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By B. Cavender

Safety departments have traditionally been held responsible for the safety performance of their division or company. This approach leads to a lack of ownership of safety issues by the larger organization. An alternative paradigm is significantly more effective: the members of the work force (managers as well as workers) are fully responsible and accountable for safe production. The safety department is not extinct, however. Its role has changed, to focus on training, litigation, and external relationships such as community relations. This approach was implemented at BHP Copper's Superior mine and mill in Arizona. By obtaining the genuine commitment of the work force to accident-free production, the mill's MSHA incident rate immediately dropped from 7.4 to zero. The mill also ran one year with no MSHA citations. When this philosophy was implemented at the divisional level, the division's incident rate decreased from 9.5 to 1.1,an 88-percent reduction in six months.

Jan 1, 2000

By Corale L. Brierley

The depressed economic condition resulting from normal cyclic behavior, a more fundamental structural alteration, or both, is a mandate for change within the mining industry. Although several strategies for change have been proposed, the option of applying high technology processes to this smokestack industry offers the greatest opportunity for regaining global competitiveness and a new vitality. Research and development to secure new technologies require a corporate commitment for substantive change, a tech¬nologically enlightened management, a well¬funded and stable science and engineering effort, and a dedicated and motivated technical team--features in short supply in the mining industry today. However, an alternative to in-house development of frontier technologies is available to this beleagured industry through entrepreneurial, high-tech companies. These entities, with their dedicated focus toward product development, motivated and streamlined teams, high productivity and efficiency, and low costs offer a unique opportunity for large corporations to obtain high-tech products and services. These commodities are available through traditional commercial channels and an array of creative business arrangements. The latter offers notable benefits to large companies including windows on frontier technologies and mitigation of risk. Likewise, entrepreneurial companies profit through manufacturing and marketing relationships and an expanded financial base.

Jan 1, 1985

By G. A. Johnson

Basic management principles will be discussed (as they apply to minerals education efforts), especially in light of the changing nature of volunteerism in today’s society. Also, the “minerals education tree” will be presented, along with public opinion / public policy realities.

Jan 1, 2001

By Thomas D. Kaufmann

Introduction Mining has always been sensitive to the fluctuating income of downstream customer industries. The industry is now becoming more vulnerable to booms and busts as economic pulsations increase and demand for mining products shows little or no long-term growth. As the general economy has become more cyclical in the last decade, the capital-intensive primary industries have become more aware that timing as well as preparation of survival plans are vital in investment decisions. Strangely, however, some of us have not yet included the business cycle in our feasibility studies. Cyclic prices and volumes and fluctuations in profits and cash flows do not fit our linear models. The increased cyclical nature of our economy is recent and poorly understood. Forecasting peaks and troughs is still more an art than a science. Nevertheless, avoiding business cycle parameters can lead to error in value estimation and contingency planning of new projects. Metal and Mineral Industries More than half the iron and steel, aluminum, copper, lead, zinc, manganese, tin, nickel, molybdenum, cobalt, and chrome that we mine, smelt, upgrade, and recycle goes to construction, transportation, capital goods, and consumer durable industries. All are cyclical. Their products are consumed slowly, so replacement can be postponed in recessions. Purchases of such goods are usually financed by debt, and their customers are sensitive to highly cyclical changes in interest rates. During prosperous periods, people tend to buy capital goods despite high interest rates. Upstream industries also tend to be whipsawed by inventory cycles. With high interest rates and good transportation, downstream fabricators can lighten their inventories during recessions. They know that upstream suppliers can deliver supplies and raw materials immediately, And, with the advent of electronic accounting, the fabricator with timely inventory information can afford to hold fewer contingency stocks. Likewise, when recovery returns, inventories surge back through industry pipelines, accelerating demands on primary supplies. The price elasticity of most primary products is low. Their share of the value of finished products of the industries they supply is generally small. The 60 kg (130 lb) of aluminum in a car is vital. But whether it costs $80 or $130 will not visibly influence the demand for an automobile. With low elasticities of demand, the primary producer is hit with decreases (or increases) in prices and in sales volume, during recessions as well as recoveries.

Jan 6, 1984

By M. C. Roberts

The consumption of industrial minerals, like most other commodities produced from the earth, depends on the demand for the goods and services that use these materials. Minerals are not generally used directly by final consumers (table salt is a notable exception) but instead are used to either make products that are then purchased by customers, or the minerals are used to make industrial products that eventually contribute towards producing other goods and services. Therefore the demand for industrial minerals in most uses is derived from the ultimate demand for goods and services by consumers. The problem for producers of industrial minerals is that the demand for their mineral product fluctuates greatly in response to the changes in the production of goods and services over the course of the business cycle. In this respect, the producers of industrial mineral are innocent victims, subject to market fluctuations outside of their control. Because the demand for most minerals depends on the demand for the product and because minerals typically make up a minor portion of the costs of producing the product, changes in the price of the mineral often do not influence demand for it to a significant degree in the short run. This is described as a very low price elasticity of demand, as shown by the steep slope of the hypothetical demand curve in Figure 1. This demand curve shows that changing the price of the mineral does not alter the quantity demanded very much, but shifts in the demand curve will be the important determinant of the quantity of the mine.ra1 that is sold. The shifts are caused by the changing demand for the products using the mineral over the course of the business cycle.

Jan 1, 1994

By F. Alsobrook

Industrial minerals are receiving increased attention by metals, coal and other companies seeking to diversify and stabilize earnings. Each industrial mineral has a unique set (and sub-sets) of business dynamics, however, and the diversity can present a bewildering maze to the corporate planner. Shrugging off this complexity and relying on serendipity for entry opportunities often results in unsuitable acquisitions. An effective alternative used in exploration can also be applied to strategic planning. By providing focus and direction, this flexible methodology can prevent wasting corporate resources on random pursuits and result in a quicker, more satisfactory achievement of diversification goals.

Jan 1, 1990

By M. Bunch

"THE SUPER CYCLE IS GONE The utopia of the rising sales volume, for mining companies from 2002-2011, was entirely due to rising production volume and prices. The Australian mining sector experienced an 18 percent annual growth rate in revenues, and 11 percent growth in prices. (1) However, EBIT remained flat during the same time period. In addition, Australian mines saw a 7 percent annual decline in both labor and capital productivity. (2) Mines in the U.S. and Canada produced similar results, whereas the world-wide mining industry has seen a productivity drop of 40% since 2001. (3) The decade “Bull Run” of rising prices was trashed by companies that chased low-quality assets while increasing debt on their balance sheet. It seemed everyone believed the “super cycle” would last forever, while completely ignoring the history of cycle downturns. Worldwide mining operations are as much as 28 percent less productive today than a decade ago, according to new McKinsey research. The results from McKinsey’s new MineLens Productivity Index (MPI), which adjusts for declining ore grades and mine cost inflation, show that the pronounced decline in productivity is evident across different commodities and is seen in most mining players and geographies. (4) McKinsey sees three important areas of focus to address the root causes of productivity decline. 1) Embed effective management operating systems at mines 2) Prioritized operational excellence and capabilities development 3) Focus on innovation Reality has now settled back in and companies are struggling to make ends meet. The basic management staple of controlling costs and improving the production/productivity that was lost in the excitement is now back in play. Traditional cost-cutting approaches, such as across-the-board spending cuts, layoffs, and hiring freezes are only short-term initiatives and will not permanently improve a company’s cost structure or improve long- term competitiveness. This can only be accomplished by engaging front-line employees and empowering them to make necessary improvements in their daily work. It is time for leaders to lead and develop cultures of continuous improvement within their organizations in order to sustain their mining project to the end of mine life. Successful operating managers require two different skill sets of Leadership and Management; knowing how to lead people in their organization and how to manage the work they do."

Jan 1, 2016

By Dick Ruby

Most miners know that Latin America's major mineral areas are in the mountains of Mexico and down the backbone of the Andes in South America. These areas comprise some of the more rugged and challenging parts of the world's geography, and the risks of doing business in these areas are just as difficult as the impressive task of extracting and processing ores. However, Latin America does contain mineral deposits, some untouched and many to be discovered, that convince venturesome people that the tremendous effort required to mine them will be worthwhile. The rewards have often been adequate in the past. Hopefully, they will be in the future. Background The safest statement that can be made about Latin America is that the "ballgame is constantly changing." Here are some examples: Chile. Under President Frei in the 1960s, Chile welcomed foreign mining interests, even though the government was acquiring significant ownership interests in the big copper properties. Then, under Allende in the 1970s, the big mines were taken over and compensation was denied on various grounds including the allegation that extraordinary profits had been made that should have been taxed. After Allende, an about-face was made in policy; former owners of the expropriated mines received some compensation and new foreign investment was seriously welcomed. Many major companies announced intentions to return to Chile. Some have. Peru. After a military takeover in 1968, Southern Peru Copper

Jan 7, 1983

By Steve J. Czehura

The Butte quartz monzonite is the host rock for early porphyry copper style mineralization and subsequent mesothermal-epithermal, enargite-gold style veining that transects the district. The east-west Anaconda system veins sustained mining for over a century. They include the Emma, Anaconda-Original, Syndicate, Badger-State and Alice-Rainbow veins, each with strike lengths of more than 3,660-m (12,000-ft) and vertical continuity in excess of 1,370-m (4,500-ft) with mining widths from 1.5- to 15-m (5- to 50-ft). These characteristics are unique to Butte. The incredible dimensions and tenor of these veins have yet to be surpassed and Butte is still touted as being the “Richest Hill on Earth.” The Anaconda Company was formed in 1895 to develop underground copper reserves in the district. It eventually consolidated all operations under one company. Production from underground mining continued through the mid-1970s. Openpit mining in the Berkeley pit began in 1955 with the extraction of supergene ores, along with the remnants of deeper horsetail zones inaccessible to the underground mines.

Jan 1, 2006

By S. J. Czehura

The Butte quartz monzonite is the host rock for early porphyry copper style mineralization and subsequent mesothermal-epithermal, enargite-gold style veining that transects the district. The east-west Anaconda system veins: including the Emma, Anaconda-Original, Syndicate, Badger-State, and Alice-Rainbow veins, each with strike lengths of over 12,000 feet and vertical continuity in excess of 4,500 feet, along with mining widths from 5 to 50 feet, are unique to Butte. The incredible dimensions and tenor of these veins have yet to be surpassed and Butte is still touted as being the “Richest Hill on Earth.” The Anaconda Company was formed in 1895 to develop underground copper reserves in the district and eventually consolidated all operations under one company. Production from underground mining continued through the mid-1970’s. Open pit mining in the Berkeley pit began in 1955 with the extraction of supergene ores, along with the remnants of deeper horsetail zones inaccessible to the underground mines. Operations in the Berkeley pit were suspended in mid-1982 because of the rejection of high arsenic, copper concentrates at major smelting facilities throughout the world. Bulk mining of porphyry style mineralization in the Continental pit began in January 1980 to supplement copper production while stripping “C” pushback in the Berkeley pit. The Anaconda Smelter closed in September 1980. A molybdenum circuit was added to the Butte Concentrator in 1981 and mining continued in the Continental pit to produce copper and molybdenum concentrates. A blend of Berkeley and Continental ores were processed to dilute penalty metals in the final concentrates marketed to toll smelters. All mining operations ceased mid-1983 when Anaconda closed the Continental pit and offered the property for sale. Montana Resources reopened the Continental pit in June 1986 to produce copper and molybdenum concentrates. Operations were suspended mid-2000, because of exorbitantly high power prices, but resumed in November 2003 with rising metal prices. Bulk open pit mining of the early porphyry style mineralization has sustained production over the past twenty years and mining is expected to continue in the Continental pit with favorable prices. Future mining will eventually develop a 500 million-ton geologic resource incorporated in a supergene enrichment blanket situated between the Berkeley pit and the Continental pit. Grades in this enrichment blanket range in the neighborhood of 0.5% copper.

Jan 1, 2006

By Thomas L. Richardson, David R. Chapman, Gary W. Gilbert

The two contracts of the Big Walnut Augmentation/Rickenbacker Interceptor(BWARI) sewer project for the City of Columbus, Ohio total nearly 35,000 feet of 14and 12-foot diameter tunnel. EPB TBMs will install precast concrete segmental lining through difficult glacial soils ranging from clean granular to hard till with high groundwater and boulders, crossing roads, railroads, and a large stream. Construction of 12 shafts and a large Interconnect Structure involving major ground stabilization work is required. The paper will review design of major project elements and present an update on construction progress.

Jan 1, 2005

By Dennis R. Twining

Recently a mining analyst for a major bank called me to say that during his travels he had encountered an electric utility interested in a new uranium supply. Since we produce uranium as a by-product of phosphate operations rather than as a primary product, he assumed we simply sold our output in the spot market and that a new prospective purchaser would be of interest to us. This assumption was incorrect; the uranium had already been sold on a long term basis at terms more favorable than the currently depressed spot market. From the outset our approach to the marketing of uranium was based on the principle that by-product marketing is not unlike primary product marketing. This was particularly appropriate in the case of uranium, as we were planning a considerable technical and capital commitment to a new business. This illustrates: that the fundamental principle in by-product marketing is to follow a primary product strategy; that the terms "by-product" or "co-product" are creations of accountants; that they have no place in marketing decisions! Traditionally, the term "by-product" has implied that only a secondary marketing effort is required. Recent history has contradicted that view by demonstrating that by-product values can have marked impact on a mine's revenues and costs. In fact, by-product values can spell the difference between success and failure.

Jan 1, 1983

By H. S. Castro

The by-product molybdenite technology in Chile is reviewed. Flowsheets, reagents and some operation features for the actual six Chilean moly plants(Chuquicamata, El Teniente, El Salvador, Andina, Las Tortolas and Pelambres), are presented. The chemical and physicochemical factors involved in the depression of copper and iron sulfides during the selective flotation of molybdenite, with sodium sulfide, sodium sulfhydrate, anamol-D and LR-744, are discussed. Advances in technology to solve problems of excess of lime (precipitation with sulfuric acid); excess of residual flotation reagents (activated carbon and kerosene); and optimization of depressant consumption (Eh control, nitrogen and low-oxygen air), are discussed.

Jan 1, 1998

By Kendall Y. Onstott

The paper presents the results of a plant test using WEMCO 1 + 1 enclosed flotation machines for inert gas (nitrogen) flotation of by-product molybdenite from copper sulfide concentrate. Copper depressant consumption in the rougher flotation stage was reduced by 68% as reagent consuming oxygen was removed from the flotation air. Unlike other nitrogen flotation systems used in the industry, nitrogen is recovered above the flotation cells and from froth in tails and concentrate streams and recycled, resulting in minimal nitrogen makeup requirement.

Jan 1, 1984

By I. Iwasaki

A low-grade copper-nickel deposit, with an estimated size of 4.6 billion tonnes and with average analyses of 0.6% copper, 0.2% nickel, occurs in northeastern Minnesota. In addition to copper, nickel, cobalt, and precious metals, the Duluth gabbro contains magnetite, ilmenite, olivine, plagioclase and biotite. It is estimated that the flotation tailings that would be produced by a concentrator of optimal size to sustain a smelter would amount to 20 million t per year. The flotation tailings, having already been ground, warrant a closer examination for the recovery and utilization of potential by-products. The residual sulfide minerals and fibrous minerals may also be isolated and treated separately for useful purposes or for disposal in an environmentally acceptable manner. Two flowsheets were developed; one involving preconcentration by low- and high-intensity magnetic separation and another involving preconcentration by gravity concentration. The concentration methods for recovering and purifying individual by-product minerals were investigated. From their chemical, physical and mineralogical characteristics, the potential areas of application and marketabilities of each product fraction were surveyed.

Jan 1, 1983

By Robert J. Garino

Around two-thirds of world silver mine production comes from mines where the majority of ex-mill revenue is obtained from other metals. In this talk I will illustrate the importance of this output of silver as a by-product of the mining of various base metals. I will also consider the impact of relative changes in base and precious metal prices on mill-head revenue, and therefore, on production decisions. During the latter half of 1982 improving silver prices encouraged re-openings at several base metal mines. Thus some production of lead, zinc and copper can be regarded as partly conditional on the prevailing silver price. Conversely, a good deal of silver production can be considered to be independent of the silver price and dependent on the production of some base metal. It is the degree to which the value of silver mined affects the revenues of nominally, base metal, producers that is the central concern of this presentation.

Jan 1, 1983

By C. A. Pryor

The aggregates industry is the largest minerals industry in the United States producing over 2.6 billion metric tons of crushed stone, sand and gravel annually. Approximately 5% of that production is fine material, passing a 75-micron mesh sieve. Of that amount, about 77% is not sold and represents one of the major industry issues. The material accumulates in stockpiles and settling ponds having an operational and economic impact on the site’s bottom line. Many factors cause this material to be produced: from blasting and processing techniques all the way to end use specifications.

Jan 1, 2002

By Victor C. Storhok, Batric Pesic, Marlyn D. Ballain

No1ihwest Alloys produces magnesium from dolomite by reduction with ferrosilicon and aluminum. This process produces alkaline by-products in quantities that allow their consideration for use as commercial products. Two such products are dicalci­um silicate, termed as Di-Cal, and magnesium oxide, termed simply MgO. The alkaline properties of these materials offer acid neutralizing power, comparable to traditionally used lime. Thus, the materials warrant study for their use in various appli­cations where neutralization of acidic waters or process solutions are required. One such application is the treatment of acid mine waters with the objective of removing heavy metals. The chem­ical stabilities of the produced metal precipitates are critically important, from an environmental point of view, for their safe disposal in tailing ponds. The EPA regulates waste material dis­posal according to the results from TCLP testing. In this ongoing study, three mine waters were selected for treatment with Di-Cal and MgO. Lime was used as the control for these experiments. The waters were collected from the Bunker Hill mine, Berkeley Pit, and the Blackbird Mine. In addi­tion to testing the chemical stability of produced metal precipi­tates by the TCLP procedure, two other parameters were studied as well. They are: 1. the effect of water pH on stability, and 2. the effect of pH on the stability of resulting precipitates. In the first three months of study, it was found that neutral­ization with Di-Cal results in precipitates that range from equiv­alent to superior in performance as compared to those produced using lime for the waters from all three mines. An additional beneficial characteristic of precipitation with Di-Cal is the fast filtering characteristics of produced precipitates, when compared to the precipitates produced by lime. This property may be of significance when considering the improvement in drainage of tailing ponds and the volume of solids produced. This paper will discuss in detail the stability of metal precipitates with respect to various pe1iinent metals found in mine waters of Berkeley Pit (Cu, Zn, Mn, etc.), Bunker Hill (Zn, Mn, Ni and Co), and Blackbird Mine (Cu, Co).

Jan 1, 1998

By M. D. Ballain, V. C. Storhok, B. Pesic, J. C. Sever

Northwest Alloys, a wholly owned subsidiary of Alcoa, produces magnesium from dolomite by reduction with ferrosilicon and aluminum. This process produces alkaline by-products in quantities that allow their consideration for use as commercial by-products. Two such products are dicalcium silicate slag, Di-Cal, and magnesium oxide condensate, MgO. The alkaline properties of these materials offer acid neutralizing capability comparable to the traditionally used lime, therefore, warranting a study for their use in applications where the neutralization of acidic waters or process solutions is required, such as treatment of mine waters. In this ongoing study, three mine waters (Bunker HillMine, Berkeley Pit, and Blackbird Mine) were selected for treatment with Di-Cal and MgO. Lime was used as the background control. The solid precipitates were subsequently contacted with pure water at four different pH conditions for stability testing of prepared metal precipitates (expanded TCLP). It was found that neutralization with Di-Cal results in precipitates which are of equivalent to superior stability than those from lime treatment.

Jan 1, 1999

By Paul Madsen, Bade Sozer, Thomas Hennings, Eileen Test

The Rondout Bypass Tunnel in New York has two access shafts. The upper sections of the shafts are lined with steel pipe to resist a substantial net internal water head . Initial design included a ¾-inch-thick cement mortar lining (CML) for all three components. Because of concerns with CML application on large-diameter pipes, the protective lining was redesigned for shotcrete application. This paper discusses the details of that design, mock-ups, and shotcrete application.

Jun 13, 2023