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By Denise Corrêa de Oliveira

Household zinc based batteries, dry and alkaline, has become the most popular sources of electrical energy, and are widely used. Because of their heavy metals content such as mercury, zinc and manganese, spent batteries cannot be directly placed in common landfills without a pretreatment. As a municipal solid waste, these batteries may cause serious health problems and environmental impacts. These damages can be reduced by recovery (which means saving natural sources and energy), recycling and adoption of cleaner technologies. Although this worry has been increasing recently, and producers are doing efforts to reduce the mercury content, batteries still need proper safe disposal conditions or recycling processes. This work presents the efforts in progress to characterize and recycle mixed - dry and alkaline - spent batteries, by using low cost unit operations. Some possible recycling stages and recovery parameters of metals as zinc and manganese are also discussed.

Jan 1, 2001

Smart defense: that?s what the industry needs to play for the next four years, according to panelists at the 118th Annual Meeting of the Northwest Mining Association (NWMA), which met December 2-7 in Spokane, WA. The conference was well attended, with approximately 2,200 attendees, 244 booths in the two packed exhibition halls, and a rich offering of short courses, field trips, social events and technical sessions. Speakers at the packed legislative session articulated many of the frustrations felt by members of the mining community after the U.S. elections in November, and offered words of advice. Matthew Ellsworth, the new Government Affairs hire at NWMA, stated it best: ?Elections are like Christmas: you find out who?s naughty and nice ? and it?s always going to come again.?

Jan 1, 2013

By J. Lizak

Calcium carbonate is one of the highest volume industrial mineral products in North America. It is used in filler and extender applications, roofing products, floor tile, glass manufacture, etc. Calcium carbonate has over a dozen major filler and extender applications plus a host of minor uses. North American consumption of calcium carbonate fillers and extenders in 1991 is estimated at over 5,000,000 tons valued in excess of $400,000,000. There were five major suppliers of calcium carbonate fillers in the Middle Atlantic region in 1988 :?Bestone, Genstar, National Gypsum, Thomasville Stone and Lime, and White Pigment. With the exception of Genstar's Maryland operation, all of these operations are within a few miles of York, Pennsylvania. The Millington Group (TMG) purchased the assets of Bestone Corporation in February of 1989. TMG then seized the opportunity to strengthen its business position by acquiring National Gypsum's and White Pigment's Pennsylvania filler businesses in December, 1989 and July, 1990, respectively. By July of 1990 TMG's filler business acquisitions included six quarries and one underground mine, totaling over 1,200 acres and three processing facilities. The assets were restructured into two new companies - Delta Carbonate, Inc. and Penroc, Inc. (hereafter collectively referred to as Delta). Delta identified the assets of the three predecessor companies as undervalued from the outset. The initial phase of Delta's turnaround strategy was to reassess the combined mineral. mining, processing, transportation and marketing assets. The second phase was to effectively integrate these resources in order to exploit their inherent synergy.

Jan 1, 1992

By G. P. Larson

We define a specialized mineral market as follows: Specialized Markets are markets where a low volume of a given mineral is used to convey a large benefit to a specific product. Sales of these value added minerals to small markets generally require a different marketing approach compared to bulk or commodity markets for traditional minerals. Specialized and commodity markets are differentiated by several characteristics as listed in Table 1.

Jan 1, 1990

By P. Sarnoff

Gold has always been a crisis investment. For centuries gold has been considered globally the money of last resort. In time of war, inflation, financial uncertainty, political upheaval there has with few exceptions always been a flight to gold. The gold paradox simply is that even though we have gone through for the past handful of years all the kinds of. anxieties that would cause the gold price to rise, it has instead dropped drastically. Figure 1. illustrates the important factors that influenced the gold price significantly up or down before 1987. Obviously, since then, even though we have had wars, inflation, financial problems involving breaking banks and thrifts let alone collapsing financial institutions, the gold price has both in the long-term and the short-term trended downwards. Figure 2. depicts the gold price path since 1987. If the presence of time-honored and time-tested factors that should have driven the gold price up didn't do the job, then logic dictates that new factors to drive the gold price down and keep it depressed arose. And they did. But before addressing these depressants permit me to turn to the arcane art of gold price prediction and fore-casting.

Jan 1, 1992

By Arthur Notman

IN VIEW of the wide publicity given to the charges by the Couzens Committee of the United States Senate of discrimination by the Bureau of Internal Revenue in favor of the copper companies, it becomes a matter of interest to consider the basis for these charges. The point to be determined is whether they rest on a foundation of fact or are purely and simply matters of opinion. The whole question boils down to the purpose of the Tax Law as applied to mines, which is to afford the same protection to them as provided for all other taxpayers, namely: that they were to be allowed to pay back as depletion to their owners the values of their properties as they existed or were estimated to exist on May 1, 1913, free from tax. To determine these valuations it was? necessary to select from a wide range of possibilities a set of values for a number of essential factors.

Jan 1, 1925

By W. M. Peirce

COAL'S importance in the metallurgy of zinc may be gauged by the fact that approximately a million and a half tons is so employed annually in the United States. This brief paper will show in what way the various steps in the treatment of zinc ores utilize this fuel, either in its primary form or as coke or gas, and to what extent. The first step in zinc metallurgy that requires the use of fuel is roasting the sulphide ore, which is the type of ore in which zinc commonly occurs. Since the roasting is nearly or completely autogenous, however, this use of fuel is too minor to warrant further attention. Concentration of zinc ores is usually carried out by conventional milling methods, but a pyrometallurgical method, the Waelz process, is used to concentrate certain low-grade ores, and to recover the zinc content of certain residues in concentrate form. The Waelz process uses a continuous rotary kiln in which a mixture of coal and zinc-bearing material is heated to a

Jan 1, 1948

By Oliver Bowles

The following discussion of waste rock utilization constitutes the fifth paper of the current series of reports on lime- plant quarry problems . As here tofore lime manufacturers are invited to cooperate to the fullest extent by supplementing the Bureau's information with the results of their own experiences and observations . Waste utilization is the key to success in many enterprises , and with a broader knowledge of this branch of the lime industry more economical operation is made possible . Your assistance in compiling additional data on this subject is solicited , and such assistance may be rendered by writing answers to the questions on the final page of this report .

Apr 1, 1923

By S. Kashani Nejad, M. Bellino, K. Collins, C. Tovee, J. Godwin

Motivated by safety considerations, logistical issues, transportation cost savings, product diversification, and marketing preferences, several uranium producers are revisiting their business models and supply chain configuration and, instead of selling dried yellowcake to downstream refineries, they are moving to build in-house calcining facilities. Drying and calcining plants are relatively low-cost facilities to build and operate. The execution period of a typical yellowcake drying and calcining project is also relatively short and alternative construction methodologies, such as modularized solutions, are available. The drying and calcining technologies used for yellowcake are relatively mature, environmentally contained, and well supported by qualified vendors. The drying and calcining circuits also seamlessly integrate with upstream and downstream operations. These either produce a dried yellowcake or calcined U3O8 which are notably safer and easier to transport and market. This paper presents an overview of the recommended technology and project development considerations for yellowcake drying and calcining facilities.

Jan 1, 2020

A mathematical model of a decision is represented by the table in Figure 4. The numbers in the matrix are a measure of the effectiveness of each alternate for an objective. In this case, it is the per cent of desired profit that is satisfied by each alternate for each objective. By adding all of the values in a row, we have a measure of which alternative is best for both objectives. However, if you think that alternate 1 is necessarily better than alternate 2, you are wrong. Why? Because the weight of the objectives may not be equal. It could just be that this plant can sell more than it can produce, so that the loss in profit represented by increased sales is more than twice as important as reductions in costs. (See Figure 5). In that case, let us weigh objective 1 as 30 per cent and objective 2 as 70 per cent. It must also be obvious that the sum of all the "objective weights" must equal 100 per cent. Now, by evaluating our alternates according to their weights. we find that alternate 2 is better than alternate

Jan 1, 1964

By Lionel C. Piuze

Introduction and Early History The British Canadian Mine is one of four operating properties of Asbestos Corporation, Limited, and is located in the town of Black Lake, Que., five miles southwest of Thetford Mines. In the early days of as1bestos mining, this .property was owned by a few small companies who later became part of the Asbestos Corporation. First .to commence mining operations on the property was the Coleraine Mining Company who, in 1885, began selling part of their large holdings in the area to various asbestos mining interests. Of these, the earliest active companies were Manhattan United Asbestos, the Glasgow and Montreal Asbestos Company, and the Anglo-Canadian, the last named later becoming the Standard and Dominion Asbestos Companies. Extraction of fibre was limited to what is now known as crude asbestos and the methods were primitive. Drilling was done .by hand and the ore was lifted by derricks operated by band winches. These were later replaced by horse power, but it was not until 1887 that the first steam-operated boom derricks were introduced, at the Anglo-Canadian mine. The ore was hand cobbled and the asbestos roughly classified and bagged. The waste rock, which by today's standards contained a considerable percentage of marketable fibre, was dumped near the pit. The first attempt to separate the asbestos from the host rock by mechanical means was made in 1888 by the G1asgow and Montreal Asbestos Company, then known as the Scottish-Canadian Asbestos Company, whose mill, erected in that year, was the world's first asbestos mill. Though the equipment was crude, the principles employed were the same as those used today with much larger units. The next steps were the use of rock drills, the adoption of steam rail transportation for moving mill rock, and conversion to the more flexible cable-derrick hoisting.

Jan 1, 1950

By K. A. Foo

Minproc Resources Inc. is developing a tailings retreatment project in Bolivia at the Colquiri zinc-tin-silver mine, in the Bolivian Andes. Mining at Colquiri has been continuous since 1940 and COMIBOL, the Bolivian state mining company, has owned and operated the underground mine since 1964. There are 10 million tonnes of tailings at Colquiri containing 0.51% Sn, 4.21% Zn and 50 g/t Ag. Minproc plans to mine and concentrate the tailings at 1.15 million tonnes per year to produce feed for pyrometallurgical upgrading. The tailings are moderately complex, with cassiterite grain size ranging from 200 to 5 pm. The marmatite (ZnFeS) in the tailings is relatively easily recovered, with zinc recovery of 80% to a 40%-45% Zn concentrate. The major problem with the zinc metallurgy is that the marmatite is complexed with iron, which results in iron contents of 14%-17% Fe in concentrate. This makes the product very difficult to sell because of the low Zn:Fe ratio. Most zinc smelters require a Zn:Fe ratio of 6:1 or 7:1, whereas this concentrate has a 3:1 ratio. Concentrate sale terms are therefore unfavorable, and the high cost of transportation from Bolivia to the smelters is an additional burden.

Jan 1, 1992

By Juan Asalgado

The JORC and NI43-101 codes impose that mineralized material has a reasonable prospect of economical extraction to be classified as Mineral Resource. For deposits close to surface and amenable to open pit mining, it is easy to show reasonable prospect of economic extraction running a Lerch-Grossman optimization. The Lerch-Grossman pit provides a transparent and repeatable way of separating the Mineral Resource (within the pit) from the remainder of the mineral inventory (outside the pit). Deposits amenable to underground mining are more challenging because of the variety of the underground methods. AMEC developed a stand-alone software package that outlines the material which has reasonable prospect of economic extraction for open stoping, block caving, sublevel caving and room and pillar. The software takes a block model file in ASCII and exports a 3D surface outlining the part of the mineralization that has a reasonable prospect of economic extraction, and which the Qualified Person can smooth out manually if required.

Oct 1, 2009

By Daniel S. Gwinner

The tolling, or processing for a fixed fee, of aluminum drosses to recover the metal units is a common practice in the Aluminum Industry. The Dross Toller is acting for the owner, and since most dross processes result in material going to landfill, it is important for the owner of the dross to insure that the toiler is processing the material and handling waste disposal in an environmentally responsible manner. The paper discusses the Dross Toiler Audit Program, first from the Reynolds Metals Company perspective. Included are the reasons the company deems it necessary to audit and a description of the items covered during the audit. Finally, there will be a discussion of the audit from the Tollers perspective - what the Toiler can expect when the auditor arrives.

Jan 1, 1995

By H. C., Simpson

MANY metals by virtue of their place of occurrence as ore, and their uses are travelers! Iron and steel, for instance, is one of the greatest of travelers in the form of ships and the romance of iron in this respect is only just beginning to be superseded by the stories which can be told of the travels of aluminum and its alloys, used in the building of airplanes. Tin is a traveler from the Straits Settlements to this country and Europe, for use in the canning industry; afterward traveling all over the civilized world as a part of the container for preserved foods. Silver is somewhat of an aristocrat, when its uses are measured against those of the baser metals. From earliest times it has been used for adornment (first perhaps o4 the person and later for the embellishment of weapons and' buildings), for the making of fine ar¬ticles used in the household, and as money. While its uses have been widened by the discoveries in chemistry, electricity and other sciences, its early uses are still much in evidence in our modern life.

Jan 1, 1928

By NA NA

In the third of its features on the new owners of the British coal mining industry, Mining Technology reports on the newest company in the field, Midlands Mining.

Jan 2, 1997

By Glenn J. Phillips, Debra L. Musick

The operating mine is dynamic, everchanging, and a continuous moving target. The only way to effectively manage such a creature is to be able to evaluate the cost of operation over short enough time periods that rapid effective controls can be implemented before loss can erode the marginal profits in todays market place. Such short term evaluations can provide the basis for the long range planning that can keep an operation healthy in the future. The spreadsheet programs on small computers (PC's) offer the possibility of such evaluation by accumulating data in a useable format, providing timely cost reporting and providing a tool for use in evaluating the day to day alternative choices of the real mining world.

Jan 1, 1987

Project delivery in our current market is not as efficient as it could be. Industry at large (both client and consultant), is diligently following the engineer, procure, construct, manage (EPCM) or engineer, procure, construct (EPC) delivery models and not necessarily appreciating the underlying principles that make them the effective tools they were to start with. We often misinterpret project management with EPCM and end up with a literal and superficial interpretation instead of the disciplined risk reduction and business value capture exercise it is intended to be. One of these underlying principles is the project team as resource or commodity depending on which perspective we follow. Some of us understand this principle only too well and succumb to the temptation to take advantage of the imbalance in the understanding of EPCM by selling bodies and hours. Value and return on investment do not always come into the equation. The latecomers and aspirants are struggling with this as a barrier of entry into this lucrative market, since as we all know - people as commodity was becoming and still is a scarce resource. Clients are also waking up and asking why 1000 engineers on the floor are better than 100, when engineering design in all aspects of industry, new technology aside, is mature. Why is it that we start with a clean sheet of paper with every project or that neighbours in the same industry segment and location just happen to have completely unique conditions and circumstances that require totally original design (Local conditions aside)? The answers to this question appear when we explore the role of the project team and how it is structured. We will need to investigate team culture and levers for success. Then we will formulate a business case for a team to be able to follow traditional project management practices with EPCM delivery models but yet end up with an alternative look, feel and result. An outcome where more input is not necessarily better and the client and consultant both are aligned with success measured in dollars and a win-win outcome for both parties.

Jan 1, 2009

By S B. Sheldon

Wall control programs tend to be expensive and consequently require financial justification in order to get approval for the expenditure required. The difficulty faced in getting this approval is that the outcomes of a wall control program are all subjective – a prediction of wall stability and what the wall would do with and without the program. Determining a net benefit is difficult and often justification of a wall control program is based on gut feel, history and a good selling campaign to build a perceived need.This paper outlines a simple solution to this problem by applying risk management principles to wall control. The process is to identify the risks to the operation associated with current wall conditions and then build a risk database for different potential scenarios for each risk. A financial impact is assigned to each risk scenario to complete the database. A consequence and likelihood analysis of each of the risks is undertaken and a formula applied to estimate the projected cost to the operation for the current risk profile. The process is repeated for the predicted wall control conditions after the application of the wall control program. A successful wall control program will reduce an operation’s risk profile so this projected cost should be less than that calculated for the current scenario. The difference in the two projected costs is the value that the wall control program has produced and this value can be used to determine the net financial benefit potential for the wall control program.This methodology can also be applied to other improvement programs that focus on risk reduction such as vibration control.

Nov 8, 2011

By D. C. Foguel, J. L. R. Bravo

For several years, Caraiba Metais S.A. (CMSA) had to stock the arsenic sludge generated from the electrolyte purification process of its tankhouse. The amount stocked · reached approximately 3,500 tonnes, as the effects of its recycling during the smelting process and consequently in the sulfuric acid plant were unknown. Besides, it had as limiting factors the high content of arsenic in the copper concentrates supplied by foreign countries as well as the reduced capacity of the tankhouse's purification plant. The choice for selling the mentioned residue, which generally contains more than 50% of Cu, was attractive, but the environmental policies and regulations had not allowed this option. Other alternatives, such as the production of bicupric arsenic by means of a solvent extraction process or arsenic trioxide, were considered but the economic feasibility was not attractive due to the absence of a domestic market and a poor international market. After a study of the arsenic partition in the metallurgical process, it was verified that the residue could be recycled without causing any operational problems or damage to the environment. To make this possible, the capacity of the purification plant was increased and the way of removing the arsenic sludge from the cells was modified from manual to mechanical, therefore avoiding the direct contact of the workers with this poisonous substance. Moreover, procedures for recycling in the smelter were established and tolerance limits were set for both the smelter and the sulfuric acid plant. The main amount of arsenic to be recycled is released with the smelting furnace off-gas, which is washed during the purification stage of the sulfuric acid plant. The acid water, rich in arsenic, is then treated in the waste plant and the arsenic, in its stabilized condition, is confined in an appropriate area.

Jan 1, 2000