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By P. Roman, L. Daneshmend

"During the last decade, mining companies have been overwhelmed by technological solutions to perceived problems. This is particularly true with information technology where rapid advances have resulted in a professional climate characterized by technomania — the perception that failure to adopt emerging technologies will result in a loss of competitive advantage. This paper describes the applicability of structured analysis and design techniques as an appropriate methodology for integrating emerging technologies in the mining industry. The potential of this approach to improve overall mine effectiveness through improved communication and co-ordination between operations and maintenance is discussed. IntroductionA strong working relationship between the operations and maintenance departments in both open pit and underground mines is fundamental to the overall success of the mining endeavour. Unfortunately, for many mines, this characterization is far from accurate. Short-range production targets dominate the day-to-day management of the mines. This can be seen in Bostwick and Buchanan’s (1993) report on American Barrick Resources efforts to achieve an aggressive 415 000 tpd mining program at their Goldstrike operation in Nevada. When production managers do not meet their quotas, the finger is often pointed at maintenance. As a result, a confrontational culture can develop between the two organizations, resulting in a lack of cooperation that exacerbates the problem. Historically, production planning has taken priority over maintenance planning. This is reasonable since production is the primary purpose of the mine with maintenance serving in a support role. This basic relationship remains intact today. However, the trends toward mechanization, increasing levels of automation, and larger equipment, have resulted in increased reliance on the equipment used in the mine. As a result, downtime costs now go well beyond the direct labour associated with the repair of the machine. Lost production costs due to downtime resulting from failed equipment are becoming an increasingly important factor in determining a mine’s overall economic performance."

Jan 1, 2001

By P. C. Lighthall, D. W. Zandee, W. Shukin

"IntroductionThis chapter deals with the on land disposal and storage of fine tailing in slurry form behind dams. Other types of tailing, such as coarse dry cobbs from magnetic separation of iron ores and other dry materials, have special problems and are not addressed in this paper. The disposal of mine waste is not included, except as such materials may be of value in the construction activities related to tailing disposal.In earlier North American mining, mines were smaller and frequently disposed of their tailing by direct discharge into neighbouring streams or bodies of water. Where that was not practical or not permitted, the solids were collected in tailing ponds and only the effluent liquids were released or decanted. The dams used for these early impoundments were fragile structures and failures were common. With the advent of large, low-grade open pit mines, and increasing awareness of environmental and safety considerations, recently established mines have carefully-designed tailing disposal systems, with wellconstructed dams and attention given to protection of the environment. Older mines are being improved or at least being examined critically with a view to upgrading as necessary to meet the new standards.Modern tailing disposal systems are highly variable and unique to each mine. Tailing pond selection and design is dependent on available topography as also is the design of transport and water reclaim systems. Suitable sites that are at higher elevations than the mills or distant from them may require that the tailings be pumped. Dams, either earth or rock structures built of the most convenient and economic material, are usually a suitable mix of local borrow, mine waste and coarse tailings. The most economic structures are those built mostly of coarse tailing."

Jan 1, 1989

By J. A. Russell

IT IS the purpose of this paper to show how the design of the larger slope hoists in use in the mines of the Dominion Steel and Coal Corporation has tended to evolve ta suit the particular conditions of operation. These hoists are all used for hauling coal in trains or trips of pit tubs up the mine slopes, which usually follow the dip of the seam . As the mine is developed to the dip and the slope grows in length, the length of the rope and the size of the hoist required to handle it rends to become extremely cumbersome. It has been found that the best economic conditions of hoisting are obtained when the length of the slope is limited to about seven or eight thousand feet. Beyond this length it is necessary to offset to one side of the line of slope and start a second or auxiliary slope, which will be served by its own hoist installed underground. With this hoisting distance as a basis, we find that we can economically hoist the outputs required, usually about 1,500 tans per eight hours per slope, by hoisting the coal in trips of about twenty boxes. This, on the grades obtaining, will require a rope of about l 1/4in. diameter, running at a speed of 1,200 ta 1,800 feet per minute, and requiring from 1,200 to 1,800 h.p. at the hoist shaft. The tendency is for the rope speeds of the surface hoists to be a little higher than the underground hoists which relay to them, so that the surface hoist has a small margin of time in hand. The oldest surface hoists were steam-driven, but, with few exceptions, these have given place to electric hoists. With the exception of one hoist, which was altered in design, the steam hoists have not had the opportunity of evolving in the same way as the electric hoists, and will not be mentioned any further.

Jan 1, 1944

Why A Friction Hoist? B EFORE discussing the equipment, it would be instructive to review the factors that influenced the management of Opemiska Cop-per Mines to purchase a friction hoist rather than a conventional double drum hoist. The mine required that 250 tons per hour be hoisted from a depth of 2,100 feet. They also specified that the top speed should not exceed 1800 feet per minute. Eight ton capacity skips in balance and a maxi-mum hoisting speed of 1725 feet per minute would meet the required <Output on a duty cycle as follows: Loading time Creep away from loading pocket Accelerate (at 2.5 ft/sec2) 10 seconds 5 seconds 11.5 seconds Full speed run Decelerate (at 2.5 ft/sec2) Creep into dump Cycle time Trips per hour Tons per hour 72 seconds 11.5 seconds 5 seconds 115 seconds 31 31x8 = 248

Jan 1, 1962

By P. deH. Eastcott

The paper summarizes a slide presentation made during the CIM Mechanical-Electrical Operators&apos; Conference, held at Sudbury. Ontario, January 25-27, 1977. Its scope has been limited to a few specific aspects of modern Canadian hoisting plant practice that are likely to be of interest to operating personnel. It is intended to serve as a brief review of established methods discuss in more detail the present state-of-the-art and suggest trends that will appear as products during the next few years.

Jan 1, 1977

By Clifford S. Gibson

THESE troubled times suggest three reasons for maximum effort to control silicosis: (1) To keep to a minimum the ever-increasing burden occasioned by past deficiencies in this respect. (2) To effect the greatest production with maximum efficiency, which means at the least cost. (3) To preserve man-power in every way. Good control of the silicosis problem aids these aims. Inadequate control hampers all three. Insofar as our knowledge goes, silicosis in Ontario mines is caused by the inhalation of finely particulate quartz. It follows, therefore, that removal of dust containing this mineral automatically erases the cause. The achievement of this ideal is the aim of the mine operator. His best tool to this end is ventilation. This paper discusses mine ventilation from the viewpoint of dust control and it is hoped that in so doing there may result a better understanding of the part played by air in silicosis prevention. No attempt will be made to treat the subject fully. Instead, there will be presented certain salient aspects culled from field observations, the data in all cases referring to gold mines, unless mention to the contrary is made.

Jan 1, 1942

By P. W. A. Mayer

"As the push toward the northern regions of Canada steadily increases to exploit the rich mineral reserves, interest is steadily rising in respect to accessibility and climatic conditions and the problems posed thereby. In twelve years of operation, the Iron Ore Company of Canada, and associated companies, have found, through advanced technology, ingenuity and, most of all. need, some of the answers to the running of a profitable year-round open-pit mining operation."

Jan 1, 1966

By J. P. Caulfield

THE Hudson Bay Mining and Smelting Company&apos;s underground mine at Flin Flon, Manitoba, has in the past been serviced by two working shafts-the North Main shaft, and the No. 3 shaft. The North Main shaft is used to hoist the total production from under-ground, and handles the greater part of the mine supplies and crews. The shaft is five-compartment design, rectangular in cross-section, and is equipped entirely with steel shaft sets from the surface to the finished depth of 2,210 feet. Hoisting equipment in the surface plant will not permit the North Main shaft to be extended below its present finished depth. The No. 3 shaft, located approximately 2,300 feet from the North Main shaft, is used primarily as a ventilation shaft, and for hoisting lower-level development waste to the 390 level, where this material is used as mine fill. The No. 3 shaft is of standard rectangular design, timbered with 8-in. by 8-in. creosoted fir sets, hung on 6-foot centres. From the surface to the 1,430 level, the No. 3 shaft consists of three 5 ft. by 5 ft. compartments, and below this level to the completed depth of 2,300 feet, the shaft is increased to four compartments. To service the mine and to expedite development below the 2,210 level, a one and one-half compartment winze was sunk from the 2,210 level to a depth of 766 feet, or approxima tel y the 3,000 level.

Jan 1, 1941

By CIM Mineral Resource, Mineral Reserve Committee

The CIM Estimation of Mineral Resources and Mineral Reserves Best Practice Guidelines (MRMR Best Practice Guidelines) were prepared by the Canadian Institute of Mining, Metallurgy and Petroleum's (CIM) Mineral Resources and Mineral Reserves Committee (CIM MRMR Committee) to update an earlier version that was accepted by CIM Council on November 23, 2003 (CIM, 2003). These 2019 MRMR Best Practice Guidelines supersede and replace the November 23, 2003 version of the MRMR Guidelines. These 2019 MRMR Guidelines are not intended to be prescriptive and are not intended to provide detailed and exhaustive instructions for preparation of Mineral Resource and/or Mineral Reserve (MRMR) estimates. Rather, they are intended as general guidance to assist professional geoscientists (or equivalent) and engineers (or equivalent) in preparing high quality estimates of MRMR that incorporate sound geoscientific, engineering, evaluation and design practices. They are based on well-established estimation and mine planning principles and are designed to provide general guidelines of best professional practices employed in the preparation of MRMR estimates. Although the 2019 MRMR Best Practice Guidelines are intended for use by Canadian-based mining/exploration practitioners, many of the concepts and practices presented herein are in general agreement with current industry practices in jurisdictions with membership in the Committee for Mineral Reserves International Reporting Standards (CRIRSCO). For this document, persons preparing MRMR estimates are called Practitioners. Preparation of MRMR estimates should be carried out by Practitioners who either hold the status of Professional Geoscientist (or equivalent) or Professional Engineer (or equivalent), or who prepare the estimates under the supervision of a Professional Geoscientist (or equivalent) or Professional Engineer (or equivalent). For the purposes of this document, all references to reporting describe such necessary reports and related documentation that are created as part of the normal-course work flow of preparing MRMR estimates for internal purposes. For clarity, all public disclosure of MRMR estimates made by, or on behalf of, an issuer and intended to be, or reasonably likely to be, made available to the public in a jurisdiction of Canada must comply with the requirements of National Instrument 43-101 Standards of Disclosure for Mineral Projects (NI 43-101), as amended from time to time. At least one Qualified Person (QP) must take responsibility for each part of the estimation process when publicly disclosing the results of MRMR estimates. The intended audience for these 2019 MRMR Best Practice Guidelines includes Practitioners at all levels of skill and experience, government agencies, academic institutions, and the public.

Nov 29, 2019

By The Mill Staff

"IntroductionCOMMENCEMENT of operations at the new No. 7 shaft and 10,000-ton mill at Creighton mine was a major step in the programme of conversion to all-underground mining by the International Nickel Company of Canada, Limited. Planned ten years ago, the orderly transition has been greatly speeded-up to offset the heavy drain on production imposed by World War II and also to meet the increased demand for nickel caused by the current international situation. Development of new mining methods, and process changes in the reduction plants, have made possible the economic recovery and utilization of ore of lower grade than formerly used and of varying metallurgical characteristics. By 1953, when the Company's open-pit mining operations are scheduled for completion, the hoisting capacity of its five underground mines in the Sudbury district will have been increased to 13,000,000 tons per year, compared with 5,700,000 tons of underground ore hoisted in 1950.Two types of ore occur at Creighton. One is a breccia and stringer type that contains a high percent-age of massive sulphides and is located in sheets along shears and in large and small pockets on the underside of the main norite mass; the other type, forming the main part of the ore zone, is mineralized norite that occurs as a •sheet up to 400 feet thick overlying tl1e breccia ore. In both types of ore the minerals of economic interest are pentlandite, which is intimately associated with pyrrhotite, and chalcopyrite. Early mining was confined to the breccia ore; this ore was mined by open stoping methods. The hanging-wall was later allowed to cave, with the result that the old stopes are now filled with caved low-grade ore."

Jan 1, 1952

By CIM Mineral Resource, Mineral Reserve Committee

These Leading Practice Guidelines for Mineral Processing (LPGMP) were prepared by the Sub-Committee on Leading Practice Guidelines for Mineral Processing. The Sub-Committee reports to the Executive Committee of the Canadian Mineral Processors (CMP) which is a Technical Society of the Canadian Institute of Mining, Metallurgy, and Petroleum (CIM) and incorporates those members of the CIM who are concerned with the processing of mineral deposits. The LPGMP covers the involvement of mineral processing professionals, referred to as Practitioners in this document, in providing inputs to the estimation of Mineral Resources and Mineral Reserves and providing technical content for internal reports as well as public reports on mineral projects as required under National Instrument 43-101 Standards of Disclosure for Mineral Projects (NI 43-101). The LPGMP supplement the CIM Exploration Practice Guidelines (2018) and the CIM Estimation of Mineral Resources and Mineral Reserves Practice Guidelines (2019) which are referenced in Companion Policy 43-101CP to NI 43-101 and recognized internationally. The LPGMP consist of 3 sections: • Principles of Process Support in Mineral Resources and Mineral Reserves Estimation; • Appendix A – Use of Supporting Studies in Process Evaluation and Assessment for NI 43-101 Documentation; • Appendix B – Glossary of Terms Relevant to the LPGMP. The LPGMP deal primarily with the description of leading practice as it applies to the mineral processing and extraction of base metals, precious metals, and other mineral products by the application of mineral processing technology. Other commodities may be considered with future updates of these guidelines. It is expected that this is a ‘living’ document and that these guidelines will develop in the future to address the requirements of the mining industry, investing public, and mining professionals involved. Clarifications and changes to these guidelines will be done under the guidance of the Executive Committee of the CMP.

Nov 25, 2022

By H. A. Oaks

FROM 1921 to 1939, the aeroplane played an increasingly important role in Canadian prospecting and mine development. This service has been interrupted by the war, but undoubtedly it will be accelerated in the postwar years, if suitable aircraft are available. The purpose of this paper will be to review the uses to which the aeroplane has been put in prospecting and development in the past, and its future possibilities as an aid in prospecting. If by review, and deduction, we get a clear picture of what we expect the prospecting plane to do, we may be able to arrive at a very close approximation of its required characteristics and, from this, an idea of costs. &apos;Function&apos; is defined as the mode of action by which it (the aeroplane) fulfills its purpose. We will endeavour, therefore, first to find what this purpose is, or should be, so that our expectations will not be too limited nor too great-and then find, by analysis, what performance we require in an aeroplane to meet our reasonable expectations at an economic price.

Jan 1, 1945

By D. C. Crothers

"What is new in air compressors? A good deal - the designers have been keeping pace with technical developments in related fields and also contributing new techniques of their own. Plant reliability no longer requires bulky slow-speed machines. Even the reciprocating machines, which still provide the most efficient method of compressing air, have been greatly reduced in size and installation cost for a given capacity rating. New materials and fabrication techniques are being used, by most manufacturers, to produce less costly plants in total. Many packaged plants are available, which generally means a more complete assembly for shipment. This type of construction offers savings in handling and erection costs at the site. A warning is in order, however - the extent of packaging in any given plant should be investigated carefully to determine what is included and just what field costs can be realized. A suggested specification has been offered for consideration when studying comparative costs. Rotating machines intrigue many because of their potential as regard fewer wearing parts, higher speeds and hence smaller units, utilizing less expensive drivers, and lack of contamination of the compressed air by lubricants. The inherent shortcomings of these machines - lower •efficiency and capacity control - have been much improved lately, and this type of plant is now becoming quite popular. Noise control, of much concern to everyone, is another development that has received considerable attention.Systems for efficient capacity control and continuous monitoring of compressor operation offer additional reliability and low-cost operation of the modern compressed air plant. Accessory equipment and its effect on over-all plant operation is also considered."

Jan 1, 1972

By V. J. Southey

"This paper reviews the history of Wabana Mines from 1892 to 1966, inclusive, in order to clarify the essential factors involved in the achievement of maximum mining efficiency and in the search for an acceptable product to satisfy changing market requirements. It outlines the progressive steps taken to mechanize both surface and underground operations, and forecasts anticipated performance, assuming certain major plans could have been implemented. Results of extensive research in the treatment of the complex ore are discussed. Selected processing alternatives are compared as to feasibility in a summary incorporating estimated capital and operating costs."

Jan 1, 1969

By P. Kawulka

An integrated pilot plant for the development of the S-C Copper Process was constructed at Fort Saskatchewan in 1975 and operated in 1976. The pilot plant was designed to treat 9 tonnes per day of a pyritic copper concentrate. A demonstration run conducted during the last quarter of 1976 averaged 90% on-stream time, and confirmed that the process is operable as a stable and integrated unit. The paper describes the parameters and equipment developed for thermal activation of chalcopyrite copper concentrates to make them amenable for the dissolution of iron and zinc, and their subsequent separation and recovery. The resulting high-grade copper sulphide was leached with return electrolyte and oxygen to extract 98.5% of the copper into solution. The copper was electrowon at 650 amps per square metre from purified solution, to produce cathodes analyzing 0.1 ppm Se, 0.1 ppm Bi, 4 ppm Pb and 10 ppm S. The electrical conductivity was >101% lACS and the spring elongation value [ ]350 mm. Elemental sulphur and gangue are removed from leach residues to make a concentrate containing over 95% of the silver and gold and most of the unleached copper. Conventional construction materials such as stainless steel, titanium, Hastelloy, acid brick, rubber and plastics performed well. The containment inherent in hydrometallurgy provided high standards of hygiene and safety.

Jan 1, 1978

By Staff

This paper contains an outline of the history of the Sullivan mine, now owned and operated by the Consolidated Mining & Smelting Company of Canada, Ltd.; some account of the various methods by which the ore has been treated in efforts to solve the metallurgical problems which its complex character presents, and, finally, to give, as concisely as possible, an outline of the present mining and metallurgical practice along with a description of the mining and milling plant at Kimberley and the smelter and refineries at Trail, in British Columbia. EARLY HISTORY In May, 1892, Pat Sullivan, John Cleaver and Mike Holland left the Coeur d&apos;Alene country, in the State of Idaho, to seek their fortunes in the Kootenay lake district in British Columbia. They were aided in their venture by James Cronin, afterwards locator and owner of the St. Eugene mine at Moyie. Two months later the party broke up, Sullivan and Cleaver crossing the mountains from Crawford bay on Kootenay lake to the head waters of the St. Mary&apos;s river, the course of which they followed down to Fort Steele. Here they found a good deal of excitement about the North Star mine, and, joined by "Ed." Smith, who was familiar with this part of the country, they determined to return and prospect in its vicinity.

Jan 1, 1924

By S. Gaulocher

Gearless mill drives (GMDs) are the workhorse in the mineral processing industries, more specifically when it comes to grinding crushed ore and cement (in various production stages) in semiautogenous (SAG) mills and large ball mills. They are renowned for their excellent reliability and robustness, long lifespan, and little need for maintenance, and thus yield a low total cost of ownership (TCO). A GMD represents a major investment for a mineral processing plant, and its availability is pivotal for the grinding process. As a basic rule, shut-down periods are to be minimized, but even much more important is that unscheduled shut-downs be avoided. In this contribution, we will present a portfolio of innovative remote diagnostic that consist of the following three key components: 1. Trouble shooting is a form of corrective maintenance and is based on state-of-the art remote access technology, thus enabling highly skilled engineers to access the current sensor readings anytime and from anywhere in order to resolve urgent problems together with the GMD user. 2. Periodic maintenance reports are a form of preventive and predictive maintenance and aim at continuous improvement based on long-term historical records and analyses of multiple measured signals. These detailed reports highlight the health and operational status of the GMD and are periodically (e.g. 3 months) submitted to the customer. 3. Remote condition monitoring spans across preventive and predictive maintenance and is based on continuous recording and automatic analyses of relevant signals using advanced algorithms. The main issue is how to handle the enormous flood of data in an intelligent manner. The results of these analyses are made available to both the GMD user and supplier in real time in order to increase the availability and reliability of the GMD. In this paper, we consider various parts of the GMD, e.g. the cycloconverter, the ring motor, the auxiliary devices (e.g. cooling and lubrication systems), and also phenomena related to the mill itself (e.g. state and quantity of charge). The signal analysis techniques range from simple threshold-based analyses to complex time and frequency domain analyses. We will illustrate the benefits of the proposed approaches with some selected examples.

Jan 1, 2012

By The Staff

"IntroductionThis paper lists typical liner performance data for various grinding mills at the Noranda, Waite-Amulet, Pamour, and Hallnor mines, and concludes with a comparison of these data, based on wear per square foot of lined mill shell area. Flow-sheets for each of these plants will be found in the reference cited.General InformationTwenty-eight ball-mills and one rod-mill are used by the Noranda organization for grinding ore. These mills, which are shown in general outline in Plate IV, are all of the overflow type and have a cylindrical shell attached to dished heads.Most of them are serviced by hand-operated cranes and none by power cranes. During re-lining, portable tugger hoists are employed to lift the liners and, frequently, to install them in place.The mills vary in length and diameter and the ratio of end liner area to breast liner -area consequently ranges from 1. 6.75 in a 5 ft. by 14 ft. mill, to 1:2.28 in an 8 ft. by 8 ft. mill."

Jan 1, 1950

By Karl J. C. Harries

Mineral Agreements and Royalties

Jan 1, 2003

By V. Budinsky

In recent years the global mining industry has addressed its social and environmental responsibilities and numerous factors have contributed to this. Corporate Social Responsibility (CSR) is an important part of mining company strategy for practical implementation of the goals of sustainability, transparency, accountablity and good relationships with stakeholders:- investors, employees and communities. A key stakeholder for all mining companies is the local community which is affected by the mining operations. Companies must identify the emerging social and environmental trends, study the interests and concerns of various communities, address their needs and maintain a positive relationship. The CSR programmes of Czech coal mining companies are focused on surrounding community initiatives and sustainable responsible business. Mining in the Czech Republic is subject to strict rules and regulations and supervised by the State Mining Authority. Mining projects undergo rigorous approval procedures which encompass all operational measures at the different planning levels ? such as public participation in the authorisation process for mining projects, the application of the Environmental Impact Assessment Directive, environmental sustainability programmes, innovative solutions and flexible options offered by the mining company. One very important part is the preparation of the mining-technology preconditions and developing the integrated planning process in which all socially and politically relevant subjects in the mining operation surroundings are included. In an in-depth debate, all stakeholders may jointly develop the concept, in accordance with democratic principles. The optimally conducted dialogue process needs broad communication bases, including setting up theme-related joint taskforces, together with good moderation and the highly qualified support of technical experts. Using a case study of Severoceske doly a.s. Chomutov (SD Company) and the Czech Coal Group ? Czech leaders in the extraction of brown coal, this paper aims to examine the community development approaches and the CSR effectiveness of large scale mining companies. This paper brings a review of CSR and other such voluntary initiatives in the mining industry&apos;s proactive steps to contribute to societal well-being in a meaningful way. Key studies are provided by the projects ? Region with Better Perspective?, ?Stop Dust for Healthy Brezno Village?, ?Clever Heads for the North? and ?Coal Safari?. CSR issues are managed throughout all stages of the mine operation and beyond, long after the mine closes (e.g. post-closure programmes of new landscape, alternatives for reclamation including generation of lakes in former surface mines, conceptualization of industrial heritage). Communities need to be given the opportunity to help themselves through participation in CSR projects rather than being recipients of financial gifts from the company. A fair balancing of interests is the basis of any successful cooperation.

Aug 1, 2013