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By Balmer Neilly

We are regularly told that before making a new investment one should seek the advice of his banker. If we were to place the subject matter of this paper before bankers. other than those who have experience in our mining camps, their reply would probably be evasive. However, if for example: a mining company asks them for a loan and offers as security certain mining investments, they are, in most cases, explosively candid. The idea is preposterous, unless, under Section 88 of the Bank Act, the mining company is able to deposit with the bank, gold or silver bullion, to an amount sufficiently in excess of the loan, to provide for what the banker describes as a reasonable margin of safety in case of contingencies. In addition the directors of the mine personally must jointly and severally guarantee payment of the loan. With any of these conditions missing the banking atmosphere becomes chilly. The local manager explains that the general situation, and particularly European conditions, are so unsettled that head office has warned him that his discretionary powers must not be exceeded under any circumstances.

Jan 1, 1924

"One of the corporate values mentioned by many companies deals with respect for people. This paper discusses one aspect of this value, namely, the need for clarity of accountabilities and authorities. The job of the manager in achieving this goal is analyzed and the benefits of enhancing the manager-employee conversation outlined. IntroductionCorporate values usually refer to the standards of behaviour that the leaders of the organization expect of all employees, including themselves, in carrying out their duties. Terms such as integrity, respect for the individual, continuous improvement, continuous learning, teamwork, speed, and innovation are quite common. The company-specific values are typically developed by the top executives of the company, and then tested with a broader group of employees. Where the process works, employees have a good understanding of what behaviour is expected of them in doing their work, in making difficult decisions, and in interacting with others.Having spent considerable time in his career investigating and studying the management systems at over 50 of the most successful companies in Canada, the United States, Europe and Japan, the author has had the opportunity to visit organizations such as Hewlett-Packard, 3M, Xerox, Intel, Toyota, NEC, Komatsu, British Airways, and Eastman Chemical. These experiences, together with the work of many other researchers, including the work of Dr. Elliott Jacques, have helped significantly to form the thoughts expressed below.Rather than reviewing the creation of corporate values and their deployment through the organization, these remarks focus on issues over which managers and employees have some control. The value in which managers can have significant impact deals with people and the respect shown them in the workplace. The component of respect to be emphasized is to be clear about expectations or accountabilities for oneself and the people who report to you, and to ensure that personal authority matches those expectations."

Jan 1, 1999

By Ronald B. DeDiemar

This paper will present the intrinsic factors of a cone crusher that affect performance, develop and define an ideal feed gradation for a cone crusher and, finally, bring out an important new development in computer design of crushing chambers and show an ability to predict crusher performance without trial-and-error methods.

Jan 1, 1979

By Bryan Wilson

Background ?Nickel Rim South Mine started production ramp-up in Q2, 2009. ?The main dewatering pumps were put into use in August 2009. ?3 Feluwa?multisafe?positive displacement pumps ?1700m single lift pumping ?Reliability has been an issue due to the amount of slimes and fibers (from shotcrete) at the pumps. ?Critiqued internal dewatering system to solve some issues we were having with our sumps Findings 1.Much of the final dewatering system was not in place. a)Temporary pain. Difficult to say something is not working when the system was not yet in place as per design. b)Not enough capacity to handle slimes within the system. 2.Need to address issues with the final design: a)Ongoing costs: The end design has operating costs of $2.5 million b)Scoops in Sumps: The end design relies on scoops to be used for cleaning the sumps c)Slimes Recovery: The system mixes 3 different products in the sumps along with the fibers d)Pump repair costs: The existing Tsurumi pumps are too light duty for our slimes

Nov 1, 2011

By Y. Béliveau

Emission of perfluorocarbon gases, CF4 and C2F6, produced during anode effects from aluminum electrolytic cells are a significant part of the total equivalent CO2 emitted by aluminum plants. With the current concerns about global warming, the reduction of these PFC gases is a key issue in reducing greenhouse gases for a smelter and achieving GHG emission agreement goals. This paper will present the approach taken by the Alcoa vertical-stud Soderberg plant in Baie-Comeau to reduce GHG emissions generated during anode effects and close emission gaps with other Alcoa Soderberg plants. The approach has been to adapt the existing technology in place at the Baie-Comeau Soderberg plant. PFC emissions were lowered by reducing both the anode effect duration and frequency through different methods. Examples of change include: implementing skimming practices and wider side crust break area for better alumina dissolution in bath, increasing the ratio between reacted and pure alumina, reducing the time to declare anode effects in the potrooms, implementing best work practices and finally educating the workforce on the importance of reducing PFC emissions.

Jan 1, 2007

By Peter Moser, Thoma Oberndorfer

"Within the research project “Mine Development” (Fettweis and Moser, 1990) a PC-based mine database has been built up since 1991 and so far includes detailed technical and economic data of about 150 under-ground hardrock mines in industrialized countries worldwide. These data represent about 50% of the underground hardrock mines in west and central Europe, Scandinavia, United States, Canada and Australia (Fig. 1). The mining operations included in the database have been visited directly and analyzed with respect to their deposit conditions, their general design and layout and also their operational and economic performance.The main aim of the Mine Database is to make a contribution to an improved planning of new underground hardrock mines. An analysis of current mine planning practices shows, that both personnel and company experience is still a dominant factor in planning new underground hardrock operations. Through the information included in the Mine Database the experience of a single per-son or company is supplemented by the experience of a wider group of people. The Mine Database makes the huge amount of experience that is available worldwide in the field of under-ground mining accessible for new mining projects. From that a contribution to a more reliable mine planning procedure based on the performance of existing mining operations is expected.In addition to its use in planning new mining operations, the Mine Database can con-tribute to the exchange of technical data among different mining operations, especially on equipment performance, etc. Such an information service is offered by the Department of Mining Engineering & Mineral Economics in Leoben and is already being used by different mining companies. To respect proprietory information, company specific information is not released under any circumstances.The cost of building up the Mine Database, so far, is about US$500.000 — two thirds of which is labour, and one third, travel."

Jan 1, 1996

By A. M. Bell

"Hallnor mine is in the township of Whitney, Porcupine district. To date, its production of gold has been second largest in the east Porcupine field. Ore was discovered in the property in 1936 by diamond drilling in overburdened country. This drilling was undertaken by Noranda Mines following the discovery of ore in conglomerate at Pamour 1 mile to the east.Milling commenced at the Hallnor in June 1938, and to the end of 1945 432,000 oz. gold had been produced from 889,000 tons of ore, giving an average recovery of 0.49 oz. a ton.The West mine of Pamour, the Broulan orebody, and the veins on the Hallnor and Bonetal are all parts of a mile long vein system that has been separated into three sections by cross faulting. In consequence, they could well have been described in one paper. In treating them individually the viewpoint obtained from each may lead to conflicting opinions, and any conclusions advanced in this paper on the general structure should be modified by the conclusions advanced in papers on the neighbouring properties.GENERAL GEOLOGYRock FormationsThe Hallnor orebodies occur within 400 feet of the contact between lavas and sediments, and may lie in either lavas or sediments. The lavas near the ore consist of flows of pillowed andesite and one flow of more acid and less sheared and chloritized lava locally named trachyte. These flows strike east-west and dip steeply. At the surface on the east side of the property the volcanics have been intensely altered to a massive carbonate rock having a north-south thickness in excess of 1,000 feet . This carbonate body extends west across the property with a plunge of 45° (Fig. 1)."

Jan 1, 1954

By G. G. Bowser

Introduction Flame shots are of very infrequent occurrence in the coal mines of Nova Scotia. Probably not more than one is recorded in three months. Many shot-firers have never experienced one, and many never will. As a consequence, although all such occurrences are very carefully investigated, information concerning the cause of flame shots is somewhat meagre. In the course of the years, however, something has been learned of the practices and conditions that are responsible for them. During the past ten? years, over seventeen million shots were fired in the coal mines of Nova Scotia and only fifty-two faulty shots were reported or investigated during that time. In thirty-nine of these, flames were reported; in five, sparks only; and in eight, smoke only. In eight of these occurrences, unburned explosive was found after firing. In one of these eight, flame was seen in the back part of the hole, and an accompanying hissing sound pointed to burning explosive. In four of them, there was no evidence that gas was not ignited. All samples of explosives from these faulty shots which were submitted for analysis were found to be normal, except two, in 1937, which contained excessive moisture. These two samples were from two following shots in the same room on the same day. The initial cause of trouble with all eight shots was one or several of the following: explosives in poor condition, separation of cartridges, incorrect priming, shot hole in poor condition or not properly cleaned. In the case of sixteen or seventeen of the thirty-nine shots which flamed, data are insufficient for conclusions to be drawn as to the cause of the flame.

Jan 1, 1947

By Tom Shumka

All mineral processing facilities that use girth gear driven mills need to inspect the gear teeth on a routine basis, whether it is every six months or every three years. The inspection frequency depends upon gear tooth condition, and the objective is to ensure operational integrity of the gear teeth. Conventional methods such as magnetic particle testing, visual inspection, or dye penetrant examinations rely heavily on interpretation. At best, these techniques can determine whether a defect exists, but are unable to provide information on defect severity. This paper describes the use of combined Eddy Current Array (ECA) and Alternating Current Field Measurement (ACFM) to provide a complete survey of all surface breaking indications on the whole gear tooth depth. This method accurately determines the size, length and depth of any cracks found on the surface.

Jan 1, 2012

By Gerardo Vargas

Without an adequate data sample there can be no Reliability Analysis (RA). Without analysis there can be no systematic, verifiable improvement in reliability or in operational economy. A sample is a collection of life cycles. A beginning and ending event define a failure mode life cycle. Well known obstacles impede the reliability engineer in his role to analyze maintenance data. The main problem lies in the difficulty to obtain analyzable data samples. Although modern Computerized Maintenance Management Systems (CMMSs) should provide the needed information they rarely deliver samples of adequate quality. Cerrejon, an integrated mining operation in Colombia, South America solved the information management problem by applying a "Living Reliability Centered Maintenance (LRCM)" process to its fleets of Trucks, Graders, Dozers, Loaders, and Shovels. This paper describes a method wherein completed work orders capture reliability analysis enabling information. The 'right' maintenance observations reference significant failure modes. Work orders link to records in a continuously growing Reliability Centered Maintenance (RCM) structured knowledge base. Grouped and filtered knowledge-to-work order links, being instances of failure modes, provide the samples required by reliability analysis software tools and methods. LRCM software and related procedures facilitate the growth of knowledge, manage the work order-to-RCM relationship, and generate samples for subsequent reliability analysis.

May 1, 2011

By J. B. Mitchell

Many of the pre-production and plant startup problems that we regard as inevitable are actually caused by poor organizational methods. Traditional methods of organization can be modified to provide clear definitions of responsibility, continuity and depth of involvement of key personnel in order to overcome these problems.

Jan 1, 1966

By J. H. McMillan

Most of the recent papers read before the Institute have dealt with purely scientific matters, or with experiences in the various phases of mining operations. Very little, if anything, has been said concerning the part played by the human element in the industry. It is now opportune to consider this vital factor if we are to cope with the complex work of the present-day miner and, at the same time, meet the demands of the executive for greater efficiency. It is time we made an inventory of our knowledge to determine if we are absorbing the information so essential to modern mining practice. We must keep in close touch with all new ideas and developments in our chosen field and keep ourselves up-to-date in regard to everything pertaining to mining operations in general. The man who ceases to study ceases to advance. There are men who on attaining an executive chair give up all study, because they think they have reached the pinnacle of success. Modern industrial business, and coal-mining is no exception, demands that executive officers shall be 'live wires' -- men who are not only well-informed as to their immediate duties, but who are closely in touch with all matters of importance affecting the industry as a whole. We may be graduates of schools and colleges, but the training we receive in these institutions is only the foundation for our later work. Certainly no executive officer can know too much concerning the work he is engaged in, and the more he knows the more pleasure he will get out of his work.

Jan 1, 1925

By Zou Lisheng

The culture of safety is very important to coal mining production. About 90% of mine accidents are caused by human error. This paper analyzes the status of China?s coal mining accidents, and accident cause. This paper explains the concept of safety culture, the value of safety culture, as well as the relationships between safety culture and safety behavior, and between safety culture and science and technology. The paper proposes the model of safety culture and the ways to enhance safety culture of coal enterprises. Safety culture and safety production is closely related and are significant to the improvement of mine safety situation in China.

Aug 1, 2013

By J. F. Henderson

"IntroductionTHE National Advisory Committee on Research in the Geological Sciences was set up by the Privy Council of Canada in 1949. It was set up because you, the Geology Division of the Canadian Institute of Mining and Metallurgy, asked that it be set up. The Committee is, therefore, to a consider-able degree, your offspring. In the role of good parents you, of the Geological Division of the C.I.M., should be interested in the progress of your progeny. How is the Committee organized? What has it recommended? What has it accomplished? On behalf of the National Advisory Committee, that is what I want to tell you about this afternoon.HistoryYou will remember that, in 1946, the Geology Division of the C.I.M. set up a Committee on Geological Research. This Committee, under the Chairmanship of Dr. J. E. HAWLEY, found ""that there is no national organization interested in surveying, co-ordinating, and implementing with financial help, fundamental and much needed geological research. Accordingly, the first and most necessary step to put the geological sciences in Canada on a proper footing .is the recommendation that a National Advisory Committee on Research in the Geological Sciences be formed"" (l).This recommendation was endorsed •by the President and Council of the C.I.M. in 1947 and submitted to the Minister of Mines and Resources."

Jan 1, 1952

By L. Heber Cole

In making this plea for a better and more sympathetic understanding of the non-metallic industry, I do not for one minute wish to give the impression that I in any way belittle the wonderful strides that have been made in the exploitation of our metallics. We in Canada can be justly proud of our Sudburys, Norandas, Flin Fions, and of the remarkable growth of the Consolidated in British Columbia, and at the same time, without in the !east detracting from these worthy undertakings, be equally as proud of our asbestos, gypsum, salt, and coal deposits, as well as of our building-stone and limestone industries. If, in my remarks, I have occasion to compare the metallic with the non-metallic industry, I do so, not with any idea of dimming the glory which the metallics of Canada have gained- not only in our own country, but in the world at large-but for the purpose? of bringing to your attention the fact, perhaps not very well recognized, that Canada contains deposits of non-metallics well worth y of your serious consideration. In the past 33 years, namely, since 1895, the value of non-metallics produced in Canada has exceeded the value of metallics in 19 of the years, and for the last three years has been increasing rapidly. The war years (1915-1918 inclusive) naturally saw an intensive metallic production, but since that time, with the exception of 1925, when there was a general depression throughout the whole country, the non-metallics have been in the ascendency.

Jan 1, 1929

By A. W. Jacob

THE shatter cut, or burn cut as it is often called, is one in which the centre of the round is almost reamed out by drilling holes so close together that the blasting of a few holes shatters the rock embraced by all of them. The idea of shattering the centre of a face by shooting holes drilled parallel to one another is not new. Some miners have used this method for years past, when drilling quartz or a face near timber. But, they followed the age-old practice of first blasting the cut, then the square-up. It was not thought possible to shoot both together. In the case of machine men, the two largest contributors to silicosis are dust from drilling and dust from blasting. It follows, then, that material reduction of exposure to either constitutes an important step in lessening the incidence o silicosis. It was? the hope of being able to do away with the necessity of the men having to return early to a face, through dust concentrations of 60,000 to 80,000 particles per cubic centimeter, that aroused interest "in the shatter cut at McIntyre. Efforts to this end were successful. Now, with this kind of cut, all holes of a round are shot simultaneously.

Jan 1, 1942

By A. Todd Davis

"Introduction“CAN YQUR Company afford not to train?"" This question was asked by Jack Taylor in the Factory Management Magazine for June, 1950. Mr. Taylor went on to say, ""No, it can't; no Company can"". It's true that many training programmes have not done the job they were designed to do because of a number of factors such as parts of management resenting training, management failing to understand the abstract values of training, and management giving impossible assignments or picking the wrong trainers. However, Mr. Taylor summarizes his article by saying that a properly-designed and •conducted training programme brings a company or a corporation to the point where the question is: ""Can my Company afford not to train?""About two years ago, in July, 1952, Nevada Mines Division of the Kennecott Copper Corporation embarked on a training programme, the same type of programme that had been inaugurated earlier at the •Utah Copper Division at Bingham, Magna, and Garfield, Utah. President Charles Cox of Kennecott, in •a speech made •before the Utah Bankers Association in June of 1951, stated that, ""I think that our programme of employee training is one of the most important phases of our entire operation"". That statement might be said to be one of the guiding principles of training at Nevada Mines Division. Training is supported by top managements and down the line to Division managements. As the years go by, the Company expects to receive many benefits from training."

Jan 1, 1954

By L. S. Almeida, U. A. Courbassier, C. T. Guimãaraes, M. N. Souza, V. L. Silva, H. P. Dias, G. A. Bicalho, B. S. Rocha, P. N. Rodrigues, A. Carnevale

During primary aluminum production the anode changing is a very important task. So improvements on it will be essential to avoid disturbance and have a better operational control. After anode changing a good current distribution will be guaranteed using a cavity cleaner and precise anode setting. Albras switching a manually anode setting to an automatic one solved the setting problems. In this paper it will be shown some pot line results and the improvements on workers ergonomic and safety conditions. The device was developed in a partnership between Albras and Pesto.

Jan 1, 2006

By R. A. Payant, J. A. Finch

Under certain conditions of air and moisture, sulphide materials can spontaneously heat, or selfheat. The reaction mechanisms of self-heating are not well understood. Most previous work has involved pyrrhotite because it is the most reactive sulphide. The current work investigates the self-heating behavior of sulphide mixtures composed of sulphides other than pyrrhotite. The four studied sulphides were pyrite, chalcopyrite, sphalerite and galena. The rest-potential was measured for each. Binary mixtures formed as a 1 : 1 weight ratio were pyrite-galena, chalcopyrite-galena, pyrite-chalcopyrite and chalcopyrite-pyrite. The four sulphides and the binary mixtures were subjected to standard self-heating tests. The four individual sulphides did not self-heat. However, mixtures of pyrite-galena and chalcopyrite-galena with rest-potential difference (?E) >0.3 volts did self-heat while the mixtures of pyrite-chalcopyrite and chalcopyritesphalerite with rest-potential differences (?E) = 0.1 volts did not self-heat. The results demonstrate that when certain non self-heating sulphides are combined they can self-heat. A possible explanation based on galvanic interaction and formation of hydrogen sulphide as an intermediate product is discussed.

Jan 1, 2009

By Gordon MacVean

The object of this paper is to present for your consideration some of the present-day trends of safety practice in the coal mines in the United States and Canada. Coal mining at its best is a hazardous occupation. Men must be experienced miners in order to appreciate the existing hazards and must remain ever conscious of them if they are to work safely. The question is often asked whether our efforts for increased safety are showing results. So often it appears that strides are made for a period of a few years in the reduction of fatalities and lost-time accidents only to have all ground lost by an unfortunate year, after which progress is commenced again only to have a repetition of the same thing. Table No. 1 is an answer to this question. It shows the fatality rates over the last two decades in the coal mines of the United States and Canada. These are given in divisions of five years. The general trend is noticeably downward, exceptions being due to explosions or disasters which claimed an unusually heavy toll of life. These last are certainly not as common today as they have been in the past. It is only reasonable to suppose that this trend towards a lower fatality rate is the result of well directed safety effort. Reliable statistical organizations have offered figures to the effect that only 15 per cent of all accidents can be eliminated by the use of mechanical safeguards. The state of mind of the man involved, or his attitude towards safety, commonly called 'safety-consciousness,' is the controlling factor in the prevention of 85 per cent of our accidents.

Jan 1, 1931