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By S. M. Taghavi, M. Halali

This paper investigates the possibility of zinc oxide production from zinc ore concentration residues, and also the effect of temperature, time and depth of bed on waste materials reduction percents. The results obtained show a significant increase of the reduction percent as a function of time and temperature. With increasing in depth of bed, reduction percent will decrease. Maximum zinc oxide percent in products was 93.5%.

Jan 1, 2004

By Jose A. Jimenez

"Mining operations generate an enormous amount of data that is difficult to organize, analyze and act on. These data require an extremely broad range of experts to investigate and manage the cross-disciplinary information. The data collects in paper files, diverse databases, historians, stand-alone applications, and excel files. This collection of sources represents everything from monthly, weekly, or daily inputs to real-time feeds or sporadic unscheduled entries. With the operational complexities ever increasing and fewer engineers per mine, an efficient operation is becoming more and more challenging. Engineers are typically burdened with data collection, clean up, and administrative efforts leaving very limited time for engineering assessment and/or optimization analysis. Often optimization becomes limited to the analysis of equipment uptime through existing field automation systems. A great portion of the field data is tucked away in historians seldom reaching those engineers who might leverage the data. Few mine operators have the time or budget to re-architect their operations data collection or management practice, so solutions must enable improvements without requiring expensive or time-consuming implementation. This presentation highlights examples where the aforementioned challenges are addressed using a solution framework designed to enable: 1) data integration and connectivity, 2) monitoring and opportunity recognition, and 3) engineering workflow automation. The initiative extends the concepts and success proven in the automation market segment to all disciplines across the mine operations. INTRODUCTIONThe mining industry by its very nature spends a great deal of its capital on equipment maintenance and replacement. In addition, periodic shutdowns due to equipment failure are typically very costly in terms of interrupted operations. Keeping mining equipment running at peak performance and avoiding costly shutdowns can make a huge difference in the overall return from mining operations. Today, information can be make available that can go a long way towards spotting equipment issues and permitting timely intervention to avoid costly unplanned shutdowns. That said, gathering all of the information from numerous points on many different pieces of equipment necessary to enhance overall equipment effectiveness presents its own daunting issues."

Jan 1, 2016

By P. Mageau-Béland, È. -M. Proulx, M. -C. Patoine

Over the past six decades, Hatch has helped several industrial processing facilities in debottlenecking their operations, allowing them to produce more with the same equipment, to reduce and even eliminate expenditure investments, or to increase the return value of their expansion projects. These successes result from the application of a proven analysis approach that can be applied to any industrial facility. A five-stage methodology is discussed and demonstrated with a specific example of a nickel concentrator optimization study. The first stage is an observation stage which allows to meet key actors at the plant, develop mutual understanding of problems, understand operating philosophy, and efficiently collect large amounts of operating and maintenance data. Following is a data compilation stage during which data is analyzed over a representative time period to identify parameters that significantly affect the production, to evaluate data reliability and to define the focus of the upcoming analysis. Quantitative metrics are defined using statistical tools such as pivot tables, histograms, percentiles and MDR (Maximum demonstrated production rate during 3 to 7 consecutive days). Then, the production bottlenecks are identified by a thorough analysis of the facility’s control philosophy, process throughput, equipment capacity, availability, downtime causes, and interaction between components of each circuit. Understanding the maintenance practices and frequency of planned shutdown is also critical to this analysis. Opportunities for improvement are identified in collaboration with the operation, maintenance and engineering teams, ranked as a function of their impact on the bottlenecks and prioritized. The final and most critical stage involves engagement with the plant stakeholders, namely the operators and the maintenance staff members, to present the results of the analysis and obtain their participation in the implementation of the solutions. The benefits of the case study translated into: 10% production capacity gain, improved maintenance planning and avoidance of several million dollars of investment.

Jan 1, 2016

By Scott Hopkins

Simulation tools are preferred for evaluating complex systems due to its ability to mimic reality and quickly evaluate many different what-if scenarios and find global solutions. A simulation model is capable of representing variable and dynamic disturbances that are typically encountered in day-to-day operations; this is where spreadsheet models or linear programs fall short because they cannot account for the dynamic behavior and relationships. The simulation model used for this work was developed by Xstrata-Nickel (previously Falconbridge). The simulation tool is very flexible and can be used to simulate different mining and development methods. The scope of the modeling included production mining, geology, equipment fleets, equipment maintenance and random failures, manpower, shift schedules, and cycle activity times. A case overview of the 170 Orebody will be presented along with the challenges associated with data collection for the model inputs. Results and lessons learned will also be discussed.

May 1, 2008

By M. Doggett

All 231 Canadian primary gold mines that produced from 1946 to 2004 were analyzed with respect to their production and economic characteristics. Trend analysis revealed that the average annual capacity of Canadian gold mines, as measured by ore processed or gold produced, has increased over time. Conversely, the average grade of gold mines has decreased over time. The distribution of gold output is highly uneven: for example, the 22 giant mines producing more than 100 t (metric tonnes) of gold account for 62% of total output. Small mines producing less than 10 t Au account for 54% of total mines, but less than 4% of total gold. Each historical mine in the database was evaluated on the basis of a set of economic and technical assumptions to determine if it would be economic to develop today. Based on the net present value using an 8% discount rate, only 103 of the 231 mines were determined to be economic. About 80% of the uneconomic mines had less than 10 t of contained gold, and 63% had less than 5 t. It is concluded that these small mines would not be viable today due to a combination of real capital cost increases, and more stringent permitting and environmental regulations. The implication is that future gold supply in Canada will hinge on the discovery and development of a new generation of larger mines. Given that only one giant mine has been discovered in the past 20 years, it seems likely that gold output will decrease in the future.

Jan 1, 2007

By John Kostuik

"This paper discusses the outlook for uranium resources, and comments briefly on the measures needed to meet market objectives. Areas of recent exploration interest are also discussed.THE PREVIOUS SPEAKER has capably described the truly phenomenal growth in demand for energy from all sources. The basic factors -population growth and industrial development -which will create energy demand are so fundamental to national economies that the ascending energy demand curve will be little affected by short-term factors.Because of the economic and practical advantages of nuclear power and the degree of present acceptance by electric utilities, there is no doubt that uranium will be a principal source of primary energy in industrial countries -and this will happen within a decade. Indeed, during this period it will be the fastest growing source of energy, capturing, for example, more than half of the electric utilities' expansion in the United States by 1980. The ready availability of energy sources from domestic and foreign resources is so essential to industrial nations that the long-range outlook for their adequacy is of prime importance. There has been international concern about the availability of uranium resources at reasonable cost to adequately support and foster the development of the nuclear power industry. Canada, fortunate in having established reserves and a potential in excess of any forseeable domestic demand, can confidently look forward to being a principal supplier to the industry."

Jan 1, 1969

By J. B. Kwon

For improvement in the productivity of tall building projects, table formwork is one of the main methods that have been adopted for slab formwork. Because the table formwork method is an equipment-oriented construction method, the type of lifting equipment and method of operation considerably affects the productivity and cost of the table formwork. It is also important to make an equipment input plan for completing the table formwork within the time given, according to the structural construction cycle. For performing the table formwork, a tower crane or an independent lifting system, and shifting trolleys, are required. However, if an inefficient equipment input plan is made, exorbitant cost may be incurred. Therefore, the purpose of this study is to analyze the productivity of a table formwork, considering the type and number of lifting equipment and the number of trolleys inputted, and to suggest quantitative data for making a cost-efficient equipment input plan within the construction duration given. It is expected that the results of this research will be utilized as a basis for cost-efficient equipment input planning.

Aug 1, 2013

By T. P. Riordon

"Major swings in the silver price since 1979, along with the ever constant fight to maintain ore reserves has forced United Keno Hill Mines Limited through several unique series of events in order to survive in the 80s.This paper is specifically meant to be a description of safety and productivity improvements achieved to ensure the survival of a silver mining community ill the Yukon. There are, however, other events and conditions that must be described to complete the story and this paper attempts to do that as well IntroductionUnited Keno Hill Mines Limited, a subsidiary of Falconbridge Limited, is the only silver producer in the Yukon. Operations are located in north central Yukon, in and around the small town of Elsa, latitude 62.5 °, about 275 road miles from Whitehorse. The Arctic Circle is about 185 miles due north of the town.Temperatures in 1986 ranged from a high of 28.5°C in July to a low of -37.0°C in November, however, much lower temperatures have been recorded in previous years. Due to the mountainous terrain the town of Elsa is completely in the shade from mid-November until early February, a period of about 12 weeks.The Elsa area, as is most of the north, is considered semiarid with an average precipitation level of about 15 inches. Vegetation, however, is quite abundant though slightly dwarfed at the townsite elevation of 3200 feet above sea level: Many of our operating and exploration portals as well as our open pits are above the tree line. Permafrost in the area has been recorded up to 400 feet below the surface."

Jan 1, 1988

By A. J. R. Smith

"CANADA'S ECONOMY TODAY is about two-fifths larger than it was six years ago, as measured by the total volume of production of goods and services. Such an achievement has been a rare phenomenon in Canada's first one hundred years. Excluding the forced-draft expansions which took place under war-time conditions, perhaps only the first decade of this century recorded a performance of greater dimensions, when, with massive immigration, the opening up of the West and a powerful array of well-de-signed development policies, the country was looking forward confidently to a great future of nation-building in the twentieth century.What makes Canada's over-all economic advance since 1961 all the more remarkable is that six years ago there was virtually no one in this country who anticipated an expansion of such dimensions. Back in the buoyant conditions of 1956-57, perhaps such an achievement would not have seemed beyond our grasp. After 1957, however, Canada stumbled through an extended period of slow economic growth, high unemployment and substantial and widespread under-utilization of its productive capacity. By the early 1960's, conditioned by the emergence of substantial, persistent and pervasive slack in the economy, t h e r e were few Canadians bold enough to anticipate that their economy was about to embark on a Great Expansion. However, this •is, in fact, what occurred. Beginning early in 1961, Canada moved forward into a sweeping advance which grew into the longest and largest peacetime business expansion in Canada's first century as a nation -a truly great expansion by any standard of measurement. This strong thrust has moved Canada into the front ranks of over-all economic expansion among the industrially advanced nations in the 1960's."

Jan 1, 1970

By F. P. Yungwirth

"IntroductionTrout Lake Mine is located about 5 km north of the Hudson Bay Mining and Smelting Co., Limited complex at Flin Flon, Manitoba. The mine was brought into production in 1982at the onset of a severe recession in the base metal market. The mine is operated as a joint venture with HBM&S, MMR and SMS.During the first several months of operation it became evident that there were opportunities to reduce costs at the mine significantly, and a productivity improvement subcommittee was formed to make recommendations. The first committee met in January, 1983 and consisted of the mine manager from Hudson Bay Mining, a geological expert and a maintenance expert from Outokumpu Oy, Finland, and a mine manager from Granges, Sweden.Recommendations from this committee were implemented during 1983 and a new subcommittee was constituted in 1984 to continue the work begun the previous year. The committee remains as constituted in 1984 and meets quarterly.The committee consists of M.A . Kirby , manager - Flin Flon Mines, HBM&S; Gustav Hoberstorfer of Mindelco , a Swedish mining consultant retained by Granges; Eero Laatio, mine superintendent of Keretti Mine at Outokumpu Oy in Finland; and Bob Bray, a mining consultant retained by Manitoba Mineral Resources.Many productivity improvements made in the operation are attributed to the work of this committee and other experts retained at various times throughout the mine life."

Jan 1, 1988

By W. A. Crosby, W. K. Smith, K. L. McDonald

"IntroductionThis paper describes how the introduction of two blasting techniques and the resuItant development of new dragline digging methods have increased the productivity of single- and double-seam dragline operations at the Rietspruit opencast mine.LocationRietspruit , one of South Africa's largest opencast strip mines, is situated some 11 5 kilometres east of Johannesburg in the Witbank coal field.BusinessRietspruit is a joint venture between Transvaal Consolidate d Land and Exploration Company (T.C.L.) and Shell, South Africa. Rietspruit is administered and managed by Rand Mines, the Mining division of Barlow Rand, transportation and marketing being the responsibility of Shell. The total saleable coal product, approximately 5,5 million tons per annum, is exported via Richards Bay.Presplitting and Throw BlastingPresplitting was initially introduced in September 1980, as a means of dewatering t he overburden and mid burden to facilitate the use of dry-mix explosives a s opposed to slurry explosives.The utilization of the throw blasting technique arose as a direct result of observed ground movement after the successful introduction of presplitting. The first trials commenced in March 1981 on the double-seam operation. The methods, economics and resulting advantages are fully described elsewhere. A brief description follows.Method of PresplittingAfter determining the desired presplit line, 250-mm holes are drilled to top of coal at 4-m to 6-m intervals, dependent on the competency of the rock overlying the coal. A single 60-kg charge of slurry explosives is located at the bottom of each hole, no tamping is used and all the holes are detonated simultaneously. The results are a competent, straight, vertical highwall. This enables accurate control of the first row of blast holes closest to the highwall, which is a prime requisite for successful throw blasting."

Jan 1, 1983

By L. A. Wolff

"Second only to profitability (but not always), productivity is the most sought after measurement for any operation. Whether it is in mining, manufacturing, construction, etc. managers always strive to know how productive various plants are. Even the Federal Government publishes, on a monthly basis, the nation's factory productivity.Just what is productivity and how is it measured? This is an important topic that needs definition. There could be as many definitions as there are people who use it. In the mining industry, the problems of defining productivity would be analogous to the definition of equipment availability. Each mine uses its own definition to suit its needs. Webster's Dictionary primary definition for productivity is ""the quality or state of being productive,"" with productive defined as ""yielding or furnishing results"". This is a definition open to a broad spectrum of interpretation. A discussion of how productivity is currently used in the mining industry and an introduction to a potentially different approach to its measurement and meaning is outlined in this paper.Defining ProductivityTypically, mining companies track several productivity measurements. These are partial measurements and can include the following: tons per specific equipment class per hour, tons per man-hour, and tons per shift. None of these, however, track the over -all performance of an operation, that is, a unit of output per unit of input.For a mining operation, output can be defined as the ore for mill processing. Input includes the required components of production to get to the first step of processing.The Wesbter's Dictionary definition exposes a major fault with the popular conception of productivity. The critical issue of accountability is not addressed. Anyone can produce, but how effectively and efficiently are resources used? Quantifying an inclusive measurement is difficult. Statistics referring to an increase in productivity are often published. For example, the statement, ""gold productivity has increased by 10%"" has many potentially dangerous interpretations. One must ask, what does this statistic really mean? Did gold companies produce 10%” more gold? Were less manpower or equipment required to produce an equivalent amount of gold? Did ore grades increase resulting in more ounces of gold produced, etc. Obviously, production and productivity can have similar implied applications and meanings, but also two different, distinct meanings.To mitigate a problem like this, a standard needs to be developed within the mining industry. Because of varying ore grade, changing waste to ore ratios, different mining methods, etc. all of which have a direct impact on mining, development of a standard is difficult. Kendrick(1) discusses the use of Total Factor Productivity as a productivity measurement. Summarized, the total factor productivity measure is an indication of the change in efficiency in the use of basic labour and capital factors associated with an operation.This measurement has little meaning when calculated at a given point in time. It should be an on-going calculation, tracking an operation over a period of time, to evaluate trends. These trends can be used to determine if an operation's productivity is what it should be, and alert management to potential problems before they become major and adversely affect an operation."

Jan 1, 1990

Presentation Overview Corporate Overview Kutcho Project History Exploration Development Permitting Capstone -Pursuit of Value Building a mid-tier copper producer focused in the Americas Two operating copper mines; Cozamin& Mintomines High grade and low cost 2010 forecast: 80-85 million pounds of copper in concentrates Total Cash Costs* of ~US$1.10/lb to US$1.20/lb of payable copper produced Significant by-products of gold, silver, lead & zinc Growth potential Further expansions at existing Cozamin& Mintomines High grade copper development: Kutcho project, BC Investments in Nevada Copper & Silver Wheaton 100% North American assets Low risk ?Canada & Mexico ?Conventional operations

Oct 1, 2010

About Barrick Paste Backfill at Barrick Goldstrike Rodeo Paste Plant Cyclone Lab Testing Challenges and Lessons Learned Future Barrick Projects

May 1, 2013

"Projections of demand for Alberta coal indicate a quadrupling of current production rates to some 70 million tonnes/year by the end of the century. About half of this output-comprised of subbituminous coal-will be required within the province, primarily for generation of electric energy. The remainder-roughly 70 per cent high-volatile bituminous (hvb) steam coal and 30 per cent medium- or low-volatile bituminous (mvb/lvb) metallurgical coal-will be exported, principally to Pacific Rim and Western European countries. Direct employment in mining and coal processing is projected to increase from the present ca. 3000 to at least 12,000 persons.This paper presents separate forecasts for subbituminous, hvb and mvb/lvb coal production in the period 1982-2000; notes a number of possible developments that could substantially modify these forecasts; and briefly discusses attendant infrastructure requirements. Attention is drawn to potential shortages of qualified manpower and to threatening inadequacies of transportation facilities.IntroductionDespite the dislocations triggered by the 1973 'oil crisis', energy budgets of Western industrial countries are mostly still in the very early stages of the anticipated transition to greater reliance on coal. Shift s to coal are still more often only talked about than being implemented; and the public policies which are essential for timely development of facilities for producing, transporting and using coal are in many instances not yet even broadly formulated, let alone enunciated.In these circumstances, long-range projections of coal demand and supply-even if restricted to internal requirements- are subject to greater uncertainties than usually afflict such forecasts.On the demand side of the equation, these uncertainties arise ultimately from linkages between a need for coal and the availability and pricing of OPEC oil. The current surplus of oil on world markets, which has recently forced substantial reductions of posted prices, is undoubtedly a transient phenomenon that is unlikely to have any long-term impact."

Jan 1, 1982

By Raj Thamburaj, Li. Ping, Prakash C. Patnaik

"An effective prognosis system for aircraft engines may involve the application of a wide range of technologies and methodologies, which may include: - On-line, real-time and in-situ non-destructive inspection/detection/sensoring - Aircraft/engine instrumentation - Airborne data recording system - Advanced signal filtration - Data compression technologies - On-line engine health monitoring technologies - On-line engine component life usage monitoring technologies - Mission severity analysis algorithm based on life prediction and damage tolerance analysis models - Life assessment methodologies - Optimized repair/overhaul/maintenance planning - Optimization of mission assignment and homogeneous life usage - Web-enabled information delivery and sharing system - Decision making logistics This paper will demonstrate some efforts that Orenda has accomplished over the last decade in collaboration with the Institute for Aerospace Research of National Research Council Canada and the Department of National Defense. The presentation will focus on the following projects:"

Jan 1, 2004

By L. W. Krahenbil

The programmable Logic Controller (PLC), at its present stage of evolution, is now considered as a mature control system. The PLC combines the solid-state reliability of hardwired logic and computer control systems with the simplicity of a relay ladder logic. Relay symbolic programming through a function-oriented keyboard provides a means which plant personnel can easily become accustomed to work with. In a large coal facility, it is shown that the control engineer can provide improved control flexibility with the advanced capabilities of the PLC.

Jan 1, 1979

En quoi consistent les études de suivi des effets sur l?environnement (ESEE)? Les ESEE constituent une méthode de suivi scientifique que l?on peut employer pour déterminer la santé des écosystèmes aquatiques (qui peuvent être touchés par l?activité humaine) et l?efficacité des mesures de protection de l?environnement. Les ESEE sont des évaluations scientifiques itératives du poisson, de l?habitat du poisson et des ressources halieutiques. Le programme comporte des phases séquentielles de deux à six ans de suivi, d?interprétation et de compte rendu au cours desquelles la fréquence et le type de suivi dépendent des résultats des études précédentes. Le programme des ESEE pour les mines de métaux est fondé sur un accord conclu à l?unanimité entre les intervenants. Les exigences du programme et les guides techniques connexes ont été élaborés à la suite d?une consultation multilatérale à laquelle ont participé les représentants du secteur privé, du gouvernement et des collectivités. Toutes les mines assujetties au Règlement sur les effluents des mines de métaux (REMM), aux termes de la Loi sur les pê ches, doivent procéder à une ESEE dans le cadre de l?autorisation qu?ils ont reç ue de rejeter des effluents. Le REMM a été enregistré le 6 juin 2002 et publié dans la Partie II de la Gazette du Canada le 19 juin 2002 (SOR/DORS/2002-222).

Nov 1, 2002

By C. S. Gibson

INTRODUCTION I WELCOME the opportunity to speak on Programmes in Safety. The invitation to do so shows that those guiding affairs of the Institute in this District realize the practical importance of this subject. My remarks are intended primarily for mines having 100 to 400 employees, approximately. With minor modifications, however, they apply also to larger or smaller operations. Others, I hope, will derive benefit from this paper, for they, too, have a part to play in accident prevention; for example, contractors such as shaft-sinkers; manufacturers of equipment; and consultants and designers of mining, milling, and metallurgical methods. These troubled times stress, as never before, the importance of efficient operations in mining. The days are gone when neglect can be afforded. Safe working conditions and satisfied employees are essential for efficient production at reasonable cost. The mining industry of Ontario long has been keenly aware of the human aspects of this subject, and as a whole it has done much to decrease the frequency and severity of disabling accidents. The number of fatalities per 1,000 employees has been reduced from a high of 5 some two decades ago to an all-time low of 0.89 in 1948; the incidence was slightly higher in 1949, being 1.17 per 1,000. The reduction in non-fatal compensable accidents also has been outstanding, frequency having ?been reduced from over 200 per 1,000 employees some two decades ago to 54 per 1,000 at the producing mines in 1949. These statistics demonstrate progress. Nevertheless, the general picture still leaves much to be desired when viewed from two other angles.

Jan 1, 1951

By D. D. Rodier

The mining and metals indusrty's approach to Sustainable Development has dramatically evolved in response to growing concerns for the future ability of the industry to continue as a vital contributor to the sustainability of society. This paper will review recent trends,including the overriding global issues impacting the sustainability of society and what the Global responses to these issues have been. This will be followed by the response of the mining and metals industry to better contribute to sustainable development, starting with the landmark independent study the MMSD Study and the creation of a global policy voice for the industry, the Intrenational Council for Mining and Metals (ICMM). The tenants of the ICMM's Sustainability Framework guide this organization's work with the overall themes of performance improvement, leadership and leverage through partnerships. The paper will then conclude with a brief description of an example of what, an individual company, a service provider to the industry, is doing to assist in the industry's efforts.

Jan 1, 2007