Search Documents

By Cameron Dunn, Callum Fryer, Carmen Hu, Craig Sewell, Peter Stakne, Andrew Raine

The Woodsmith Project is located in north-eastern England within the North York Moors National Park. The strata contains the world’s largest known high-grade Polyhalite resource of around 2.66 billion tonnes. The Project was initiated by York Potash Limited (YPL), a subsidiary of Sirius Minerals plc., but in March 2020, a takeover was completed by Anglo American, one of the largest mining companies in the world. Polyhalite is an evaporite mineral and contains essential nutrients required for plant growth. The Polyhalite will be extracted via two deep mine shafts and transported underground from the mine site to a Materials Handling Facility on a Mineral Transport System (MTS), which comprises a high-capacity conveyor belt system located within a 4.9 m ID tunnel. In 2018, STRABAG were awarded with the design and construction of the MTS tunnel and associated infrastructure, including the high-capacity conveyor system. The scope of work consists of 300 m of open cut, 100 m SCL tunnel, 36.5 km TBM drive (originally anticipated as three separate TBM drives) along with a network of underground caverns at the Woodsmith Mine. The construction of two 380 m deep intermediate access shafts was later awarded as Amendments to the Contract. The tunnel is constructed using a Herrenknecht Single Shield TBM. As a result of how the various elements of the project have developed over time, the first TBM drive has been extended to ~29 km making it the worlds longest single heading TBM Tunnel when complete. The option of completing the entire tunnel length with a single heading TBM drive is currently being assessed by Anglo American and STRABAG. This unprecedented tunnel length requires two intermediate shafts to provide essential access and services, the first intermediate shaft is at Lockwood beck (LWB) and the second is at Ladycross (LDX). The LWB shaft has been constructed utilising the innovative Blind Boring technique never used before in the UK. This paper will explain the methodology and technical risk management associated with this technique. The authors believe that the collaborative approach between all contract partners is and continues to be the important contributor for the success of this project.

Jun 13, 2023

By G. T. Lineberry, W. J. Wiehagen, L. L. Rethi

This paper discusses a practical method for enhancing the performance of mining work crews. The method, described as the Work Crew Performance Model (WCPM), seeks to define performance variability within similar tasks of an underground work crew. Key components of the WCPM include: •job definition through task analyses, •the ranking of job elements by perceived cost consequence, •observational techniques to establish performance baselines, and •cost linkages between adherence to task procedures and measures of consequence for noncompliance. The components of this model emphasize a reliance on learning from a veteran work force and using that information to reinvest in strategies to enhance safety and efficiency. These strategies are not limited to technological efforts but include consideration of the so-called "soft-skill technologies, " aimed at reducing variability in individual performance and at effecting a continuous improvement in overall system effectiveness.

Jan 1, 1996

By George Innes

The soda ash business in the United States has undergone a sweeping technological change in ihe last 20 years. In a world where synthetics are continuzlly replacing natural products, here we have exactly the opposite, a syntheric chemical being replaced by a natural product. This change is nearly complete in the U.S. and is beginning to take place in Europe and other parts of the world.

Jan 1, 1980

By Walter Meintrup

On Nov. 4, 1981 the newly installed 1000tph wet-process iron-ore ball mill of A/S Sydvaranger completed its first four months of uninterrupted, successful full-load operation in Kirkenes/Norway. This 6.5m diameter mill is driven by a gearless ring or wrap-around motor of 8100kW at 13.1RPM - a first of a kind in this segment of industry. (Fig. 1) This paper analyses the reasons that have led to the selection of this type of drive over more conventional schemes, lists specific advantages of such large mills, and describes in some detail the installation in Norway. General aspects of possible design variations, and application information for designers and users of such mills conclude the presentation.

Jan 1, 1982

By James A. Nunn

Location Xiaolangdi is located in the Henan province of the People’s Republic of China. The distance between Xiaolangdi and the capital of Henan, Zhengzhou, is about200 km. Xiaolangdi is located on the Yellow River at the end of its big characteristic knee. It can be easily found on the map by locating Luoyang. The closest big city to Xiaolangdi is Luoyang (about 45 km). This city has about1 million inhabitants and is well known also to foreigners for its famous historical past. It has been the capital of China through 10 dynasties in former times. Overview The Xiaolangdi Multipurpose Dam Project is located at the last gorge of the middle reach of the Yellow River. The main purposes of the project are: -flood control, - ice jam control, - sediment control, - irrigation, - water supply, - hydroelectric power generation. The project consists of many structures, these are 10 intake towers, 9 flood &sediment tunnels, 6 power tunnels, 1 underground powerhouse, and 1 zone dearth and rockfill dam with a sloping impervious core, 154m high, with a crest length of 1317m. The powerhouse mainly features 6 turbine and generator units of 300 MW, totalling installed capacity of 1800 MW and annual energy output of5.1 GWH. The total storage capacity of the reservoir is 12.65 billion m³ of which 5.1billion m³ is live storage. Of the Yellow River drainage basin, 694,000 km2 or 92,3percent is located upstream of Xiaolangdi Dam Site. Xiaolangdi is located in a key position for flood and sediment control of the Yellow River. Upon completion, Xiaolangdi Dam and Reservoir will effectively mitigate catastrophic floods, the control level will be increased from the present less than 100-year return period up to 10,000 years. Also, it will reduce severe flooding of the river bed of the lower

Jan 1, 1999

The Xinglongzhuang Coal preparation plant project was a joint effort by American and Chinese engineers and for the most part designed to American standards. The plant owner and operator is the Yanzhou Coal Mine Administration, a division of the Shandong Coal Corporation. These are state owned companies which ultimately fall under the Ministry of Coal in Beijing. The new 3.0 million ton per year Xinglongzhuang mine is located in southern Shandong province in east-central China about mid-way between Beijing and Shanghai. This is an agriculture area, flat terrain, relatively dry climate with temperatures similar to Western Kentucky. During Confucius time (551-479 B.C.) this area was known as the state of Lu. Confucius home town of Qufu is about 20 kilometers to the north-east of the mine site.

Jan 1, 1989

By L. Harris

The gold mining and ore processing operations of Minera Yanacocha S.A. are 10cated in an area 4,000 meters above sea level in the Peruvian Andes same 600 km north of Lima and 20 km north of Cajamarca. The joint venture partners are Newmont Second Capital (USA); Compania Minera Condesa (Peril); Mine Or (France) and the IFC. Newmont manages the operation. The Yanacocha district comprises several areas with mineralization evidence. The first ore with minable reserves of 28 million tonnes of ore assaying about 1.4 gpt Au is called Carachugo and is being mined and treated at the rate of 14,000 tonnes of ore per day by open pit mining methods. ROM ore is dump leached and the gold recovered in a Merrill Crowe plant. The plant design incorporates some unusual considerations to overcome the problems of the high rainfall in this area and assure the protection of the environment.

Jan 1, 1994

By David L. Bradfield

This paper covers the development of the Yeelirrie Uranium Project from the discovery of the Yeelirrie deposit in 1970 to the present time, with emphasis on the mining, processing, and environmental requirements of the project. The Yeelirrie Uranium Project is managed by the "Yeelirrie Uranium Joint Venture Partnership", which, when formed, consisted of Yeelirrie Development Company Pty., Ltd., Urangesellschaft, Australia Pty. Ltd. and Esso Exploration and Production Australia Inc. The Yeelirrie Uranium Joint Venture Partnership holds mineral claims over the Yeelirrie uranium ore deposit in Western Australia. This deposit encompasses some 35 million tonnes of ore containing in excess of 50,000 tonnes of uranium as U308. Agreement has been reached with the State of Western Australia to mine and process the ore to produce uranium ore concentrate. The Project scope provides for an open-cut mine, alkaline leach hydrometallurgy plant, power plant, township, airstrip, access roads, community services and utilities. The Yeelirrie Uranium Project described herein has progressed through the stages of exploration, mine evaluation, process testing, project scope definition, environmental approval, Pilot Plant operation, preliminary engineering and the publishing of a definitive Project Feasibility Study. This article summarizes the project development through the above stages.

Jan 1, 1984

By R. E. Le Messurier

GENERAL DESCRIPTION The mines are located at Broken Hill in the western part of New South Wales, Australia, 930 km west¬northwest of Sydney. Mining Methods Where pillars must be left between stopes, extraction of a block of ore between two or more levels is carried out in stages: 1) Stopes are mined overhand by horizontal cut¬and-fill stoping, or by long-hole stoping. The various methods of horizontal cut-and-fill stoping used are desig¬nated as: -Loader cut-and-fill stoping with horizontal blast¬holes and diesel load-haul-dump (LHD) units. -Open stoping with horizontal blastholes and com¬pressed air or electric scrapers, or with diesel or electric LHD units. Square-set timber stoping, where ground condition precludes open stoping. The backs are sup¬ported with timber square sets. Pattern rockbolting of the backs may be used as an intermediate stage between open stoping and square-set stoping. 2) Vertical pillars are mined by undercut-and-fill stoping or by vertical crater retreat stoping. 3) Where a horizontal pillar has been formed below the level above the primary stope, this level pillar, usually 6.1 to 8.2 m in depth, may be mined by over¬hand square-set stoping or by undercut-and-fill. Long-hole stoping is used at the Zinc Corp. (ZC) and New Broken Hill Consolidated (NBHC) to mine parts of the zinc-rich A and B lodes. Drilling is carried out from drill drives and, in some cases, sills. Hole sizes used are 165 mm (61/2 in.), 110 mm (4'h in.), and 65 mm (21/2 in.) nominal diam with hole lengths being limited to 50, 30, and 20 m respectively. Ammonium nitrate-fuel oil (ANFO) and water gel explosives are used. Broken ore is loaded from drawpoints at the bottom of the stope using rubber-tired diesel-driven LHD units which deliver ore to an orepass. Annual production at Zinc Corp. and NBHC accord¬ing to mining method is given in Table 1. At Zinc Corp. mining is being carried out at depths varying between 200 and 832 m. At NBHC it ranges from 528 to 915 m below the surface. The average travel time to the stope is 30 to 45 min. GENERAL ORE BODY REQUIREMENTS Size, Shape, and Dip There are six separate lodes which carry minable ore in the mines of Zinc Corp. and New Broken Hill Consolidated. The lowest of these and the main ore bodies presently being mined at Zinc Corp. are the lead lodes, consisting of a siliceous fluoritic ore body (No. 3 lens) and overlying it a calcite rhodonitic ore body (No. 2 lens). Each possesses characteristic ratios of lead, silver, and zinc, although the grade within each lens is variable, in places being as high as 30% Pb. There are also low¬grade portions which consist chiefly of poorly mineral¬ized rhodonitic material. No. 3 lens terminates within the Zinc Corp. leases, while No. 2 lens continues into the NBHC leases where it continues to provide a significant proportion of pro¬duction from the mine. Overlying the No. 2 lens are the various zinc-rich ore bodies. In ascending sequence these are lower No. 1 lens, upper No. 1 lens, A lode, and B lode. A typical assay for the small No. 1 lens group ore bodies is 8% lead, 50 g/t silver, and 20% zinc. The `A' lode is a large low-grade ore body in which the higher grade sections assay 4% lead, 30 g/t silver, and 10% zinc; larger quantities of lower grade ma¬terial also occur. B lode, the main zinc lode, typically assays 5% lead, 30 g/t silver, and 17% zinc. B lode increases in size as it extends south, and in NBHC is a major ore body, contributing about 52% of the production. All the lodes pitch south, the average pitch being 0.52 rad (30°) in the Zinc Corp. leases and rather flatter than this in the NBHC leases (see Figs. 1-3). The ground is all competent rock. Production requirements at Zinc Corp. are 900 000 t and 1 200 000 at NBHC.

Jan 1, 1982

By J. A. Lombardi

"EXECUTIVE SUMMARY The use of membranes for the treatment of Acid-Mine-Drainage (AMD) water has been a 35 year mining industry quest that has only recently produced commercial scale Zero-Liquid-Discharge (ZLD) plants. The process of development of the membrane treatment of AMD has been defined by the water treatment industry’s efforts to control gypsum scaling of the membranes, an artifact of the concentration of calcium and sulfate ions on the concentrate or “brine” side of the membranes. Improved anti-scalants, changes to membrane surface geometry and a lowered permeate flux rate were all part of solving the calcium sulfate (gypsum) scale formation problem. Whether used singly or as part of a multi-stage membrane treatment process, the production of “left over” membrane concentrate or brine, in any volume large or small, was a second barrier to adoption of the method by the mining industry. The two identified “final brine” treatments were a) solar evaporation ponds and b) mechanical evaporators. Brine disposal by solar means is typically site limited to flat terrains or high net evaporation locations. Mechanical evaporation-crystallization is applicable at all sites but, typically, at onerously high ownership and operating costs. Miwatek, a South African water treatment start-up, has entered the mining AMD ZLD marketplace with two new, pilot-scale tested, processes, both of which are predicated on the innovative treatment of a reasonably concentrated AMD and neither of which produces a final brine that requires disposal. In the Miwatek Brine Treatment, MBT, method the membrane brine is caustic pH adjusted and de-calcified precedent to passage through a second membrane plant. The caustic is generated on-site by a lime treatment of the second-membrane concentrate. The first- and second-stage permeates are blended for discharge. The process usually yields no “final brine” for disposal. In the Miwatek Ettringite Treatment, MET, method a low pH first-stage membrane brine is lime treated in two or three steps in the presence of aluminum in a way that metal hydroxide and calcium sulfate solids are formed and purged from the system. Sufficient aluminum is often present in the feed water to, with judicious recycling, enable operation of the lime-aluminum treatment without the purchase of outside aluminum reagent. The first-stage membrane permeate is blended with the lime-aluminum treated membrane concentrate for discharge. The indications are that the method can comfortably meet the low 250 -500 ppm SO4 discharge water quality standards that have most recently been proposed in South America. The process yields no “final brine” that requires disposal. Projected own-operate costs for the MBT and MET systems are less than the estimated costs for all identified alternative treatments."

Jan 1, 2015

By L. Widdifield, R. Riggle

"In today’s challenging mining environment the “Big Picture” (Caterpillar, 2013) approach to mining is often neglected. With haulage costs approaching up to 45 % of the overall mining costs, all too often the load-haul-dump- return cycle is not investigated in its completeness. This paper will discuss the aspects of taking the time to observe an operation from the “Big Picture” approach. In today’s mining business miners, engineers, trainers, supervisors, and managers have ever increasing roles and responsibilities as never seen before in the past decade. The endless human resource, safety, environmental, cost control issues and performance initiatives, detracts from precious time that may have been dedicated to examining the day to day operation. Having examined numerous mining operations over the past several years, one common denominator is lack of time to properly observe operating practices in the field and recognize both positive and negative observations. The old fashioned vocation of observing the operation to assess the haulage, loading and maintenance processes to adjust, maximize or enhance operations have sometimes vanished. Four areas to be discussed in this paper: (1) Look at the “Big Picture”(Caterpillar, 2013), (2) Use common sense, (3) Areas identified for biggest improvements in the operations, (4) Observation of small details for big impacts to lower cost per ton and increased production. The objective of this paper is to provide low cost recommendations to lower cost per ton and increase production. INTRODUCTION Whether miners claim to have been around and experienced it all or the “rookie” on the mine site, miners are expected to execute the mine plan at the lowest cost possible. So why is it so difficult to execute this task? Shouldn’t supervisors just have to man the equipment, tell operators to have a safe day and tally up the numbers at the end of the shift? And let the technology system do the rest? So what could go wrong? Lots. Mining companies seek help from consultants, training departments, performance reporting systems and an arsenal of resources. Armed with all this information, the supervisors just hop in the pick-up and tell the shovel operator to speed up. Sounds simple enough. When the improvements don’t happen, what could have gone wrong? It comes down to people, the simple things that were not executed over the months previously and as a result today the mines performance is not where it should be. A mine is built by people. Managers who have the vision to develop the ore body in a manner that follows sound engineering practices. The infrastructure to mill the ore and support the equipment needed to move the material. Along the way equipment is procured and operators trained to run the gear. Engineers and geologists set up the design, the material movement, and haulage routes. Sounds easy to this point. So, why mine after mine is there this constant struggle to move more with less and get the costs down? Understanding how to make “Great Miners” out of these people is critical to lowering your cost per ton."

Jan 1, 2016

By A. Dale Wunderlich

With the price of precious metals at an 18-year low, every ounce of metal produced is important. The theft of metals from mining and refining sites can mean the diffrence between profit and loss for many mining companies. Low metal prices do not reduce the potential for the theft of precious metals. History has shown that the price of gold has little to do with the desire for employees to steal precious or base metals. There is actually evidence that the theft of precious metals increases when the price of this commodity goes down. Several of the major precious metal thefts in the past year took place at silver mines when the price of silver was less than 16 cents/g ($5/oz). How does the lowest gold price in 18 years affect the need for security at precious metals properties? There is no short answer to this question. One reason is because the exposure to theft of precious metals is unique to each property. This makes it important that each property be evaluated individually. More than 95% of all precious metals thefts can be attributed to those working at the mine site. So preventing employee theft is the primary concern. One consideration is the location of the property. Gold selling at any price is still an attractive commodity in countries where the employees are making between US$400 and US$600 a month. It is not uncommon for employees at mines in countries where low wages are the norm to consider the value of a gram or two of gold to be a significant amount of money. A gram or two of gold a day may not seem like much. But if 15 employees steal two grams a day, that equates to a significant amount of money during a year. The type of property where the precious metals product is being recovered is also important. For example, a property with a gravity circuit is more likely to suffer from the theft of gold product than a property where all gold is finely disseminated and the only gold seen in the ore body is through a microscope. Gravity circuits increase an operation's exposure to theft because the grinding circuit that is associated with a gravity circuit often becomes a giant concentrator. Areas such as the bottom of grinding-mill pump boxes, cyclone-feed-pump clean out traps and the sumps often become locations where precious metals concentrate (Figs. 1 and 2). Muck concentrations in these locations can be as high as 25% to 40% of gold or silver. Not long ago, muck was removed from a barren-solution sump at a Merrill Crowe circuit that had concentrated to more than 40% gold. At a milling site in the Pacific Rim, residents of the community adjacent to the mine learned about the value of the concentrates in the sump under the ball mill and committed an armed rob¬bery. While several of their co-conspirators held the em¬ployees at bay with machetes, the others emptied the contents of the sump into buckets and removed it from the site. Armed robbery is not as common as employee theft. However, while this article was being written, an armed robbery occurred at a gold property in Central America. Armed perpetrators took as hostages the night shift employees at a process plant and used cutting torches that were on site to cut into the high-security and gold-storage areas. The perpetrators then stole a company vehicle to remove the stolen gold buttons and sludge from the site. Unfortunately, this type of activity goes on regularly. But managements of most mining companies are reluctant to discuss theft scenarios. So information pertaining to the theft of precious metals seldom becomes a newsworthy item. An audit conducted at a mine site with a gravity circuit recommended that the gravity recovery area be shut down until adequate protection could be provided. Although it was not connected with the audit, it was necessary to shut down the gravity area for a pro¬longed period because of problems with the gravity table. In the two months that followed, gold production at the site increased by about 31 kg/month (1,000 oz/month). It is difficult to attribute all of this increase to the theft of concentrates. But there was a good chance that at least part of the increase was due to the fact that concentrates were being stolen from the gravity area.

Jan 1, 1998

By W. Bosmans

The European Commission published its Communication of the Thematic Strategy on the sustainable use of natural resources ("Resource Strategy") on 21 December 2005. The Resource Strategy aims at reducing environmental impacts associated with resource use - called decoupling - in a growing European economy and worldwide. The impacts of unsustainable resource use include e.g. climate change due to fossil fuel use, land use and environmental degradation due to mineral extraction and processing, or overexploitation of soil and fish stocks. To decouple environmental impacts from economic growth, a life-cycle approach is adopted. It means that the environmental impacts are taking into account at each stage of the life cycle of a resource, avoiding that negative impacts are shifted to other environmental media, to other stages of the life cycle, or to other countries. Key to achieving decoupling are three factors: - More value - creating more value while using fewer resources (?resource productivity?); - Less impact - reducing overall environmental impact per unit of resources used (through ?cleaner? technologies and consumption pat-terns); - Better alternatives - substituting currently used resources with better alternatives. The paper focuses on the implementation actions of the Resource Strategy in particular related to the minerals industry: 1. The Data Centre on natural resources; 2. Indicators to measure progress; 3. The involvement of economic sectors to take concrete actions; 4. EU Member States involvement, focusing on resource uses with the most significant impacts; 5. The International Panel on the sustainable use of natural resources, set up together with UNEP. With its 25 years time horizon and its wide approach the Resource Strategy will have a co-ordinating function to ensure enhanced coherence and efficiency. The challenge will be to integrate this approach into all policies and decision-making.

Jan 1, 2007

By R. T. Dec

A review is undertaken of existing mathematical models of compaction process in roll press. The example of plane-strain, plane-stress model is presented together with comparisons between computed and experimentally recorded pressure distribution in roll nip region. Next, the discrepancies between predicted and measured values are discussed and practical method based on experimental optimization of compaction process using laboratory roll press is proposed. Examples of the selection of optimum roll press operating parameters for calcium oxide fines, sodium chloride and iron oxide dust are presented to illustrate advantages of the method. Finally scale up procedure is discussed for estimating the performance of commercial size roll press based on the data collected on laboratory size equipment.

Jan 1, 2000

By Roshan B. Bhappu

Although the economic importance of recovering copper by leaching of mine work dumps from open-pit operations has been realized for some time, serious attempts to understand and to improve such operations through scientific research has been made only in recent years. This progress report covers the results of chemical, physical, and biological studies pertaining to the dump leaching process and discusses salient features and parameters that may be helpful in improving such operations.

Jan 1, 1968

By F. Qiming

By means of flotation experiments, potential-pH diagram, electrochemical testing and X -ray photoelectronic spectrum (XPS), the main factors (the thermodynamics and the property of surface products) influencing the separation of sulfide minerals (such as galena and chalcopyrite) in the collectorless flotation are studied. The actual conditions (Eh, pH) of separation are not conformable to the results of thermodynamic calculation. The kinetic behavior of oxidation of sulfide minerals and the property of oxidation products are the decisive factors of the separation of sulfide minerals in the collectorless notation.

Jan 1, 1992

By C. Guan

Since it was patented in 1942, the Crago process with fatty acid rougher flotation followed by deoiling and amine cleaner flotation has become the standard for phosphate flotation in Florida and North Carolina. This paper outlines the basic fundamentals involved in this proven technology. Included are the mineralogy of the flotation feed, the solution chemistry and the interfacial phenomena. The process variables affecting the performance of this technology are also discussed.

Jan 1, 2009

By L. E. Krys, K. D. Harrison, C. G. Anderson

Since 1984, nitrogen-species catalyzed pressure leaching has been utilized at Sunshine Mining and Refining Company for the recovery of precious metals from a refractory sulfide concentrate. The process operates without the use of cyanide. The plant is now the only industrial-scale commercial application of this technology. Since the inception of the process, changes have been implemented to improve efficiencies and throughputs. Two of these changes, the replacement of nitric acid by sodium nitrite and a concentrate regrind, have recently been implemented. This paper discusses the development and potential mechanisms involved in these recently patented plant-process changes. A companion publication (Anderson et al., 1996) covers the plant integration and potential applicability of the technology.

Jan 1, 1997

By Joseph A. Dos Santos

The Expanded Conveyor Technology, a rationalization of the conventional conveyor technology, allows us to apply the theory and principles beyond the current (perceived) limits. This was first prompted by the writer's advancements in Sandwich Belt High Angle Conveyors. The introduction defines the Expanded Conveyor Technology and outlines the range of applicability for the wide variations in conventional and non-conventional conveyors. The writing deals with the theory and design of sandwich-belt, high-angle conveyors in the context of the Expanded Conveyor Technology, including the equations of friction, hugging pressure and the continuity of hugging principle; curvature constraints and criteria for tension, curvature, trough, and belt construction; and drive and tension analysis, load sharing and traction, including "derived load equivalents."

Jan 1, 2000

By Louis L. Sirois, Kwang S. Moon

The flotation mechanisms of various flotation machines are briefly reviewed. The counter current column flotation mechanism is described in more detail. The merits of counter current column flotation include; improved metallurgical performance in terms of grade and recovery, effective cleaning action in the long cleaning zone with a blanket of fresh water, smaller floor space required due to the vertical configuration of a flotation column, low capital, operational, and maintenance costs due to the absence of moving parts and finally, easier flotation control due to the simplified circuit. The results of column flotation studies on various minerals and coal at CANMET are discussed. Some of the industrial experiences with the Canadian flotation column on various sulphides, oxides and coal are also presented.

Jan 1, 1988