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By D A. Manhire, R M. Flores

The commercial develop of coalbed methane from the Powder River Basin has demonstrated that low-rank coals can be a viable source of gas. Currently over 20 000 coalbed methane wells exist in the Powder River and it is predicted that there will be 50 000 wells by 2010. What makes the Powder River Basin successful is the thickness of the coal (in excess of 30m) as well as the low ash content (

Jan 1, 2002

By G Neely

COPING WITH COMPLEXITY In every industry, and mining is no exception, plant and processes increase in complexity over time and managers and operators need correspondingly more knowledge. The mine manager has to delegate details to operators, engineers, metallurgists, accountants, safety specialists, personnel officers and the rest. Is it reasonable then, to expect the Mines Inspector to be competent to judge the conduct of all these operations against the criterion of the regulations? Obviously not, but what are the alternatives? One is a superficial inspection where the inspector goes on a hazard hunt for broken steps and missing handrails. Another is one in which an army of specialist inspectors marches on a mine, sometimes outnumbering the staff. Each is competent to assess some part of the operation and if he or she can find an opposite number among the mine staff, they can discuss details. But what good does it achieve? The system acts to remedy present defects and to make recommendations which, if only they were followed, would prevent the same things happening again. Given that this process has been going on since the first Factory Act of about 1840, how is it that there are any more defects left to put right? The answer of course is that defects keep appearing, and new defects arise as fast as the old ones are found and corrected. Further progress can only be made by preventing defects at their source.

Jan 1, 1994

A brief history of the significant haulage truck feature changes and the factors that influenced those changes during the 60's and 70's provide a basis for forecasting the changes that can be expected in the 1980's. A review of the impact factors and changing requirements that currently exist that will create changes. Define the critical requirements of a successful haulage truck design and discuss the availability of bigger engines and better electric drive componetry to provide deeper pit capability and improve reliability. The Unit Rig Trolley Assist System to provide improved productivity and diesel fuel savings and an economic analysis to evaluate the Trolley System is covered. The Unit Rig Automatic Truck System for a driverless truck is covered in concept and discussed from the point of view of the experience in a test in a New Mexico mine. INTRODUCTION A good basis for trying to forecast what is going to happen in the future is to go back a little bit in history, to see what the influencing elements were in different periods of time as a foundation for the forecast. INFLUENTIAL FACTORS IN THE 1960'S If you look at the truck development that occurred in the 1960's, there were some identifiable factors that give us insight. (See Fig. 1) Several things happened at the beginning of the 1960's. Mechanical drive haulage trucks were introduced that were

Jan 1, 1982

What is the real value of your data?Given that the cost of collecting and analysing an individual sample is always rising, it is important to understand the true value of a sample and that you are confident that you receive good value for your exploration dollar. Unfortunately too many samples are still collected today that will end up as worthless data; a liability to those who own it and a hindrance to finding that ore body.

Jan 1, 1986

The paper contains the publication of timber shapes recovered from the Burra Mines during open cut operations in the 1970s. The timber was in the process of being disposed of for fire wood. All timber shapes still in existence in September 1990 were drawn.The collection revealed a number of different types of caps and legs. There were also end plates and wall plates from what appeared to be a hanging sets of shaft timber.

Jan 1, 1993

Australia is the dominant iron ore supplier to the Asian market, a position that began to emerge with the development of the Pilbara in the 1960s. Iron ore is now one of AustraliaÆs main commodity exports and is likely to remain so well into the future. The annual price negotiations are the focus of widespread comment and speculation by financial analysts, journalists and mining professionals. Much is written on the subject, but how much is understood? What is the process all about and what can mine managers learn from understanding the pricing mechanism? Every one of the major regional iron ore markets has its own characteristics. The focus here is Australian supply specifically to Asia, far and away the biggest and fastest-growing of these regional markets. The core of the paper reviews and explains the key elements and procedures that contribute to pricing iron ore in Asia, a market that has long been dominated by the Japanese steel mills (JSMs) and that is now feeling the full force generated by the rapid industrialisation of China. First, however, it is important to understand how this market has evolved over the past 40 years, and the key relationships that have shaped and continue to shape the iron ore price. A description of the essential technical and commercial factors follows. Each area is explained in some detail to provide an overall demonstration of the linkages and the importance of understanding the various influences on the pricing process.

Jan 1, 2006

Every step on the path from the mine to the smelter invites a comparison between material inputs on one side and outputs plus accumulation on the other. Or put simply, between what you think you have produced with what you find you have at hand. The discrepancy between these sets of comparisons is the error. Following that error in a systematic and objective manner is a way to improve the mineÆs measurement systems, that in turn leads to more accurate accounting for ores, metals and concentrates. Because the control of production is so tightly coupled with the accounting of materials, any lasting improvements in materials accounting will benefit the predictions of materials movements and quality. This translates to more reliable planning and scheduling in stockpile management, logistics, shipping and marketing. The statistical tools described are direct adaptations from the long-standing methods used to maintain the quality of manufactured product in the discrete parts industries. Their use in the process industries, of which mining is one, requires some care owing to the continuous nature of ore extraction and its variable properties. The tools can be used for problem diagnostics and as early warning systems. In common practice many professional staff, in attempting to get a perfect reconciliation between expected and observed results, try to explain away the error or bury it completely. The methodology advocated here requires a different mindset because the error must be given pre-eminence for lasting improvement to be realised.

Jan 1, 2002

This paper is a collection of thoughts and frameworks. It addresses a simple question: æIf we are to believe the large number of people and institutions indicating that humans are destroying the Earth and that the end is nigh, why do we bother trying to be sustainable?Æ The paper lays out evidence for the existence of multiple hazards to global society. The existence of a hazard alone is insufficient to make an assessment of risk. Risk estimates are required to support decision-making. An approach to assessing risk is provided and some limited data are presented. A new ædefinitionÆ or statement of what sustainability (in a broad sense) might have become is then given. A decision framework for guiding decision- making about the risks is developed. This framework includes a definition of leadership with inherent implications for what determines whether a leadership position by title is actually leading. The paper concludes by offering a view of minerals industry sustainability and considerations around maturity in the current economic situation. It is hoped that by placing this collection of frameworks around sustainability, a supporting structure emerges that will facilitate action. It is proposed that action taken in this way will be more effective than reaction to regulation or even social license to operate imperatives because it is driven by a more holistic view of the challenges and the potential roles of individuals û all of whom are potential leaders at some scale of action.

Jan 1, 2009

Mining education has received almost continuous discussion since its inception and most people engaged in the mining industry and in mining education feel at some time the urge and necessity to express their views. This paper is not a comprehensive survey of past and present practices and accepted principles, but a personal opinion of the form mining education should take at university level. It is expressed because of a dissatisfaction with the existing courses offered to students. It is hoped to provoke discussionand bring forth guidance to those engaged in mining education. After all, students spend four or five years at a university and it is desirable that the graduate should be something more than just those many years older at the end of his course.POST GRADUATE EMPLOYMENTThe first problem confronting the university should, be to discover what the mining industry wants and expects or graduates. This must influence the university course and yet universities have done little to seek this information, and if suggestions have been offered by industry; universities appear to have made little use of them. University mining curricula are basically what they were 50, 100 and even 200 years ago. (See Appendix.) Whether this reflects the unchanging problems of mining the wisdom of early professors, the conservatism of subsequent professors or inability to apprectate necessity for changes, is debatable.Unfortunately there is no uniformity in the type of employment offered to new graduates: Some mining...

Jan 1, 1959

By R Bertuzzi

Permanent rock bolts in civil engineering are taken as having to serve their design purpose for at least 50 years. In many projects the design life is specified as greater than 100 years. A review of recent Australian tunnelling projects shows that substantial differences exist in the level of corrosion protection provided for permanent steel shafted rock bolts. This paper reviews the current state of practice and sets out what the authors consider to be appropriate requirements for corrosion protection.

Jan 1, 1999

By J A. Didovich

Near the completion of undergraduate studies, students in mining-related courses are increasingly being presented the opportunity to undertake postgraduate studies. The current boom in the mining industry, the shortage of young professionals entering the industry and the lucrative starting salaries and packages on offer makes this a difficult and perplexing decision. This paper will outline what a PhD entails, discuss the benefits that a PhD can provide and discuss the timing and mode of a PhD.

Jan 1, 2006

I once read an æarticleÆ in FHM Magazine entitled æThe Coolest Jobs There Ever WasÆ. It was about a group of guys who were pursuing careers that any person on the planet would just kill for. I distinctly remember drooling over the pages, thinking how much I would love to be Michael SchumacherÆs Chief Engineer at Ferrari, or the Principal Designer and Tester for one of the big Dutch rollercoaster companies. From that moment on, I decided that I wanted a career that was cool enough to make it into the pages of that article. Throughout my time at university, I always had that article in the back of my mind. As a result I constantly wondered about what sort of job I could end up with once I left university. More importantly, I wondered if FHM would be banging down my door to put me in the magazine! After a long and stressful job hunting process (in between completing a thesis and studying for exams) I finally managed to land myself a job with Orica Mining Services. I can honestly say I didnÆt know what to expect when I first joined Orica. Most of my friends ended up working for big mining companies, while I was offered a position with one of the biggest suppliers to these mining companies. However, I had a feeling when I was discussing the role with my future supervisor during the interview process that the job was going to be awesome. I have now spent a year working for Orica and I absolutely love it! While I feel that my job is worthy of being in that FHM article, unfortunately, I donÆt think I am going to get my opportunity to be in the magazine. Apparently I donÆt look too good in a bikini! However, I would love to have the opportunity to discuss the journey that I have taken so far û from my time as an environmental science graduate, then moving on to mining engineering, to now, being part of the Orica Mining Services Graduate Program. My suggestion is to use this paper as a resource. I have learnt during my time at university, as well as my time in the workforce, that the best people you can learn from are your peers. Take what you feel is relevant from the paper; hopefully it will help guide you in shaping your own career.

Jan 1, 2005

Shane is enjoying his new work. Six months ago, he was stocking shelves at his local supermarket and decided to make the big move to a job in mining with more challenge and, of course, more dollars. He's been through his inductions, received his training tickets and is now working in a crew of eight underground at a fly-in, fly-out (FIFO) operation. There are many more systems and processes here than in his retail job, and Shane's comfortable that his safety is being looked after. He is enjoying the continually changing work and conditions, it makes the job interesting. It's taking some time to get used to the roster and he is worn out by changeover, but he gets more time with friends and family during R & R.   Generally, the mining industry has a maturing safety culture and well developed systems. This sometimes lulls people into a false sense of security. Safety systems cannot anticipate every possible situation, nor can they replace people's perception, thinking and decision-making. To manage safety, it's critical to find the right balance between dependence on systems and a healthy fear and respect of risks we face.   As safety standards are raised, systems tend to get more thorough and complex. When a new person joins a mining crew, we induct and train them to provide the information they need. As labour availability again becomes short, and many new people join our industry, we shouldn't assume they know the fundamentals. We need to explain not only what they are expected to do, but why doing what we ask and expect will keep them safe. We must equip people to deal with both the routine and the unexpected.   This presentation explores the challenges of balancing a structured, systematic approach to safety with the need to also equip people to deal effectively with risks everyday in dynamic and extraordinary situations.   Session purpose Introduce participants to a way of looking at risk from a different perspective, as a force for change and progress, if managed well. Demonstrate that risk is something we need to engage with emotionally as well as physically, if we want our risk management efforts to be successful. This purpose will be achieved through an entertaining and engaging presentation, using photos and case studies. The session will initiate interest to explore new ways of thinking about risk and generate discussion about the balance between people and systems. What is the right balance and why getting it right enhances the safety culture, while getting it wrong can impact on safety, business performance and sustainability.

Jun 1, 2010

Australian coal mines have spent considerable capital on dragline improvements over the last two years. This has included ~$30 M on UDD conversions, >$20 M on new buckets, boom upgrades, electrical upgrades, etc. This is a natural part of the response of mining companies to technology and replacement programs. Capital expenditure is a normal part of the ongoing success of most companies. There is however, a tendency for some people to rely on the capital alone to provide the ongoing improvements in equipment productivity. Implementing new technology through capital expenditure is only part of the equation in continuous improvement. For 80 - 90 per cent of the year, the operator controls the productivity achieved by the dragline. Variation between operators is huge. The average standard deviation in productivity is 12 per cent and maintenance impact is over 40 per cent. Robbins 2003, states: Contrary to what we were taught in grade school, we werenÆt all created equal. Most of us are to the left of the median on some normally distributed ability curve. Further, he states: The issue is knowing how people differ in abilities and using that knowledge to increase the likelihood that an employee will perform his or her job well. There are two options for reducing variability between operators; improving operator ability and getting the machine to take over what the operator is doing (automation). Dragline automation will be discussed, however, this paper will focus more on the æhuman factorÆ and how to establish a dragline with minimum variability between operators.

Jan 1, 2005

A comprehensive analysisof rock structures in non-oriented (axially oriented) drillcore is now available (Laing, in press). The system embodies new concepts which better equip the geologist and engineer to deal from the outset with optimising the acquisition of structural information in drillcore, logging, interpreting, and graphically presenting the results. The few existing techniques for determining orientations of structures are augmented by a wide range of new techniques, and all are brought together into two solution types by considering the underlying Euclidean geometries. Analysis of these solution types in terms of what data are required to implement each solution and what assumptions need to be made, leads to strategies which facilitate intelligent design of different drilling programs for blind and outcropping situations. Drillcorc is variably structurally fertile, depending on the number of different structures present. This concept fosters the selective logging only of the more fertile core. Drillholes are also variably fertile, depending on their orientational relationship to the structures in the host rocks. Structural parameters are either vectorial or non-vectorial. Vectorial structures parameters comprise normal structural orientations plus polar vectors like vergence, younging, shear sense and so on. They can be determined by one of two solution types: external solutions, which use an external reference structure to fix the drillcore and thus permit orientation of all structures within that core, and internal solutions, which use orientational data from a selected structure at three or more different drillhole orientation to determine the unique orientation of that structure, without reference to any external structure.

Jan 1, 1990

Technically competent, skilled and efficient people are often promoted into management and leadership positions, climbing through the ranks to senior positions without training or direction in soft skilling. These soft skills are what really motivate teams to achieve business goals. This paper looks at the three key soft skill areas that compel teams to follow leaders, namely manners, mentoring and motivation. Our manners control our behaviour and attitudes and operate at a subconscious level. The manners that æmaketh the manager worth followingÆ are discussed with the express purpose of bringing these to our consciousness. When we recognise those behaviours that alienate or inspire we can consciously behave in ways to lead our teams towards our goals. Our attitude to mentoring and developing people around us speaks of our commitment to our people and our industry. Surprisingly, the more we give the more we get. Mentoring gives us an opportunity to leave a legacy, inspire commitment and build support within the mining community. How do we as managers provide mentoring within our teams? What are the mentoring behaviours that inspire learning and commitment to a managerÆs goals? When managers can identify an individualÆs unique mix of motivational drivers, they can understand how to motivate them. And motivated people are more likely to be retained and work towards the managerÆs goals. The soft skills used to understand and motivate within the three core motivation drivers (competence, expression and treatment) are presented. This paper is designed to share straightforward soft skills for managers who have tread the technical route.

Jan 1, 2006

This paper reviews recent positive developments in Europe on the regulation of gold mining. However, it also examines the problem that while gold projects may be bankable and technically and environmental defensible, the odds tend to be stacked against granting of an environmental permit. The historic background to this situation is examined and current developments and initiatives are critically analysed. Standards and benchmarks for the industry have been established across the community and these have a strong influence in European Union accession (and aspiring) states as well. While this is welcome in regard to improving environmental performance, it also represents a significant milestone with mining (and particularly gold mining) now æon the mapÆ as a legitimate enterprise, a situation that was patently not the case prior to 2003. At the project level, very frequently, the difficult biophysical problems are addressed and satisfactorily dealt with according to the new regulations, but still there are problems regards trust and acceptance that underpin a æsocial licenceÆ. What goes wrong and how can companies deal with the social/environmental issues that lead to entrenched views and concerns, irrespective of any amount of demonstration of good practice and corporate social responsibility? What is the role of the non-governmental organisation (NGO) and are they as accountable and responsible as they should be? The findings presented draw upon recent experience with the environmental permitting of projects in Spain, Greece, Romania, Bulgaria and Serbia on behalf of Australian, Canadian and British companies as well as international funding institutions.

Jan 1, 2007

Plenary SpeechI have given considerable thought about what I might say to such a group of professionals, given that I am not an extractive metallurgist. It was immediately apparent that I would quickly be out of my depth if I tried to present some technical aspect of extractive metallurgy. So, instead I thought it might be useful to review the subject from the minerals business management point of view in order to improve understanding for the extractive metallurgist who some times finds it difficult to comprehend directions being given by management.

Jan 1, 1992

Away from past controversial presentations, a matter of fact, intuitive and simplified approach to the Theory of Sampling (TOS) sampling variance prediction formula is offered which gives an insight on the type of model required for the liberation factor, the practical limitations of such model and methodological principles for its calibration. This paper intends to see what happens in TOS when trying to go from the very simple towards the full level of real life complexity, and actually tries to answer the question: Is there such a thing as a æsimpleÆ TOS?

Jan 1, 2005

Preparing for automated sample preparation has two facets; the need for better procedures as seen by the laboratory Manager and the approach to be adopted as envisaged by the equipment manufacturer. Both have many options and during the 1990s some at least of these options will be tried. As automation of sample preparation is only just beginning, can it be said that there is a real need for better procedures. What does automated sample preparation have to offer? Does it have real advantages or is it just a marketing tool to sell equipment?

Jan 1, 1976