Search Documents

The author reviews design evaluation theory and existing optinustion tools and then describes how these have guided recent developments in Whittle Programming's strategic mine design package: Four-X. A new package - Reserve Estimator is also d

Jan 1, 1998

By R A. Medower

This paper provides a glimpse into the future of minerals processing with emphasis on æAutomation InnovationsÆ for the new millennium, particularly those involving advanced process control and innovative new applications of process control technology in 2007.

Jan 1, 2000

Consolidated Rutile Limited (CRL) was one of the best performing mining stocks of the turbulent 1980s, having a very high payout of franked dividends. In contrast to some other mining groups, it was not highly involved in the speculative lead-up to the 1987 sharemarket crash. Its base was firmly laid through a succession of decisions that were taken in the period 1982-1985. These decisions and the rationale behind them are outlined in this paper. CRL began the 1980s in a highly favourable position. It had successfully pioneered the transition to high-throughput mining of the high dunes on North Stradbroke Island (NSI), commissioning its 2100 tph cutter suction dredge at the Bayside reserves in 1978 at the time of rising prices, such that it was able to pay off its modest bank loan within 18 months. The June 1980 results showed a record after-tax profit of $5.6M, from total assets fo $26.5M and sales tonnages of rutile and zircon of around 50,000 tonnes each.

Jan 1, 1991

A Feasibility Study to determine the future of ZC Mines was completed in mid 1987. Early in this study, which lasted two years, it was identified that significant reductions in treatment costs would result if the Zinc Corporation Concentrator was closed. All of the production from the existing two mines, The Zinc Corporation Limited (ZC) and New Broken Hill Consolidated Limited (NBHC), would then be treated in the concentrator at NBHC.After a partial upgrade of the NBHC concentrator, the ZC concentrator was finally closed and all of the equipment disposed of. This closure highlighted the need to concentrate all ore haulage in one shaft to further reduce operating costs and remove the cost of surface transport of ZC production to the improved NBHC concentrator. This paper outlines the changes that were made to improve the haulage system for ZC Mines. After a number of options were investigated, it was finally decided that the upgrade of the existing NBHC haulage shaft was the best option even though some production would be lost while the upgrade was in progress.

Jan 1, 1988

By Davey P. T, Tsambourakis G

Mineralogical analysis of supergene sulphide ore recovered from areas close to the underground workings at the abandoned Mutooroo (South Australia) mine shows that the original sulphide minerals have undergone substantial alteration. The cause of this alteration is believed to be contact with the highly saline, acidic mine water. The copper is now present as a sulphide that can best be described as a copper- and iron-delicient chalcopyrite, CuxFeyS2, where in most cases x < y. The values of x and y vary from point-to-point within each grain.Leach tests under a variety of conditions show that dissolution of the copper from the supergene sulphide ore can be readily achieved, particularly when compared with the behaviour of Mt Isa chalcopyrite concentrate. For the supergene sulphide ore, an increase in the acidity and the iron(lll) concentration of the leachant re ults in an increase in the rate of copper dissolution.The results are briefly discussed in terms of the experimental in-situ leaching operation at Mutooroo, South Australia.

Jan 1, 1986

By L Mikhael Gurieff, D Baas

The Phu Kham Copper-Gold Operation (Phu Kham Operation) is located in the Lao People's Democratic Republic and is owned and operated by the Lao-registered company, Phu Bia Mining Limited (PBM). Australian-headquartered copper and gold producer, PanAust Limited holds a 90 per cent interest in PBM; the Government of Laos owns the remaining 10 per cent. The Phu Kham Operation was commissioned in 2008 with an initial concentrator nameplate throughput of 12 million tonnes per annum (Mt/a). Subsequent improvement projects, including the Phu Kham Upgrade Project (PKU), completed in 2012, and the Phu Kham Increased Recovery Project (IRP), completed in 2013, increased the design throughput to 18 Mt/yr. In 2016, the actual mill throughput exceeded 19 Mt/a, this throughput is budgeted to be maintained until the end of 2020.The concentrator flotation circuit upgrade, completed during the IRP, called for a non-selective bulk sulphide concentrate to be generated from the rougher circuit. This in turn caused the mechanical flotation cells in the cleaner circuit, particularly those in the second cleaner bank, to become volumetrically overload. The overload reduced the cleaner circuit performance to approximately 92 per cent copper recovery at a 23 per cent copper concentrate grade, below the expected 95 per cent recovery. This bottleneck restricted copper units entering the plant to approximately 14.5 tonnes per hour (t/h) due to uncontrolled recirculating load build-up in the mechanical cleaning circuit.Maintaining the operating methodologies would have led to a copper production shortfall beyond 2016, to address this shortfall the Phu Kham Operation looked to optimise the Jameson Cell and mechanical cleaner circuit performance. The work included fundamental application of flotation practice and modelling, mineralogical analysis, bubble size analysis, plant surveys and test work. The results were used to develop and implement an innovative automated control system strategy incorporating flotation theory and operating strategies. The automation has the ability to quickly adapt to disturbances in the circuit and maintain optimised performance with little or no intervention by flotation operators.Upon completion, cleaner recovery increased to 95 per cent at a final concentrate grade of 23 per cent copper, and copper units entering the plant increased to 17.5 t/h.CITATION:Baas, D and Mikhael Gurieff, L, 2018. Developing flotation circuit control and automation for the Phu Kham Copper-Gold Operation concentrator, in Proceedings 14th AusIMM Mill Operators' Conference 2018, pp 37–58 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 29, 2018

By X T. Nguyen

Western AustraliaÆs Mining Act 1978 was amended in 2010 to provide for the requirement of a mine closure plan to be submitted to the Department of Mines and Petroleum (DMP) for approval, as part of a mining proposal application. The mine closure plan must be prepared in accordance with approved guidelines. Guidelines for mine closure plans were developed to assist the mining industry in Western Australia to plan and implement effective closure of mines. The guidelines focus on the application of integrated mine closure principles and industry best practice information on mine closure. This, includes stakeholder consultation, risk based approach, data collection and monitoring, development of completion criteria and financial provision.Due to the potential high level of public interest in the guidelines, extensive consultation with stakeholders was conducted. The purpose of this paper is to share experiences from the consultation process.CITATION:Nguyen, X T, 2012. Mine closure guidelines for Western Australia and consultation process, in Proceedings Life-of-Mine 2012 , pp 43-46 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 10, 2012

By J E. Everett

An essential requirement of product quality control in the mining industry is to be able to reliably predict key quality properties of finished product from the data available before the extraction of the ore. From a production viewpoint, the unit of data collection is generally the input and output data set for each shift of crusher production, but could be any period where mine precrusher data can be reliably matched with product data.This paper demonstrates that linear regression models can be used to predict crush grades from blast grades, even where the crush material is blended from multiple sources or pits for each of which differing regression models might apply. The advantage of using increasingly complex regressions models to match the available data to give increasingly more powerful models is examined. The best model for any application will be a balance between required predictability, available data and the business’ tolerance for complex models.The regression modelling approach has several advantages over the more classic method of run-of-mine (ROM) crusher trials, which will be discussed.The models can use any predictor variable such as grade, geotype and in situ density provided the preextraction data set can be reliably matched with post-crusher data and is significant as a predictor. The models have been used extensively in the generation of the daily crusher plan with the aim of maintaining finished product grade. This approach has also been used associated with exploration drilling and long-term planning.It is acknowledged that there are inherent problems in fitting lump and fines grade to a linear model. However, these problems are minor when they are used for interpolation within the window spanned by the shift blend records used to produce the model. This paper discusses some of the issues limiting linear regression models in this application, and suggests methods enabling consistent models to be formulated

Sep 5, 2011

I would take this, opportunity of thanking you for the high honour you have conferred on me in electing me to the responsible position of President. You may rest assured I will use my best endeavours to promote the interests of the Institute in every way that lies in my power. In reviewing the work of the past year, it is a matter for congratulation to find the Institute in a position at once so healthy and robust, and that notwithstanding the acute depression which has prevailed in the mining industry.Owing to deaths or departures from the colony, the names of six members have disappeared from the roll of membership, but you will be pleaed to learn that several new members have been elected, the register now, showing 56 Members, 25Associates and 2 Students. A complete record of the papers read and the discussions that took place will be found embodied in the splendid volume of Transactions which has just been issued, and which I am sure will be welcomed by mining engineers in all parts of the world.

Jan 1, 1901

By R Chinamatira

Several technical and economic factors have to be taken into consideration in developing an optimal mining method. This paper describes some of the important factors learnt during the evolution of the sublevel cave mining method at Trojan Nickel Mine, part of the Bindura Nickel Corporation (BNC) in Zimbabwe. Sublevel caving (SLC) has been successfully implemented at Trojan mine since its introduction in 1994. The method has evolved over the past six years into a system that has brought about improvements in efficiencies and productivity. Although the original design parameters used were sound and provided a solid foundation for the system, they needed to be optimised to get the best out of the mining method. Improvements and changes have been made in areas such as the drilling process, charging and blasting techniques, ring pattern design, development size and shape, and the draw control system. This has enabled the mine to develop an SLC operation that is efficient and innovative. Experience gained, together with the theory available has given us a much better understanding of the system. This knowledge will be used in the future to enhance the system further. Given the low grades of the BNC Mines, management recognises that only through technical excellence and efficient mining can the mines reduce mining costs and maintain profitability and competitiveness on the world market. In the Zimbabwe mining industry reaction to technological change, mechanisation and advancement have been relatively slow, due to isolation and economic constraints, compared to the rest of the world. Economic difficulties prevail, with high inflation levels, a poor exchange rate, lack of foreign currency and other associated problems. Despite these constraints, the bold steps taken have transformed Trojan mine into a more efficient and competitive operation, presenting itself as the leading mine in the BNC group. Appendices give data to illustrate the benefits obtained.

Jan 1, 2000

Sample preparation for gold samples, where the distribution and size of gold particles is often irregular, usually demands that a relatively large sample weight is taken to produce a representative sample for analysis. Traditional sample preparation of gold samples incorporated multiple stages of coarse particle size reduction followed by subdivision of the sample prior to final fine pulverising. This technique developed because of the limited equipment options available to laboratories. As a result significant errors are introduced and the final sample size being pulverised is a small fraction of the original sample weight. Three significant developments have occurred in the last 25 years to significantly improve sample preparation of gold samples: 1.  large capacity fine pulverising,2.  fine jaw crushing, and3.  whole sample coarse pulverising. In the mid-1980s an Australian manufacturer developed large capacity pulverising bowls which had the ability to reduce samples with a mass of 1.5 - 3.5 kg to a nominal 0.075 mm product in approximately three to five minutes. Laboratories were able to produce a large homogeneous pulverised sample which significantly reduced the error in sampling. However, exploration and mine samples are usually 7 to 10 kg and the sample requires a subdivision stage following crushing to produce the 3.5 kg for the pulverising step, thus introducing potential for significant error. The development of fine jaw crushing allowed particle size reduction to -2 mm which reduced the subdivision error of the bulk sample prior to fine pulverising. Subdivision of the crushed sample at -2 mm still results in potential sampling errors, where the gold particles are not sufficiently liberated to be representatively sampled. Clearly the best option would be to reduce the particle size small enough to ensure a representative sample prior to final pulverising. Continuous mills offer a partial solution but are relatively slow and subject the sample to differential pulverising prior to subdivision. Clearly this does not provide the best solution for routine laboratory applications where high volumes of samples are to be processed. The recent development of a large capacity coarse pulverising system allows samples of up to 10 kg to be reduced to -0.25 mm prior to subdivision, and fine pulverised to -0.075 mm. Laboratories now have the necessary equipment to perform reliable large capacity sample preparation of gold samples. The exact choice of a sample preparation scheme may still depend on particular ore types but the need for multiple crushing and subdivision stages is redundant.

Jan 1, 2008

By J Nortier, J Dray

There is no single factor that determines the appropriate capacity for a mining project. It is driven by the size of the resource, the capacity of the market, the availability of capital, the availability of power, the availability of water, and a myriad of other considerations. There is also no single solution to the question of how big the project should be. However, to develop a project, the study team needs to select the configuration options that it regards as the best for the project. To be able to make this selection, the study team should consider the range of available options and do so at a level of detail that gives it confidence in the conclusion but does not lead to multiple detailed design exercises. Having considered the range of options, and with a clear definition of the project owner’s objectives and constraints, the work to be carried into feasibility studies can be focused appropriately. This paper discusses the process of completing strategic mine planning to identify project configuration options to assist in the selection of the processing plant throughput rate (Capacity Study) for a large greenfield open pit mine. The processes described in this paper allow for the basis of design to be set for subsequent studies that meets the objectives at a risk profile acceptable to the owner.

Jun 22, 2022

By L Abrahamsson

This paper describes results from a gender study for a new mine in Pajala, a small community in northern Sweden. Using a gender perspective, the study examines migration, education, local culture, the labour market, and work organisation as problems and opportunities in the regional context for the planned mine. The most obvious ‘gender issue’ for the Swedish mining industry is the very low percentage of employed women, which is even lower among mining workers. To recruit the best people, a company actively needs to attract both women and men; however, the mining companies find it difficult to recruit women as cultural, labour market and educational traditions as well as the mining companies’ own cultures often make it difficult for women to find work in the mining industry.The Torneå river valley, the region surrounding Pajala, has a gender-segregated labour market and gender-stereotyped culture and few young women live in this traditional and oldish region. Many young people leave the region and this is especially true for women. Compared to the rest of Sweden, there is a low educational level, especially among the men. In the mining companies, as in many other male homosocial workplaces, the workplace culture has strong connections to a certain type of traditional masculinity (laddishness, a kind of ‘macho-style’) and for a long time this has excluded women. ‘Gender’, however, is not only a question of recruiting women to a male-dominated industry. An organisation that discriminates according to gender can become inflexible, hindering communication, learning, innovations and change processes. In mining companies, this can manifest itself in hesitant attitudes among the miners about safety as well as organisational and technological development.This study found that companies establishing a presence in this region should develop a strategy for how to deal with and manage the risks and opportunities in the surrounding society (the regional culture) as well as inside the company (the mining culture). This need to be strategic will also be required of future mining companies as they will face higher demands on safety, gender equality, and technology to become modern, efficient and lean organisations.

Nov 22, 2011

By Bailey H. W

Power supply for remote mining developments is compared with supply to the general public with the conclusion that the private power plant operator has many opportunities to minimise his costs which are not open to public utilities. The main features of diesel, gas turbine and steam power plant and the limitation upon their application which may be imposed by the fuels available and the local conditions at remote sites are outlined. Reference is made to the value of joint examination by the mining engineer, metallurgist and power engineer to decide how to make best overall use of capital, labour and energy in co-ordinating the design of power and process plant and in setting no more than adequate standards of reliability and efficiency. Fluctuations in world markets make it difficult to plan mining operations to a firm time base. Suggestions are made to minimise the financial risk in forward expenditure upon power plant which in large sizes due to longer construction time may have to be ordered before a final decision is taken upon the mining development it is to serve.

Jan 1, 1973

By L Chaffey, M Buckland

The minerals industry has enormous potential to positively contribute to sustainable development and many leading companies have concluded that their long-term success is directly linked to their ability to leave a lasting positive legacy. While there are many examples of success, there have been failures as well and much work has been done in recent years to define the role of the minerals industry in sustainable development and identify the key elements for success. In the past, our sector could point to the taxes and royalties it paid, the exports it generated and employment it created and felt confident that its contribution would be recognised and duly acknowledged. This is no longer the case. Critics of the industry have highlighted resource-rich countries that have failed to capitalise on their resource wealth and have arguably lower standards of living than their resource-poor peers û the æresource curseÆ hypothesis. Recent research has done much to clarify the factors that contribute to a countryÆs success or failure and all stakeholders in the industry now need to include these learnings in their approaches going forward. We know that our long-term success relies on embedding a company- wide approach to sustainable development into all aspects of our business operations. In this paper we highlight BHP BillitonÆs experience in the development and implementation of policies and systems designed to enhance our contribution to sustainable development. We detail the business drivers for excellence in this area and the key external codes and initiatives that have shaped our approach. The values-based BHP Billiton Charter, Sustainable Development Policy and associated Health, Safety, Environment and Community (HSEC) Management Standards are central to our approach. Implementation is reviewed through our HSEC audit program. One area in which we have placed particular emphasis is our approach to community development. BHP Billiton has a corporate target to contribute one per cent of its pre-tax profit on a three year rolling average to voluntary community programs. As our profit stream has increased with the minerals boom this is approaching an A$100 million commitment. In our paper we detail how we are working to ensure we maximise the value of this contribution for our communities and our shareholders.

Jan 1, 2006

By P McCarthy

"This paper is based on 30 years of involvement in feasibility studies as a participant, study manager and the leader of a firm that provides study components and overall study management. The following topics are discussed:the purpose of feasibility studiesaligning the goals of the study team with those of the ownerthe difference between optimisation and designhow the types and levels of studies affect the organisation of the studythe relative merits of various management structures and contractual arrangementssetting scopes of work and tendering the work outthe selection of a study manager and the study management teamcommunications within the study team and externallythe project management trianglemanaging scope changes and maintaining flexibility to respond to study findingsprogress paymentsmanaging a study crisisinnovation, risk aversion and bankabilityreporting the resultsthe dangers and benefits of value engineering.CITATION:McCarthy, P, 2016. Making studies work – organisation, communication and management, in Proceedings Project Evaluation 2016, pp 20–30 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By S G. Gemell

"The financial model is an integral component of any project evaluation based on mineral resources, ore reserves and (at least internally) exploration targets. Given the unity of purpose for preparing financial models for project evaluation purposes, the diversity of both format and content of the finalised models is surprising. Many models are prepared by staff or consultants who are comfortable with a particular format that may be used for other purposes, such as budget preparation or financial reporting. It is natural in these situations that the practitioner will take these models and adapt them to the purpose. The end result may or may not succeed in providing a clear, accurate and sufficiently detailed view of the project’s economic viability.When preparing a model, the practitioner should be cognisant of the interpretation and review, or audit, process. The auditor may be a consultant or employee of a bank, potential equity provider or of the project sponsor itself. Depending upon the scale of the project and the level of participation of the entity that the auditor represents, the financial model will be interrogated more or less rigorously. In any event, the end user will require the model to permit easy change of inputs and will wish to confirm that such change is appropriately and thoroughly transmitted throughout.Accordingly, there are some ‘dos and don’ts’ that can be readily applied in the creation of the financial model that will greatly assist the end user, not just in the change of inputs, but also in reviewing the model’s integrity. The less time and effort required by an auditor in this regard is reflected directly in the cost of the review process.CITATION:Gemell, S G, 2016. Financial modelling with the auditor in mind, in Proceedings Project Evaluation 2016, pp 172–180 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By A A. Roberts, R F. Dewhirst

"Extensive literature surveys, research in the project environment and personal experiences both within and consulting to project teams have revealed some consistent ‘people factors’ that contribute most to ultimate project success. Outside of purely technical and business case issues, there are a small number of leadership characteristics – probably only ten – that if correctly applied can positively leverage a team’s impact on project success.Of the top seven project success characteristics that were consistently highly rated in a recent study, five of them were around leadership. The authors have focused on this topic, noting that good leaders need to display the following traits:passionate commitment to deliveryconsistent modelling and reinforcement of correct values and behaviourfocus on managing relationships well and energising teams and individualscarefully clarifying project vision from front-end loading stages onwardseffective decision making.Not every project manager can and does practise these behaviours all of the time, but being aware of them and receiving training or facilitation in improving their application of these skills can equip project managers with the essential tools to markedly improve their own performance and that of their teams.This paper draws upon experiences in the field and provides lessons – both good and bad – to illustrate. As well as examining leadership traits, the way in which a leader can establish, organise, motivate his or her team and ultimately lead them to success is examined. The paper shares methodologies that have been successfully used to track status within a team and generate appropriate recovery plans where required.In particular, the paper will examine a case study based on an amalgamation of real project issues in some challenging situations using virtual teams (ie physically distant teams located in different centres) to illustrate the importance of strong and positive leadership in achieving success across geographies, time zones and languages.CITATION:Roberts, A A and Dewhirst, R F, 2016. Leadership in projects – a recipe for success, in Proceedings Project Evaluation 2016, pp 49–58 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

Study on Mineral Processing for a Cassiterite Ore in Southwest China

Sep 13, 2010

A good blending system is one that ensures that a plant can cope with the amount of grade variation that it will encounter. Prediction of amounts of variation that will be encountered on time or tonnage scales that are important should be regarded as an essential part of the planning of mines and plants. In some cases, the natural amount of grade variation when ore is mined and handled in the cheapest way will be acceptable. In other cases, it is necessary to understand the effects that various ore-handling processes have on amounts of grade variation at various scales and to design a blending system with considerable care. Blending tends to matter more when plants are sensitive to many aspects of grade. It can be very difficult to find the best compromise between capital cost and the amount of grade variation. In these cases it is important that ore blending options be considered carefully as part of the planning of mines and plants. Failure to make plans that consider likely amounts of variation can be very expensive.

Mar 1, 2010