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THE treatment by chlorination of the Mount Morgan Gold Mining Company's ores was first accomplished, early in 1886, by a works having a capacity of 25,000 tons per annum. Shortly afterwards another works was established, capable of dealing with 50,000 tons per annum. The extraction of gold was originally successful and satisfactory, but running expenses were high, averaging £2 19s. 6d. per ton of ore treated. These works were believed to be the largest chlorination pJants in the world at that time. As might have been expected, the mechanical details and chemical process had not been perfected, and, moreover, both works were hurriedly built, and operating expenses were not then considered of such prime importance, as the ore at that time was of very high grade the large quantities of low grade ore since dealt with not being then considered, since the bulk of it was not even known to be in existence.These two works consisted of lock-breakers, high speed rolls, screens, elevators, &c., for crushing; a large number of small handrabbled reverberatory furnaces for roasting; one-ton chlorination barrels and three-ton leaching vats for chlorination.

Jan 1, 1910

By J Boshoff

The management and operation of tailings storage facilities (TSFs) are often neglected until the process plant has to shut down as a result of this negligence or as a result of a catastrophic failure as was the case during the recent TSF failure in North America.TSFs are often regarded as non-assets and do not receive the attention they deserve in terms of technical expertise and financial provision. A TSF is not a simple structure but a complex and dynamic structure that changes throughout its operational life. The operational life of a TSF is the period in which there is the greatest opportunity for risks to occur. The failure of a TSF is normally not as a result of a single event but as a result of a consequence of events. These events are often not recognised in time due to a number of factors.Process plants and slurry pumping systems are operated at suboptimal conditions in order to maintain throughput. At the same time, the tailings properties are compromised in terms of slurry density and particle size distribution amongst other things. Tailings deposition cycles and drying cycles are not well understood and the tailings management strategy is not well tuned in terms of maximising consolidation and improving in situ densities. Pond control is also neglected. These are aspects that form the keystone to the effective utilisation of available deposition area as well as the frequency and cost of future embankment raises.Apart from operational issues, forward planning in terms of budget requirements, increases in tailings throughput, embankment raises, pipe replacements, etc are normally put on the back burner. Available deposition space at the time seems to render this planning obsolete.The bottom line is that responsible tailings management and proper forward planning can limit liability and reduce the bottom line in terms of cents per ton if correctly implemented by suitably qualified tailings managers and engineers.The aspects that need to be considered as part of responsible tailings management are highlighted in this paper.CITATION:Boshoff, J, 2015. Responsible tailings management, in Proceedings Tailings and Mine Waste Management for the 21st Century , pp 317–322 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 27, 2015

By D J. Hill

"Mining companies routinely invest in improvements to their processing operations, but often these enhancements do not work to full effect.Improvements can be ineffectual because underlying process problems are not identified or prioritised for correction or repair.This is frequently because ‘black box’ solutions deployed to implement process control improvements typically rely on instrumentation to provide data for algorithms to work effectively, and these solutions are often ineffective or disabled at mineral processing sites.There are three key reasons they can fail to deliver: vital instrumentation is not calibrated or functioning as required basic process control and loop tuning was not implemented correctly or is in need of tuning there is an inability to support the ‘black box’ solutions on-site.Many of these problems can be overcome by implementing operational analytics that identify where problems are occurring and prioritise where improvements need to be made.Incorporating operational analytics into process improvement is not a new methodology. It is more a back-to-basics approach to make more efficient use of capital and systems already deployed.Data collection systems, such as the OSIsoft PI System, provide real-time and historical process information for process control experts to analyse and identify areas for improvement. However, most systems are not used effectively. With some simple enabling, data collection systems can provide evidence for prioritising investments in improvements and determining an investment’s effectiveness.MIPAC advocates that the initial step, with analytical evidence, is that clients review the control strategies and implement small influential instrument repairs/calibrations and operator training. This can significantly boost process productivity without the need to spend large sums of money on new capital or employing expensive, difficult to maintain ‘black box’ solutions.A simple Stage-Gate®-style approach ensures that small investments in evidence-based process improvements deliver significant benefits to mining operations.CITATION:Hill, D J, 2014. How to prioritise process improvements, in Proceedings 12th AusIMM Mill Operators’ Conference 2014, pp 307–314 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Sep 1, 2014

New knowledge has no economic value unless it can be applied, or æcapturedÆ, as the R&D jargon has it. Australia probably spends more than $500 m per year on mineral industry R&D, distributed amongst the mining companies (IR&D Board, 1997), CSIRO, the universities and others. The investors in this research (industry, and the community via government) will expect some sort of return from their investment. The return will be poor unless the know-how developed in R&D programs can be exploited. This paper explores some of the issues involved in capturing the outcomes of mineral industry R&D in a form which can be exploited for economic benefit, and suggests ways in which it might be done better. It is based on the experience of the JKMRC in conducting applied research in mining and mineral processing and delivering it to the industry. It may seem presumptuous for a research contractor to be telling its clients how to do their job. However, the process of developing, acquiring and implementing R&D outcomes has to be a partnership between provider and receiver, in order for this process to work efficiently. This applies whether the two parties operate within a single corporation (a corporate laboratory and a business unit, for example) or are two entirely independent organisations (eg a mining company and a university). Both partners have a role to play, and the best examples of realising the benefits of R&D almost always involve the open-hearted and skilful handling of this synergy.

Jan 1, 1998

By L I. Rozman

"There have always been development projects that fall short of expectations. In the last decade, we have seen more than the usual number of mining and oil/gas development projects taking significantly longer to develop and costing materially more than expected. The recent resource-equity market slump proves that investors are now far more cautious about investing new capital in the mineral and petroleum resources sector.What have we learned since 2005? Why have projects missed their targets? Why do investors often feel misled?Valuation of a project and the estimation of value is a more complex process than the evaluation of the merits of project development. The merit of project development can be clear from a prefeasibility evaluation, but this is no reason to skip the rigour of a feasibility study. The valuation of any project that is developed with any added risk should be discounted for this added risk.The development of a project impacts on other stakeholders, and the indirect cost of these impacts can have material implications for the cost structure, time and ultimate valuation of the project for its financial backers. The development of new projects (and thereby supply) can also have an impact on commodity prices, and therefore an impact on returns for financial backers.This paper will provide commentary on the author’s experiences and observations as a project developer and operator for 25 years, before becoming a project financier a decade ago.CITATION:Rozman, L I, 2016. Project evaluation and valuation – an investor’s golden rule, in Proceedings Project Evaluation 2016, pp 31–36 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By R C. Schodde

The future of any mining company depends on maintaining and growing its access to high-quality mineral resources. Often the true size of a given resource is not fully recognised until after mining has commenced. Also, the strong desire to increase production puts pressure to expand the resource base of the mine to get maximum value out of the capital employed. This, plus diminishing M&A opportunities and declining world-class greenfield discovery rates, makes brownfields exploration a high priority activity in any operating company. For the success and long-term survival of the company it is critical that this is done well. The primary aim of brownfields exploration is to find or acquire new deposits within economic transport distance of an existing mine that will add materially to shareholder value through: mine or capacity expansion, displacement of lower-margin ore from the mine plan, preserving and extending the mine life, and ensuring potential value is understood in order to maximise potential future mine development or exit. A number of strategic principles are important in any program designed to achieve these aims: understanding the life of mine (LOM) production profile and the related key drivers for exploration, understanding the dynamic nature of the brownfields search space, understanding and measuring depletion of the brownfields search space, understanding the potential of the near-mine region, investing in exploration technology to expand the search space, and investing in a basic geological understanding of the ore-environment. Examination of the LOM profile will highlight critical issues facing development plans for the mine including future grade and throughput issues, key technology requirements or innovations and scenarios for increased production. Exploration targets in the brownfields program should address these key issues. Often it is as æsimpleÆ as keeping mine development sufficiently far ahead of extraction to allow time for the various phases of exploration and resource assessment drilling. Because of the low additional capital costs required, expansion of the brownfields search space is strongly leveraged to: metal prices, development of new markets, incremental operating cost reductions, strategic changes in downstream requirements in integrated businesses, depletion of higher unit-value ores, and new technologies (both extraction and exploration). Therefore the brownfields search space is likely to incrementally expand through time and must be regularly reviewed. This is also important as any given search space will be progressively exhausted, resulting in smaller and higher cost discoveries. It is therefore important to monitor and critically review sustained trends of increasing brownfields discovery cost. The first wave of discoveries in any camp are usually empirically driven and do not need a strong geological understanding. However, an improved geological understanding is critical to making the next generation of hidden discoveries. To illustrate these points, a case study was carried out on the exploration and development history of the Kambalda nickel camp. Over a period of 40 years, more than 40 deposits were found containing over 1.7 million tonnes of nickel metal. Efficient mines need to maintain reserves for operating flexibility. Consequently, the company needs to clearly understand the global resource in order to maximise its full potential. In addition, understanding the full brownfields potential earlier in the development of a deposit rather than later, creates optionality through the flexibility that this understanding brings to future development choices. To ensure best practice in attaining this aim, the roles and responsibilities of the exploration team and the mine operation should be clearly understood. It is important for the explorers and the operators to have shared views about what needs to be done. Typically, mine operators would be accountable for identifying future resource requirements to support the life-of-mine production schedule whilst explorers would be accountable to ensure best-practice assessment of brownfields exploration opportunities. This would include an assessment of the global undiscovered endowment in the regional near-mine area. The balance between brownfield exploration drilling and resources to reserve conversion will need to be decided to ensure efficient operations are maintained. Both need to agree the optimum level of brownfields funding taking into account: urgency to replace or grow reserves, and quality of opportunities (relative to those elsewhere). The ultimate cost of ignoring the full brownfields potential of an operating asset can be significant, ranging from inefficient and poorly planned operations, lost opportunity cost and resultant value through under-utilised resources and, in the worst case, early exit from the asset at the bottom of the commodity cycle û leaving behind huge amounts of shareholder value.

Jan 1, 2006

By A M. Ebbels, D Pratt

The current commodities super-cycle has seen an explosion in the number of mining projects demanding human resources throughout the world. The demand for key personnel currently far outweighs the international talent pool and will take several years to subside. A highly effective project team can be the difference between a successful project and a bad public relations exercise. Building an effective team and retaining the team members has become one of the major influencing factors for successful project development in the mining industry in the last decade.Increasingly, international teams are being established combining skill sets, subject matter experts, unique previous experiences and diverse cultures to deliver mining projects all around the world.This paper explores the characteristics of a highly effective team, the communication and geographic challenges and some potential pitfalls which influence the ability to form effective teams within the mining industry.CITATION:Ebbels, A M and Pratt, D, 2012. A great project team - Bringing together location and culture, in Proceedings Project Evaluation 2012 , pp 197-202 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 24, 2012

By W R. Adamson

"Optimisation of drill and blast design and engineering can deliver a significant positive impact on the profitability of any mining operation; however, true engineering of the blasting process is less common than might be thought. The paper that follows explores this gap and suggests a process control-based approach to the challenge.The concept of applying modifications to drill and blast designs in order to achieve efficiency improvements in downstream mining processes is far from new. However, the author suggests that the practical application has become less than rigorous in a number of different sectors of the mining industry in a wide range of countries.There is a common tendency for the design process to become simplified to the point where the objective is merely the communication of instructions to field implementers (drillers, explosive suppliers, blasters, etc). In effect ‘design’ often degrades to ‘cut and paste’ with consequences that vary from mild to critical, with respect to the profitability of the business.Engineering of the drill and blast process involves the design function, not on a one-off basis but rather as a component of a more complete cyclical process that includes a statement of objectives, a design based on a suggested hypothesis, field measurement of results, comparison with the target ‘set point’ and the application of control measures followed by new measurement, including interpretation of the results in financial terms.When applied in this fashion, engineering provides practitioners with the means to optimise the drill and blast impact on the full spectrum business result of the mining activity.These concepts are discussed with reference to a surface gold mining operation applying run-of-mine heap leach extraction. Engineering optimisation by adapting process control and measurement techniques is demonstrated to be a key component of the solution set applied to generate enhanced operations productivity and stakeholder value. It is shown that a combination of rigorous measurement, model calibration and hands-on quality assurance/quality control facilitates the creation of a road map to profitability, stressing the need to consider economic trade-offs between operational expense (investment) and measurement of enhanced value (return on investment).The process, however, does not cease at this point. Implementation of true design practices, incorporating innovation and discipline in implementation or execution can drive the process to deliver demonstrable, technically validated outcomes. Furthermore, these technical results can be related to financially quantifiable impacts. However, this accomplishment does not guarantee that these gains or savings will reach the bottom line of those mining, quarrying and construction companies that begin the process with such high hopes.CITATION:Adamson, W R, 2015. Application of engineering discipline and a full-process optimisation focus – productivity to profitability without profuse pruning, in Proceedings 11th International Symposium on Rock Fragmentation by Blasting, pp 3–12 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Aug 24, 2015

By R Memary

The environmental and economic impacts of a significant dependence on fossil fuels are affecting the future of sectors such as of mining. These impacts are prompting the Australian Government to seek solutions for reducing its dependence on fossil fuels more generally, such developing clean energy and improving energy efficiency. However, limited research has been undertaken to assess the potential synergies between clean energy and mining in an uncertain global future. This paper analyses current energy use by mining in Australia and reviews the drivers and opportunities for energy efficiency and cleaner energy technologies to be coupled to mining under three future scenarios. Linkages between mining and clean energy are investigated for three global scenarios for mining and metals to 2030, developed by the World Economic Forum (WEF), namely Green Trade Alliance, Rebased Globalism and Resource Security. These scenarios are applied to assess how they could change the barriers, opportunities and trade-offs required for the development of a more sustainable energy sources by the minerals industry in Australia.

Nov 22, 2011

By M W. N Buxton, M T. Bootsma, J Benndorf, C Alford

Research in the field of cut-off grade optimisation has shown a relationship between cut-off grade, project life and net present value (NPV). Lane’s theory demonstrates that cut-off grades can be optimised in order to maximise project profitability. Although the theory forms the basis for many open pit mining projects, application of the theory in underground mining remains limited to-date. The main reason for this is the complex interaction between all processes in underground mine planning, which makes it difficult to apply Lane’s mathematical optimisation approach.Recently a new stope optimiser product was released. The AMS Stope Optimiser automates the design of underground stopes at user-defined cut-off grades and allows for rapid evaluation of mine designs at different cut-off grades. Using this software, an optimisation approach was developed and validated on an underground gold deposit in northern Sweden. Potential project NPV increased by approximately 30 per cent when using this new approach.Spatial grade uncertainty in mineral resources was identified to be a major risk in underground stope design. The optimisation approach was further extended to account for grade risk using estimated and stochastic simulated resource models. The resulting optimisation process accounts for grade risk early in the design process and reduces the risk of a stope not meeting the cut-off grade with subsequent financial loss.CITATION:Bootsma, M T, Alford, C, Benndorf, J and Buxton, M W N, 2014. Cut-off grade-based sublevel stope mine optimisation – introduction and evaluation of an optimisation approach and method for grade risk quantification, in Proceedings Orebody Modelling and Strategic Mine Planning Symposium 2014 , pp 281–290 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 24, 2014

By M Pyle, R Ch, T Vizcarra, ramohan, G Lane, G Ballantyne

Preconcentration, through gravity separation (Wallace et al, 2015), magnetic separation and particle size (Clout, 2013), has been used in many historical projects to convert low grade material into ore. More recently, pre-concentration technologies such as bulk sorting (Kurth, 2017), screening (Bearman, 2014) and coarse particle flotation (Vollert et al, 2019) have also demonstrated their ability to progressively reject waste through the value chain. These technologies can not only deliver stepchange improvements to the economics of mining operations, but can transform the environmental and social aspects by minimising water and energy consumption and significantly reduce the quantity of fine tailings produced. However, implementing progressive waste rejection requires technologies and approaches to be combined and applied in the right way to capture the value. From a technical perspective, progressive waste rejection introduces challenges related to the orebody, equipment performance, engineering and understanding the value chain from the resource through to final product. From a management perspective, the key issues are related to people and processes, in particular; motivating the business, challenging the paradigms, and introducing new ways of operating within the constraint of existing management structures to manage risks and minimise lost opportunity costs. This combination of technical and management issues means that progressive waste rejection is a complex undertaking for mining companies, yet the reward for the business and other stakeholders is potentially high and should not be ignored. This paper presents how progressive waste rejection can offer step-change improvements to the business case for high and low grade greenfield and brownfield projects based on case studies completed by Ausenco. The paper then outlines different implementation approaches from concept studies to execution to address the various technical and management challenges outlined above.

Nov 10, 2020

Sulfidisation Promotion Effect of Ammonium Sulfate on the Flotation of Copper Oxide Ores

Sep 13, 2010

Aurum Reef Resources is a provincially owned unlisted public company which holds a number of prospecting licences over Otago hard rock historically active minesites. The Bullendale Licence 31 1845 was applied for in 1985, granted 1991, including a DoC special condition allowing re-opening of the historic workings. The underground workings were commenced in 1862 and up to the mine's closure in 1906 some 40 000 ounces were produced at an average grade of 15.5 g Au/t. The purpose of the summer 1991 work programme was to enter the workings in an attempt to observe and sample the mullock between the lodes operated by the early miners. This objective was achieved on the third attempt. Samples were taken and subsequently a contract geologist resampled the workings and prepared a report indicating the Bullendale lode zone to be generally mineralised. Mullock interlode and schist foot-wall consistently returned assays over 0.5 g/t.

Jan 1, 1992

By G M. Mudd

The growing popularity of platinum and platinum group metals (or PGMs, including palladium, rhodium and others) for a wide range of applications leads to some interesting issues for mining and sustainability. The uses for PGMs includes catalytic converters for air pollution control in vehicles, growing jewellery use, catalysts for various purposes (especially petroleum and chemicals processing), hydrogen fuel cells and many others. Given the growing importance of most of these PGM uses in more sustainable technologies or in making industrial processes more efficient, it is critical to understand the complex sustainability issues which surround platinum and PGMs. At present, South Africa is the dominant PGMs producer and holds about 88 per cent of estimated global resources, with important but relatively minor production and resources in Zimbabwe, Russia, Canada and the United States. Given the concentrated location of PGM resources, what are the likely trends in PGM mining with respect to environmental sustainability? That is, what are the costs in terms of energy, pollution, greenhouse gas emissions, water, land use impacts, social impacts, economic aspects associated with this globally important industry? This paper compiles and analyses a range of data on platinum-PGM mining, focusing primarily on South Africa. It synthesises a unique combination of data which relates typical production aspects such as ore grade and scale with sustainability aspects such as greenhouse, energy and water costs. The findings are critical in understanding the debate about the increasing environmental and social costs of some materials and technologies which are considered crucial for sustainable industries based on PGMs. Overall, the paper represents a valuable insight into the platinum-PGM sector, providing a range of useful data for understanding the environmental sustainability of this particular group of precious metals.

Jan 1, 2009

By N Armitage, C Young

In the dynamic realm of mining health and safety, addressing psychosocial hazards is crucial. Legislative requirements now demand employers navigate this complex terrain, but uncertainty often clouds effective management. The resource industry’s skills in managing physical hazards are showcased in their adaptability in this case study. Integrating the Critical Risk Management framework with organisational psychology, a mining company achieved a transformative breakthrough. They identified and assessed psychosocial hazards and established a sustained and risk based approach to managing these hazards within the workplace. This innovative approach encompasses strategic steps. Key learning from the case study was: - Beyond Bow-tie Analysis: Discover why a linear risk analysis tool, like Bow-tie Analysis, falls short in capturing the dynamic and interdependent nature of psychosocial hazards. - Psychological Safety Power: Learn why psychological safety is vital for gathering accurate data and ensuring control effectiveness. - Dive into how it creates a data-driven foundation for success. - Broadening the Brush: Explore the impact of preloading Broad Brush Risk Assessments, an educational and dynamic hazard-identification tool. Control Mastery: Gain insights into how the Critical Risk Management framework ensures ongoing control monitoring and effectiveness for psychosocial hazards. While this implementation’s outcomes are still in their early phases, promising key indicators such as absenteeism, turnover and cultural engagement have emerged. These metrics are set to experience positive shifts as controls prove adequate. As the conference nears, we anticipate having data to showcase these transformative results. Join us in this illuminating presentation as we journey toward a safer, more psychologically resilient workplace.

Apr 16, 2024

By R A. M Maddever, P Jeanneau, V Flahaut

Over the entire life cycle of a mine, from early resource evaluation to the blasting of benches, the collection of geochemical data is crucial for the site operator, who must routinely and intensively drill and sample the orebody. This produces huge numbers of physical samples, in turn requiring significant cost and time for their preparation and assay. Moreover, despite best efforts, the sample recovery process is prone to error, which limits the quality of data.The pulsed neutron gamma technique has been used for decades in various industries, in particular oil logging, for its ability to provide direct identification and quantification of elemental concentrations. However, its implementation in logging tools for the mining sector is relatively recent. Built around the latest in technology for optimal spectrometric measurement, a commercial tool referred to as FastGrade™ 100 has been available for a few years and used with increasing success in the mining environment, specifically the iron ore industry, resulting in a reduction in the amount of collected samples. Relying on the physics of neutrons and gamma photons, both of which are particles that penetrate the surrounding bedrock through several tens of centimetres, such spectroscopy tools measure in real-time the composition of a much larger volume than the delimited volume of the drilled material traditionally used for geochemical mapping. Better statistics and reliability of the estimated composition increase the ability to properly and quickly measure drilled holes and allow the substituting of all or part of the sampling and assaying efforts by geochemical log data. Our paper focuses on this technology, known as pulsed fast and thermal neutron analysis (PFTNA). It reviews the main drivers for the design of such a logging tool and discusses how the fundamental characteristics of the technology, in terms of neutrons and gamma interactions, translate into interpretation of the analytical output.CITATION:Jeanneau, P, Flahaut, V and Maddever, R A M, 2017. Iron ore benefits from neutron pulsed geochemical tools, in Proceedings Iron Ore 2017, pp 387–396 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 24, 2017

By N Collins, A Woodley, A N. Danoucaras, C McCombe, N C. Kunz

Over the past decade, the mining industry has come to recognise the importance of water both to itself and to others. Water accounting is a formalisation of this importance that quantifies and communicates how water is used by individual sites and the industry as a whole. While there are a number of different accounting frameworks that could be used within the industry, the Minerals Council of AustraliaÆs (MCA) water accounting framework (WAF) is an industry-led approach that provides a consistent representation of mine site water interactions regardless of their operational, social or environmental context that allows for valid comparisons between sites and companies.The WAF contains definitions of off-site water sources and destinations and on-site water use, a methodology for applying the definitions, and a set of metrics to measure site performance. The WAF is comprised of two models: the input-output model, which represents the interactions between sites and their surrounding community, and the operational model, which represents on-site water interactions.Members of the MCA have recently adopted the WAFÆs input-output model to report on their external water interactions in their Australian operations, with some adopting it on a global basis. To support this adoption, there is a need for companies to better understand how to implement the WAF in their own operations. Developing a water account is non-trivial, particularly for sites unfamiliar with the WAF or for sites with the need to represent unusual features. This work describes how to build a water account for a given site using the input-output model, with an emphasis on how to represent challenging situations.CITATION:Woodley, A, Danoucaras, A N, McCombe, C, Kunz, N C and Collins, N, 2013. A robust methodological approach for mine site water accounting, in Proceedings Water in Mining 2013 , pp 335-342 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 26, 2013

The creation of an accurate and precise enough database requires the collection of many representative samples, subsampling and assaying them without destroying their integrity. The selection and implementation of sampling protocols often lead to severe difficulties, making the unaware practitioner vulnerable to massive exploration, feasibility and operating failures. Therefore, there is no substitute for a good understanding of the Theory of Sampling (TOS). Either because of ignorance, or because of short-term economic reasons, failure to comply with many stringent conditions can be devastating for the validity of a feasibility study, leading to false evaluations, to the abandonment of a viable property, or to the exploitation of one that is not profitable. All these failures have something in common: insufficient duplicate sampling, subsampling and assaying were performed; very important, preliminary heterogeneity tests were never performed; for short-term economic reasons, poor sampling and subsampling protocols were selected, second-class sampling systems and weightometers were installed and poor preventive maintenance and cleaning were implemented;and sampling experts were called only when the project was obviously in trouble. The conclusion is clear: in due time, iterative auditing of sampling practices is an insurance policy against massive financial losses for the company involved. A complete, comprehensive 100 point checklist of sampling Quality Assurance and Quality Control is provided, so critically important details to ensure success are not forgotten.

Mar 1, 2010

By P Meehan, R McAree, Z Guan

Equipment maintenance is 30 - 50 per cent of the operating costs for a typical mining company. While this is substantial, its importance is beyond its significance as a cost heading. Modern mining requires large amounts of investment in capital infrastructure and equipment to produce a product sold at a low unit cost. To stay competitive, such a business has to focus on full realisation of its capital investment, ie sustained production at high levels. Maintenance plays an essential role in achieving this goal. Mining companies typically use a mix of breakdown or corrective maintenance, planned maintenance, and some condition-based maintenance. The share of breakdown maintenance has been coming down through more effective planned maintenance and better condition monitoring tools. Planned or preventive maintenance (PM) is playing an increasingly important role in todayÆs mining maintenance. This is the suite of inspection and repair/replacement actions performed at scheduled time intervals as part of a preplanned activity. The activities are scheduled well in advance and, usually, the current wear-state of the machine is irrelevant. For example, the replacement of a major gear may have been planned 18 months in advance; replacement is carried out when the time comes regardless of the actual condition of the gear. The PM costs are significant and include direct cost of parts and labour as well as the opportunity cost of lost production while the machine is under maintenance. It is important to identify the optimum PM effort because over-maintenance should be avoided as much as under-maintenance. A new concept called severity-based maintenance is introduced in this paper. We have seen that measuring equipment ageing in mining merely by counting the engine hours is a very imprecise way of planning and scheduling maintenance because the damage accumulated in one hour varies enormously from operator to operator and with changing pit conditions. We recommend continuous monitoring of duty on all major equipment. This is feasible without having to fit out the machine with an army of sensors because most of the physical sensors required by dutymeters are already installed and maintained as part of the existing performance monitors. While the investment is modest, the potential benefits are huge and can be grouped under three headings:Immediate benefits will come from providing operators with direct feedback on the effect of their behaviour on machine health and training them to use this feedback to correct their operating style. The equipment can operate closer to the limits of capacity, producing more without unduly sacrificing the availability by monitoring and controlling the severity of the operation, ie the duty on the machine. Longer term benefits accrue from establishing correlations between actual time to failure data and measured equipment duty and using these correlations to optimise maintenance effort as well as planning new equipment purchases and warranty conditions.

Jan 1, 2002

By P Kirsch, P Jagals, D Viswanathan, J Shandro, R LaBouchardiere

The planning, design and operation of mines must include the development of positive environmental, community and land-use benefits if it is to achieve good corporate social responsibility and minimise detrimental impacts throughout the life of the mine. Life-of-mine (LOM) planning should, therefore, consider conducting mining activities in the best socially, environmentally and economically acceptable manner, from the commencement of exploration to post-closure of the mine. Current knowledge of LOM activities in relation to public health (life-of-community, or LOC) impacts neither fully captures the full suite of human health and well-being impacts, nor comprehensively informs society on these issues. This knowledge gap is becoming more apparent as public antipathy is increasing towards mining activities within Australia, Canada and globally. The purpose of this paper is to present preliminary and informative results of a literature review to gain insight into the extent of available public health and well-being knowledge associated with mining development. LOM development must also benefit the LOC, in that it must aim to minimise detrimental impacts, and maximise beneficial (including health) impacts on all associated communities. Health planning and programing for mitigation of potential adverse health impacts of mining should extend beyond the scope of work-related injury and illness (resulting from chronic exposure to harmful substances, infectious and lifestyle illnesses), to the health and well-being of workersÆ families and extended associated communities. By mapping the available but rather scarce literature on LOC areas to recognised LOM stages, this review found shortcomings and imbalances regarding research reporting on mining and its health-related impacts in the worker-to-community continuum.CITATION:Kirsch, P, Viswanathan, D, LaBouchardiere, R, Shandro, J and Jagals, P, 2012. Health impacts extend from the life of a mine to the life of a community - Knowledge gaps, in Proceedings Life-of-Mine 2012 , pp 161-168 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 10, 2012