1993, Minera Yanacocha produced 2.5 t (81,000 oz) of gold and 9.4 t (304,000 oz) during1994 (40% above budget). Production was expected to exceed 15.5 t (500,000oz) during 1995 with the start-up the Maqui Maqui Mine.

Jan 1, 1996

By H. C. Seeber

When considering all the aspects of a viable mine plan, it is important to estimate the accurate cost of mine ventilation, which varies as a function of airway dimensions, fan selection and ventilation network. Optimization of the overall elements of ventilation design can lead to very significant cost savings when capital and operating cost savings are considered in combination. This paper will describe a methodology, whereby ventilation costs can be minimized by optimizing the ventilation aspects of mine design and fan selection, by providing a brief description on ventilation theory and the factors which affect ventilation operating and capital costs.

Jan 1, 2002

By C. R. Stephan

The Mine Safety and Health Administration's (MSHA) Ventilation Division continues to evaluate proposed explosion-resistant seal designs. There are currently eleven specific designs for explosion-resistant seals that are suitable for construction in underground coal mines. Seal construction in operating mines must be equivalent to those constructed in the Experimental Mine during the explosion testing program. Accidental failures of seals have occurred due to explosion pressures below 138 Kpa (20 psi). The possibility exists that the failed seals were not properly constructed. Also, conditions in the vicinity of the seals may change. Water may accumulate against the seals, heave or sag may cause detrimental effects on the seals, and sloughage of the ribs may negate hitching. If seals are not properly installed or maintained, they could fail when subjected to explosion pressures. If seals fail for any reason, the possibility exists for explosion propagation throughout large areas of the mine. There could be catastrophic consequences to an event of this nature. This report will present a limited discussion on the construction of each of these seals and will address related issues.

Jan 1, 2001

By N. C. Trivedi

Natural calcium carbonate, commonly known as limestone is an abundant resource pretty much worldwide. Calcium carbonate occurs naturally as the main constituent of chalk, limestone, and marble. One of the unique characteristics of this abundant mineral is its versatility. Major markets for calcium carbonate are: paper, plastics, caulks and sealants, carpet backing, paint, and food additives. This broad spectrum of consuming industries has warranted producers of this industrial mineral to be innovative and quality focused simply to meet the ever increasing demands for performance. This need for improving performance of calcium carbonate has led to the development of new sources of calcium carbonate, natural as well as synthetic.

Jan 1, 2002

By G. Watson, S. Sawyer

A Method to Calculate Hydrodynamic Loads on Underground Bulkheads Bulkheads are structures built in openings in underground mines to impound water, preventing the water from entering the active mine workings. These structures not only have to be designed to withstand the static, hydraulic pressure, but also the dynamic or seismic pressure, which would be generated by an earthquake. Bulkheads can be considered underground dams. Unlike dams on the surface, bulkheads are often subjected to hydraulic heads that exceed the heights of the bulkheads. Theodor von Karman in 1933, and Westergaard earlier, developed the equation by which the hydrodynamic pressures on surface dams could be calculated. Civil engineering handbooks of today contain this equation. In this paper, using the methodology developed by von Karman and Westergaard, the authors have developed an equation by which the hydrodynamic forces on bulkheads could be calculated when the hydraulic head exceeds the height of the bulkhead.

Jan 1, 2007

By G. France

The Blair Athol Coal Mine (BAC) is a large open cut operation in the Bowen Basin of Queensland, Australia. Current mine capacity is about 11 million tonnes per annum(Mtpa) of export coal. On-line analysis at BAC consists of two Coalscan 9500s installed directly on the output of the crusher plant and immediately before the product stockpiles, while a third Coalscan 9500 is installed on the transfer conveyor feeding the train loading bin. The two product Coalscans have a dual purpose. The first is to provide real time coal quality data directly back to the mining operations. The second is that of modeling the product stockpile with accurate on-line information. This modeling enables both production and coal quality personnel to accurately examine the coal quality of each stockpile with a degree of resolution which previously had never been achieved.

Jan 1, 1999

By D. C. Hogeman

Growing Greener is the single largest investment of state funds in Pennsylvania’s history, allocated to address the Commonwealth’s critical environmental concerns. Signed into law by Governor Tom Ridge on December 15, 1999, Growing Greener will enable the Department of Environmental Protection (DEP) to appropriate nearly $240 million over five years, to watershed restoration and protection, abandoned mine reclamation, and oil and gas well plugging projects. DEP has utilized these allocations in some remarkably innovative ways, as it: involves the cooperation of several state agencies, local governments, and grassroots organizations to address environmental concerns of the Commonwealth, provides funds directly to watershed groups based on locally determined decisions for local watersheds and offers a user friendly process. In three years, over $130 million in watershed restoration and improvement projects have been initiated.

Jan 1, 2002

By J. Parker

Gentlemen; Rainy day in Upper Michigan, a good time to catch up on reading. Am doing that, and have a couple of questions concerning the K and P paper on roof problems and supports. I wonder if the authors can enlighten me. The compressive strength of the coal was reported as 4.4 MPa (633 psi) and compressive stresses measured in the coal seam were reported at around 27.6 and 48.2 MPa (4000 and 7000 psi ). Can such a soft coal actually contain such a high level of stress? Can it be measured as if the material were elastic, or does the coal behave plastically? Can that stress level be confirmed with hydraulic load cells? And if the coal is so soft, and if it is plastic, why is the stress field not hydrostatic? The intact roofrock appears to be unusually strong, with compressive strength reported at around 145 MPa (21,000 psi), and some failures were noted as soon as the rock was exposed. Were tests run to find out how that rock responded to the addition

Jan 1, 1991

By Charles H. Wells

This paper presents a review of the state of the art in coal preparation plant instrumentation and a discussion of automation practice that could be applied based on current mineral beneficiation experience and demonstrated foreign technology in coal washing plants. Specific e-mules of applications of remotely controlled slurry values, pneumatic and electronic field transmitters, computers for control and data logging, and on-line analytical instrumentation are given. A program, to demonstrate this technology is described.

Jan 1, 1980

The inquiry into the explosion at the Moura No. 2 Mine in August 1994 recommended -?Emergency procedures should be exercised at each mine on a systematic basis, the minimum requirement being on an annual basis for each mine.? (Windridge et al. 1996). In December 1996 the ?Approved Standard for the Conduct of Emergency Procedures Exercises? was published and has been subsequently revised (Queensland Department of Mines and Energy Safety and Health Division 1999). This document provided guidelines for conducting mine site emergency exercises as well as the requirement for a test of state-wide emergency response by holding a Level 1 Mine Emergency Exercise at one mine on an annual basis. From 1998 to date (January 2008) ten Level 1 Mine Emergency Exercises have been held in Queensland, Australia. This paper discusses each of the exercises conducted to date as well as the logistics, scenario preparation, planning and organising required to conduct emergency exercises at this level.

Jan 1, 2009

By S. Lähteenmäki, P. Koivistoinen, J. Levanaho

Semi Autogenous Grinding (SAG) circuit is the most common grinding circuit to day. In Europe and South Africa fully autogenous (AG) circuits are also popular. SAG circuit has a lower capital cost and simple operation. SAG circuit requires the use of grinding balls, which increases operating costs and decreases availability. An AG circuit may produce a higher Net Present Value to the investment. The AG circuit is more complex to design and operate. However, operating experience from AG circuits illustrates that an AG circuit can be as trouble free as a SAG circuit with the benefit of lower operating cost.

Jan 1, 2001

By K. M. Kim

A site-specific blasting model has been developed for the Asarco Mission mine. The main inputs to the model are the in-situ block size (F80), the post-blast fragmentation (P80) and the intact tensile strength (To). The output from the model is the specific blast energy (ESE). Modern techniques are being used to obtain the input parameters for the site-specific blast fragmentation model. In particular, image processing software is used to obtain both the in-situ block size and the post-blast fragmentation, and the Schmidt hammer is used to obtain the tensile strength at numerous locations throughout the rock mass. An initial model was developed using five test shots in one area of the mine that contains Argillite and is relatively homogeneous. This also included calibrating Schmidt hammer readings against actual Brazilian tensile measurements. The model for Argillite will be updated as more tests are conducted, and the model will be extended to the other four primary rock types at the Asarco Mission mine.

Jan 1, 2011

By M. N. Chandraprabha

This paper discusses the role of mineral-adapted acidiphilic microorganism Acidithiobacillus ferrooxidans on the beneficiation of arsenopyrite containing multisulfides (pyrite and chalcopyrite). Adaptation to minerals altered the surface properties of the microorganism. Bacterial adaptation to arsenopyrite and controlled bacterial adhesion to mineral surfaces lead to selectivity in arsenopyrite separation. Bioremoval of arsenic ions (both arsenite and arsenate ions) by Acidithiobacillus ferrooxidans is also discussed.

Jan 1, 2009

By C. A. Young, R. G. Robins, E. J. Dahlgren

The formation of copper thio-complexes in sulfide solutions has been recognized for many years and the measured solubilities of certain copper sulfide minerals attributed to these complexes. Attempts to model this system have proposed either copper(I) or copper(II) thio-complexes, and these have been incorporated into computer programs for generating stability diagrams for the copper-sulfur-water system in order to delineate the region where the reductive dissolution of copper sulfide minerals is likely. In this paper it is proposed that the dissolution of copper from both ore bodies and sulfide tailings can be explained by the formation of the cupro-thio-complexes under anaerobic conditions. Stability diagrams are presented to depict the region and extent of the solubility.

Jan 1, 2001

By S. Cotten

The regulations for current coal mine refuge alternative (RAs) require that there be sufficient life support to sustain survival of the maximum number of RA occupants for a minimum of 96 hours. This minimum duration assumes that rescuers can access the RA through the mine within four (4) days of the onset of the mine emergency. But what if mine rescue teams cannot reach the miners within the RA before the RA air supply is severely limited or exhausted? What could be done to extend the duration of the RA life support capability into the 97th hour and beyond? In addition, what might be done to enable more rapid rescue of the miners if they could not be reached through the mine in a timely manner? This paper describes a systems approach to address the potential need to extend the duration of RA life support beyond current design limits. New capabilities that need to be developed in advance of such a dire need include more reliable emergency communications, highly mobile and efficient drilling rigs, enhanced directional drilling techniques, and a standardized RA external life support interface along with RA internal design modifications to accommodate use of an external supply. The following sections describe the need, intent, and technology gaps associated with each of these capabilities. Government agencies and the mining industry should consider initiation of a program to investigate, design, and develop effective means of extending the current 96-hour time restriction on coal mine refuge alternative life support. The development process should begin with a focused study to refine the overall operational concept, investigate the current state-of-the art of critical technologies, identify specific technology development priorities, and make recommendations for a development program to provide in an organized, efficient, and timely manner a solution for extended refuge alternative life support and occupant rescue.

Jan 1, 2011

By Hans W. Schreiber

Most geologic and mining engineering consulting firms* began to experience the recession with declining billing levels, number of inquiries, and proposal requests in late 1981 or early 1982. As of today, most of them have been functioning at reduced income levels for nearly a year. And while many consulting firms have apparently reached a stabilized income level, they can see little prospect for attaining normal (pre-late 1981) billing levels and income for the remainder of 1983. A few firms have escaped being affected by the recession. Such com panies almost without exception are small (fewer than 20 personnel), offer a limited range in technical capabilities, and tend to be highly specialized in a particular niche. They include those specializing in the heap leaching of precious metals ores, in ground water testing programs, and in the derivation of computer-aided programs to monitor particular mineral processing functions. Those firms affected by the economic downturn have instituted a variety of policies and undertaken actions to cope with significantly reduced incomes to bring fixed costs in line with the depressed demand for services. These changes fall into the following broad categories: • management and management practices; • markets and market definition; • marketing and the pursuit of assignments; and • administration and personnel relationships. Not all of the perceived changes have necessarily been instituted by every consulting firm, and any one appears sporadically instituted. Management and Management Practices In favorable times the managers, and often the owners of the equity, of consulting firms tend to concentrate their attention on the part of the business they find most satisfying and enjoyable. For some, this means acting as project or assignment leaders, even undertaking a specific technical aspect of the job. For others, it means constant marketing with the associated heavy travel and entertainment schedules. In unfavorable conditions, such as the current recession, managers tend to spread themselves far more thinly, expending time and effort on all facets of the business including marketing, proposal preparation and cost estimating, budgeting, general administration, accounting and cash flow monitoring, project/assignment overview, and actual client work. The manager who in favorable times concentrated on client work is now less billable. The manager who concentrated on marketing is somewhat more billable. The manager now needs to pay attention to and expend equal effort on each facet of the business just to keep all the facets in relative balance. Falling behind schedule on a client job or carrying an unduly large percentage of accounts receivable exact a cost to the firm. Clearly the absolute cost to the firm is the same whether demand for service is good or slack. But in periods of slack demand the firm is frequently less able or even unable to bear such costs. Marketing and Market Definition Markets appear to have undergone some significant changes: • Federal and state governments have assumed a greater importance as providers of work vis-a-vis both industry and private groups. • Projects with increase-in-capacity aspects have given way to projects with maintenance or reduced operating cost aspects. • Projects searching for new deposits of minerals in generally new locations have given way to projects reviewing known mineral districts or known deposits. • Industrial mineral and mining companies have exhibited a great propensity to cut back the use of consultants and to undertake as much work as possible in-house. Further-more, a number of industrial mineral and mining companies have entered the competitive arena with consulting firms, submitting proposals (usually to the federal government) in an effort to keep their staffs intact and occupied. In response, consulting firms have reevaluated their capabilities by reviewing old work and reassessing personnel. The purpose is to broaden the services offered and the potential client base, thus redefining the available market. For example, a firm specializing in assessment of technical and cost parameters of a deposit would normally assist a prospective lender in judging the deposit's suitability for project financing. That same company could easily expand into the field of analyzing production costs for an individual operation -something that is needed in periods when lower prices reduce profit margins. Similarly, a firm that has confined such economic assistance to commercial banks could expand to provide its expertise to other lending and even equity buying in-stitutions such as insurance companies. Marketing and the Pursuit of Assignments With few exceptions, consulting firms have significantly increased their

Jan 2, 1983

By F. G. Crack, R. V. Ramani, R. L. Frantz

Management for mine construction and development differs from that needed for routine mine production and maintenance. An integrated approach to managing mine development projects must consider contract documents; management organization of a project; the project manager's role and the field supervisor's responsibility; and the use of scientific techniques for planning, scheduling, executing, and controlling projects. Professional project management encompasses the following: • Preparing contract documents that establish technical and financial schedules, and detail the responsibility for the physical work commitment. • Developing a project's organizational structure, to clearly define the roles of the project manager and the field supervisors. • Establishing project management and field supervisor relationships, to avoid ambiguity in assigning responsibility and to ensure desired project progress. • Using management science techniques, particularly networking techniques such as the critical path method for planning scheduling, executing, and controlling projects. Project Versus Production Management Project management differs from routine production management in the following ways: • Uniqueness: A project is unique. Production operations tend to be repetitive. The magnitude of one-time capital expenditures for many facets of mine development warrant special skills and attention. These professional project development skills must already be available by prior experience in the management team. • Personnel: In projects, personnel are usually assigned on a specialty basis and frequently change with the project activity. On the other hand, production personnel work together, more or less permanently. • Management Structure: In a project there may be several staff-line relationships that are not clearly defined and change with changing project activities. In a production situation, the lines of communication and authority are usually well defined. • Time Frame: A difference between project and routine production management is that project activities have comparatively less well defined durations and often tend to be relatively short-term. Production usually has both long-term and short-term plans and well defined long-term and shor-term goals. In project management, formal, critical, short-term reviews are frequently required. In production management, five year plans can be formally adjusted quarterly and annually. Short-term weekly or daily reviews can be informal. • Response to Delays: Delays in a development project may occur without anyone being immediately aware of their existence or suspecting the magnitude of consequence. In contrast, any delays in the production process can be easily identified from prior results comparison. Additionally, the response is quick, usually in a set routine. This can be traced back to the management structure and personnel. • Control Techniques: Measurements of project progress for control are not easily made due to the variety of activities that are carried on at the same time by different work groups. The yard-sticks of performance measurement for individual activities, let alone for the total project, are not easily established. However, due to the difficulty in detecting project delays, a workable control system is vitally important to a project manager. To apply a scientific project control technique such as "management by exception" requires specific planning and monitoring from the project manager for each activity in the project. Production and productivity are quick and effective yard-sticks of measuring performance in a routine operation. Control techniques required in production management usually revolve around these measures. Construction Contracts The construction contract is an important document that establishes contract scope, technical and financial details of the work, and achievement deadlines. It may also serve as the contract document to pay for work done and to verify field progress with planned progress. In practice, it is a good idea to develop a job-specific contract. This whole area is replete with legal precedence and procedures, and it is not the intent here to deal with the intricacies of establishing a contract document. But it is necessary to have an understanding of major contract types. Construction contracts are extremely important legal documents. They may vary in work specifications and enforcement of the provisions. Due to their nature, they must be composed with legal help and will take some time to compile. Even with all the precautions and provisions, it is not uncommon to find owner and contractor disagreeing. Therefore, it is important to include a way to resolve any difference quickly and to incorporate aspects of the contract as part of an overall management control tool for efficient project management.

Jan 7, 1982

Most statistical and geostatistical methods of re-source and reserve estimation work extremely well for Normal (Gaussian) well-behaved information. However, most interesting mineral deposits exhibit far from this idealistic distribution of values. It seems that the more valuable the mineral, the less likely the data are to have a Normal distribution. Values tend to be "positively skewed" with a long tail into the high values. Using averaging techniques, such as inverse distance or ordinary kriging may result in consider-able overestimation of grades and tonnages unless such values are cut or otherwise modified. This paper presents some real case studies where distributions are (a) highly skewed and (b) the product of multiple phases of mineralisation. Practical methods are presented for solving such problems including combinations of indicator and log normal kriging methods. The emphasis of the presentation is on developing operational methods which can be used on project evaluation or grade control in producing mines.

Jan 1, 2000

By K. Burke, K. L. Myers, R. Espell

Barrick Goldstrike’s (Goldstrike) AA Heap Leach Pad is an HDPE lined facility used for gold recovery from low grade ores using conventional cyanide heap leach technology, operated from 1987 through 1999. Goldstrike prepared a unique reclamation plan for the AA Leach Pad Facility to provide for a cost-effective, environmentally sound facility closure and to fulfill the State of Nevada’s closure requirements. Traditional Nevada leach pad closure has involved rinsing to reduce cyanide concentration to an acceptable level, followed by reclamation. However, certain metals and compounds are not typically reduced by rinsing and some constituents may increase in concentration with rinsing. A closure scenario to effect limited infiltration through installation of a capillary cover for the leach pad was developed. The capillary cover was constructed by placing a fine-grained layer above the coarse-grained spent leach material to create a capillary break. In an arid climate such as Nevada, the fine-grained layer will rarely reach full saturation and the cover will be able to store water during precipitation and allow removal of water through evaporation and transpiration (ET) during the growing season. A 1.22 m (4 ft) cover thickness was selected as the optimum design cover thickness. The drainage network on the surface of the re-contoured AA Heap Leach Pad was specifically designed to enhance the revegetation, reclamation, and sediment yield control aspects of the AA Heap Leach Pad closure, while resulting in a natural looking surface, compatible with the surrounding topography. Adjacent natural topographic features were used to establish target design parameters for re-contouring and erosion control design.

Jan 1, 2001

Introduction Some people say it is almost impossible to get mining permits in California. Some say the day of the lone mining entrepreneur is past. And some say you cannot make money mining gold where old-timers have already mined it, especially in Tertiary gravels. But a young mining operator and SME member, Tim Callaway, is proving these ideas wrong. Callaway's company, Brush Creek Mining and Development Inc., has the necessary permits for its Gardner's Point gold mine in Sierra County, CA. And, Callaway has secured funds for the 7.7 km'/d (10,000 cypd) Tertiary gravel operation. The company's initial goal is to produce 373 to 466 kg/a (12,000 to 15,000 oz per year) of gold at Gardner's Point mine at a cost of less than $6.43/g ($200 per oz). Feasibility studies are currently being conducted to consider product levels up to the 1555 kg/a (50,000 oz per year) involving additional plants and infrastructure. While exploring for other hard-rock properties, the Brush Creek company already operates the Brush Creek lode gold mine. The mine sits high on a ridge south of Goodyear's Bar, which is located on the North Yuba river. It might be noted that the Brush Creek mine has been the subject of media stories recounting how a mine can operate with sensitivity to the environment. Gardner's Point project In 1983, Callaway negotiated with the Gardners Point Ltd. Partnership for control of the Gardner's Point property. The Partnership had been engaged for three years in securing permits, mapping and drilling, and test mining. The Partnership actually mined about 43.5 dam3 (57,000 cu yd) of gravel, which yielded 25.2 kg (810 oz) of free gold. Later, the Brush Creek company acquired ownership of the property. The company then began its own exploration and development program. As underground development proceeded at the Brush Creek mine, plans matured for a high-volume operation at Gardner's Point. Australian and English investors contacted Callaway. A joint venture was negotiated. The Australian owners became majority participants; the Brush Creek company, a minority participant and the operator. The Australian investors agreed to contribute $3.5 million (60%) to the Brush Creek Joint Ventures. The Brush Creek company will contribute its expertise as well as assets and liabilities valued at $2.3 million (40%). About $2 million has been allocated to the Gardner's Point project. Later, Brush Creek Mining and Development Inc. sold 50.4% of the company's common stock to English investors for $5.4 million. Callaway negotiated this private placement, which permits further exploration of projects being investigated. Geography and history The Gardner's Point mine is located in the northern Sierra Nevada of California, about 9.6 km (6 miles) east of the little town of La Porte in Plumas County. The mine lies high on a ridge above Slate Creek, which divides Plumas and Sierra Counties. La Porte is accessible from the Sacramento area by a winding, paved, two-lane highway. But the mine is reached only by two different unpaved county and Forest Service roads. Both roads include steep grades in and out of the Slate Creek canyon. Mine elevation is about 1.4 km (4600 ft) above sea level. The area is thus threatened by occasional heavy winter snows, though it

Jan 3, 1987