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By J. Goyman, K. R. Rawling

"1.1 Location and Transportation ServicesNanisivik Mines Ltd. is located at latitude 73°, 3,200 km north of Montreal and 700 km north of the Arctic circle, on the south side of Strathcona Sound, which is an arm of Admiralty Inlet, in Northern Baffin Island. The orebody and mill site are 4 km distant from Strathcona Sound which provides deep water anchorage for ocean transportation of concentrate to Europe during the short northern shipping season from mid-July to mid-October.The operations and the resident community have direct jet aircraft service from Montreal two days per week, and local nights connect with other Arctic communities in the northern Baffin region. Bulk supplies and general cargo are delivered in the summer shipping season.1.2 HistoryThe Texas Gulf Sulphur Company, now Kidd Creek Mines Limited, staked claims in the Nanisivik area in 1957 and carried out exploration through to 1968. After the Kidd Creek orebody was found, Texas Gulf optioned the property in 1972 to Mineral Resources International Inc. (MRI), which undertook further exploration and completed a feasibility study.Nanisivik Mines Ltd. was formed in 1975, with MRI as the majority shareholder and minority shareholdings held by Metallgesellschaft, Billiton and Texas Gulf. Strathcona Mineral Services Limited was retained to manage the project during both the construction and operational phases."

Jan 1, 1984

Lead isotope measurements indicate that lead from the A.B.H. Consols mine and two transgressive veins in Browne's shaft is "Thackaringa" type and not "Broken Hill" type.

Jan 1, 1970

By Walters GW

A countercurrent method of metal refining using crystallization and reflux is discussed. 4n account is given of the development of this technique for the separation of silver and bismuth from lead using bench-scale studies to the present small pilot-plant unit (around one tonne per day) in the "Commonwealth Scientific and Industrial Research Organization (CSIRO)" Division of Chemical Engineering.

Jan 1, 1975

Lead Removal from Contaminated Soils with Chelating Agents

Sep 13, 2010

By Clift N

Lead concentrate from the Isa and Hilton lead-zinc concentrators of Mount lsa Mines Limited is smelted at Mount Isa to produce a lead-silver bullion. This bullion is cast into four tonne blocks and shipped to Britannia Refined Metals Co Ltd, NorthDeet, England and to plants in Asia for refining and marketing. The traditional treatment stages at Mount lsa are sintering, smelting, and drossing and casting, with some of the sinter plant feed being pre-treated through an Isasmelt plant.A commercial scale lsasmelt based lead smelter was commissioned in early 1991.

Jan 1, 1993

By Hughes J. C

THE smelting plant consists of five large furnaces operating in the treatment of current flintered material, and one small furnace operating periodically in the treatment of copper dross and antimonial slag produced in the lead-refining process.he following table supplies the leading dimensions and details of the large furnaces:-(a) Crucible - Dimensions 17 ft. 2 in. long x 4 ft. wide x 2 ft. 3 in deep. Capacity - 30 tons lead. Class of lining - firebrick. No. firebricks required - 3000.(b) Crucible Tank - Dimensions 20 ft. 6in. long x 10 it. 6 in. Wide x 4 ft. 3 in. deep. Material - 1/2 in. mild steel.(0) Jackets - Dimensions 6 ft. long x 19 in. wide x 6in. thick. Material - Cast-iron. Average life - 2 years. Number per side - 11, with 13-in. bosh. Number per end - 3, with 9-in. bosh.

Jan 1, 1922

By Tanner A. C, Harraway D. H

Various circuits were tried at Mount Isa Mines during the period 1959 to 19G3 with the objective of improving the differential flotation of galena and sphalerite. Many benefits and disadvantages of the various circuits were revealed. An analysis' of ore characteristics and their effect on flotation was made -and resullted in the design of a proposed circuit which is currently in the process of installation.INTRODUCTIONSince 1936 when lead-zinc sulphide flotation commenced at Mount Isa, at least three types of ore have been encountered.Each ore has presented problems to flotation metallurgists.The three types of ore are,1. partially oxidized upper level sulphide ore,2. Black Star ore from the lower levels with its carbonaceous fraction, and3. Black Rock ore which is similar to 2, but more free milling.In retrospect a number of the metallurgical successes of the past were short lived. Often flowsheets or 0perating practices were designed to solve a single metallurgical problem associated with the current ore being treated. As the ore changed the problem would vanish and the method originally taken to counter the problem could become unnecessary or deleterious to the treatment of the new ore. The general lesson learnt from-the past-is-that thetreatment of Mount Isa lead-zinc ore involves a number of equally major problems...

Jan 1, 1963

Trial ore production began at the Hilton Mine in 1987 with ore being trucked into Mount Isa for treatment at the Lead/zinc Concentrator. The expansion of output from the Hilton mine required additional concentrator capacity which led to the design and construction of the Hilton Concentrator. Systematic laboratory and Pilot Plant testwork dating back to 1968 to develop a flowsheet and reagent regime suited to the varied and generally complex mineralogy of the Hilton ore was successfully concluded with a Pilot Plant trial using a sulphoxy based sphalerite depression system in early 1988.In May 1988, a decision was made to build a 750 000 t/y concentrator with some novel technological and capital-efficient features. The Hilton Concentrator commenced operations in December 1989 reaching target grinding rates and metallurgical performance by mid-1990. Current ore treatment rate is 800 000 t/y.Lead concentrates assaying 43 - 48 per cent Pb are combined with the Lead/Zinc Concentrator lead concentrates and smelted at Mount Isa. Zinc and Low Grade Middlings (LGM) concentrates are filtered in the zinc filter plant at Isa with those from the Lead/Zinc Concentrator and then railed to Townsville for export or treatment in Australia.

Jan 1, 1993

The LeadtZinc Concentrator at Mount lsa treats all the lead-zinc-silver ore from the Mount Isa Mine and some of the ore from the Hilton Mine. This concentrator was commissioned in June 1966 and total lead-zinc-silver ore treatment was transferred from the Mount rsa's original No 1 Concentrator in May 1967. Plant capacity is around 5 x 106 t/y.There have been three phases of major plant modifications since commissioning:1. replacement and upgrading of the flotation section in 1979; 2. upgrading of the crushing plant and installation of a heavy medium hydrocyclone plant in 1983 for ore preconcentration, and; 3. doubling ball milling capacity and a further upgrading of the flotation section in 1992.Other developments have included the installation of flotation columns and Jameson cells.The evolution of milling practice since 1955 has been reported by Davey and Slaughter (1970), Bartrum, Dobrowolski and Schache (1977), Fiedler and Munro (1984) and Espinosa-Gomez el al (1989).Lead concentrate is smelted in Mount Isa while zinc concentrate and bulk concentrate (locally called Low Grade Middlings or LGM) are railed to Townsville and shipped to custom electrolytic zinc plants and ISP smelters.

Jan 1, 1993

Leadership "Organizing a group of people to achieve a common goal" Paradigms ? Rush to produce or cut costs. ? The most important thing after safety is production. ? We?ll take care of ??this?? once in production. ? I know what to do, 30 years of experience in mining. ? I want a 100% reliable operation.

Aug 1, 2013

The AusIMM is concerned about the longer tem sustainability of the minerals sector in Australasia. Our contention is that the sustainability of the sector is at risk if we do not:   ò encourage more exploration in Australasia by removing impediments and         increasing incentives; ò fund our university and research centres appropriately to increase both our   prospectivity, and our processing efficiencies; and ò manage our human resources better.   This paper will focus on how we can better manage our human resources to assist in ensuring sustainability of the sector in Australasia .   From a production point of view:   Economic output = f (Land, Labour, Capital, Environment) where Land refers to all of the natural resources used in production. As well as land itself it includes water, forest, fisheries, oil, gas and mineral deposits. Labour refers to the skills and capabilities used by humans in the production process. Capital describes all of the manufactured aids used in the process of production1. The challenge for management is to ensure maximum efficiency and effectiveness of labour in the production process whilst maintaining sustainable development.   The 1992 Rio Summit defined sustainable development as maintaining and enhancing:   ò natural capital û defined as all natural resources, both environmental and   those of traditional economic value; ò manufactured capital û made by human kind, including produced goods,     infrastructure and built environment; ò human capital û defined as the health, well being, intellectual capabilities and   spiritual welfare of individuals; and ò social capital û defined as social relations and consultations within and   between societies, their norms and functionality2.   The minerals sector in Australasia has successfully focused on the technical aspects of each of these components of sustainable development with primary attention applied to natural capital and efficient utilisation of manufactured capital. The technical aspects of human capital and social have also been addressed through an emphasis on occupational health and safety and interaction with local communities however I suggest that, to date, insufficient emphasis has been placed on labour (human capital) to maximise economic output1.   It has become increasingly common practice to identify land as natural capital, labour as human capital and capital as physical capital. That is labour has been treated as a commodity rather than an opportunity to create a comparative advantage and this will be the greatest challenge for mine management to show leadership over the next decade of the 21st Century.   This paper will outline characteristics of the sector which are relevant to the management and utilisation of labour, outline the outcomes of recent AusIMM surveys, review the reasons for the current and future anticipated skills shortages, some innovative responses to the challenges and finally, suggestions on how mine management can show leadership.

Jan 1, 2006

By B. Cavender

Mining managers trying to rapidly reduce production costs tend to implement a traditional set of top-down managerial practices: layoffs of employees, renegotiation of supplier contracts, cancellation of employee training, restrictions on travel, reductions in office supplies, and so forth. While these practices do reduce costs, the benefit is often limited in both magnitude and duration, and the workforce is usually left demoralized. Successful cost-cutters take a different approach. They make the continuous reduction of costs a priority for all members of the organization, whether managers or workers. The culture of these firms emphasizes the commitment, voluntarily given, of individuals and work groups to this goal. Cost cutting practices often reject all of the traditional methods mentioned above, but are far more numerous, innovative, and successful. This culture of cost reduction is the result of a set of leadership competencies that establish direction for the organization, align the organization’s various constituencies with this direction, and motivate and inspire the organization. Dramatic cost reduction then becomes a routine task rather than a heroic achievement.

Jan 1, 2000

By B. Cavender

Mining managers trying to rapidly reduce production costs tend to implement a traditional set of topdown managerial practices: reductions in production volume, employee layoffs, renegotiation of supplier contracts, cancellation of employee training, restrictions on travel, reductions in office supplies, and so forth. While these practices do reduce costs, the benefits are often limited in both magnitude and duration, and the workforce is usually left demoralized. Successful cost-cutters take a different approach. They make the continuous reduction of costs a priority for all members of the organization, whether managers or workers. The culture of these firms emphasizes the commitment, voluntarily given, of individuals and work groups to this goal. Cost-cutting practices often reject all of the traditional methods mentioned above, but are far more numerous, innovative and successful. This culture of cost reduction is the result of a set of leadership competencies that establish direction for the organization, align the organization's various constituencies with this direction, and motivate and inspire the organization. Cost reduction then becomes a routine task rather than a heroic achievement.

Jan 1, 2002

Lean Iron Ore Beneficiation in India

Sep 13, 2010

By Barrie Robb

Outline 1. Mackenzie Aboriginal Corporation (MAC) 2. ACR background 3. ?Learning from Experience? project - What - Why - lessons 3. How Industry could contribute to sustainable Aboriginal communities 4. Concluding words What is the Mackenzie Aboriginal Corporation (MAC)? ? Aboriginal owned ? Established construction capabilities ? Commitment to development of northern resources ? Partners have extensive experience

May 1, 2008

With mining development on hold and other underground works in a slowdown, the develop- ment of nuclear waste repositories takes center stage on the American rock engineering scene. Three repositories for commercial spent fuel -- in salt, tuff, and basalt -- are in the phase of site characterization and conceptual design, and one pilot project for defense high-level waste in salt is under construction. A repository design for crystal line rock has recently been postponed. Because of strict quality assurance requirements throughout design and construc- tion, and because of the need to predict and ascertain in advance the satisfactory perfor- mance of the underground openings, much intellectual energy has been expended to analyze underground openings in the unusual circumstances of the repository environment. In the long term, these efforts will lead to an improved understanding of rock behavior and improved methods of underground analysis and design. For the shorter term, a formalized ground control plan was developed, the princi- ples of which may be applied to other types of projects. This paper summarizes the status of underground design and construction for nuclear waste repositories and presents some details of the ground control plan and its individual elements.

Jan 1, 1987

By Ryan Brogden

On the 5 September 2014 a road train (tractor-trailer) with two trailers carrying ammonium nitrate was involved in a single vehicle accident on the Mitchell Highway, 30 kilometers (18 miles) south of Charleville in Central Queensland, Australia. The ammonium nitrate was being transported to a mine site for use as a blasting explosive. The truck came to rest in the creek bed adjacent to a road bridge and caught fire. The vehicle burnt for over one hour before the load of ammonium nitrate exploded. Miraculously there were no fatalities; however eight people nearby sustained injuries, some seriously. The road and rail bridge over Angellala Creek were destroyed and vehicles in the nearby vicinity were seriously damaged. The truck carrying the ammonium nitrate was completely destroyed with over 2500 pieces of debris scattered up to one thousand yards (one kilometer) from the blast site.

Jan 1, 2018

By Brendan Demich, Joseph McGuire, Emily J. Haas

Near misses recorded and reported by workers can provide awarenessto the potential causes of injury and prompt safety management initiatives. Although most companies require near-miss reporting, it is unclear what the value of these reports are, if any, and how they influence subsequent actions or controls to reduce on-the-job risks. Researchers at the National Institute for Occupational Safety and Health (NIOSH) conducted a case study with an aggregates company in which near-miss reports were analyzed at each of their locations over an entire quarter during the summer of 2018. Within that quarter, workers recorded 249 near misses. Of those, 167 were valid near misses that occurred at work. Researchers coded the reports using a qualitative 5 × 5 risk matrix. Of the 167 near misses, 19% were deemed low risk, 25% moderate risk, 30% high risk, and 26% critical risk. Several patterns in the near-miss incidents were documented, including classification of incidents and common corrective actions referenced (i.e., elimination/substitution, engineering control or redesign, work process/procedures, and personal protective equipment). The analysis provides insight into ways that risk communication and management programs can be improved to reengage workers and their situational awareness on the job.

By David B. Cook, James R. Bieke

I. INTRODUCTION Lawyers are a cautious breed; and it might be expected that a paper concerning a broad and complex area of legal regulation, prepared by lawyers for presentation to a predominantly non-legal audience, would commence with several caveats. Ours are the following: First, we have written a broad (and, in some instances, simplified) overview of the regulatory system and of some of the more important requirements generally applicable to uranium mine and mill wastes in the United States. Our paper is not a legal opinion setting forth all of the governmental requirements that would have to be met by any particular mine or mill. Similarly, we do not imply that the requirements we mention are necessarily applicable to each and every mine and mill in the country; depending on the facts, some of the requirements may be inapplicable or avoidable through exemption or variance proceedings. Compliance decisions and strategies for particular facilities must be considered on a site-specific basis. Second, we have undertaken merely to describe the regulatory framework and some of the generally "applicable" requirements which have been promulgated and proposed by administrative agencies. We express no opinion on whether, under the U.S. Constitution and statutes, the existing and proposed agency regulations are valid in general or as applied to any particular mining or milling operation. There are, of course, procedures for judicial review of agency action; and newly promulgated environmental regulations have frequently been challenged, with varying degrees of success, before the courts. For us even to begin to consider such issues would expand an already forbiddingly long paper to totally unmanageable proportions. Third, in light of the subject of this Conference we have limited our paper to the legal framework and requirements applicable to uranium mine and mill "wastes" -- primarily mine overburden and waste rock and mill tailings (including waste tailings solution). We treat operating discharges (e.g., emissions from yellowcake drying) only peripherally. Fourth and finally, it is important to note that this paper, at least in so far as it concerns the specific requirements of particular regulations, will likely soon be out of date in some important respects. Despite

Jan 1, 1980

By M. Heger

February 2, 1999 marks a milestone in earth-moving technology at the San Miguel Lignite Mine. It was on that date that The North American Coal Corporation (NAC) took delivery of three Leica Dozer 2000 GPS grade control systems for use on its bulldozers. The primary reason for the purchase of these grade control systems was to prove that GPS technology could safely and economically be utilized on heavy equipment to assist operators in defining grades. If these properties were successfully demonstrated, the ultimate vision of the project was to expand the system to a point were GPS would become the primary means of providing grade control information to the mine’s heavy equipment operators. Twenty nine months and more than $500,000 later this vision was realized when the final bulldozer operating at the San Miguel Lignite Mine was equipped with Dozer 2000. Presently North American Coal has a total of nine Dozer 2000 GPS grade control systems at San Miguel providing cut and fill information to operators 24 hours a day. These grade control systems have allowed the San Miguel operation to increase safety, reduce costs, improve operator attitude, and better ensure environmental compliance. This article discusses both the nature of these benefits and some of the issues that had to be dealt with along the way.

Jan 1, 2002