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By Harold Rees

[This report supplements and brings up to date a paper prepared earlier this year for presentation at the Eleventh Pan American Railway Congress to be held in Mexico City, October 18 to 31, 1963. In order to acquaint the reader with the background of this project practically all of the first paper is included in the report.]

Jan 1, 1963

By Cathleen J. Webb, Arden D. Davis

The Homestake Gold Mine at Lead, South Dakota, has been proposed as the host site for the Deep Underground Science and Engineering Laboratory. The laboratory will house neutrino experiments in mine workings at the 7400-foot depth, as well as research in geomicrobiology, rock mechanics, and ground-water flow. Initial plans for the laboratory were developed in 2000 after Homestake Mining Company announced the closing of the underground gold mine. Homestake’s owner, Barrick Gold Corporation, had agreed to donate the mine for a laboratory if it could be protected from environmental liability. That initial agreement was delayed, and Barrick turned off the mine’s pumps in 2003, allowing lower levels of workings to begin to flood with water. In early 2004, the Governor of South Dakota signed an agreement with Barrick that would indemnify the company and eventually transfer ownership of the mine to a state laboratory authority. South Dakota’s governor also announced plans to ask the state legislature for funds to help in the initial construction of the laboratory. A consortium of scientists from several states is currently preparing a detailed laboratory proposal for the National Science Foundation.

Jan 1, 2005

By G. H. Schnakenberg

In 1986, the US Bureau of Mines (USBM) embarked on a major research effort to develop technology that could substantially reduce worker exposure to face hazards by simply relocating the equipment operators to an area of relative safety. This reduced-exposure mining system (REMS) research effort enhances the USBM's ongoing health and safety efforts aimed at reducing and controlling dust and noise and reducing accidents through training and better mining practices. This paper reports on the progress made on the developing research and demonstrates the technologies required for the computer-assisted teleremote operation of continuous mining machines, haulage systems and roof bolting machines.

Jan 1, 1998

By G. H. Schnakenberg

In 1986, the US Bureau of Mines (USBM) embarked on a major research effort to develop technology that could substantially reduce worker exposure to face hazards by simply relocating the equipment operators to an area of relative safety. This reduced-exposure mining system (REMS) research effort enhances the USBM's ongoing health and safety efforts aimed at reducing and controlling dust and noise and reducing accidents through training and better mining practices. This paper reports on the progress made on the developing research and demonstrates the technologies required for the computer-assisted teleremote operation of continuous mining machines, haulage systems and roof bolting machines.

Jan 1, 1997

By Jr. Schnakenberg

In 1986 the U. S. Bureau of Mines (USBM) embarked on a major research effort to develop technology that can substantially reduce worker exposure to face hazards simply by relocating the equipment operators to an area of relative safety. This reduced exposure mining system (REMS) research effort enhances the USBM ongoing health and safety research efforts to reduce and control dust and noise and to reduce accidents through training and better mining practices. This paper reports progress of the research that is developing and will demonstrate the technologies required for the computer-assisted tele-remote operation of continuous mining machines, haulage systems, and roof bolting machines.

Jan 1, 1996

By Allan T. Fisk, Carl R. Peterson, Robert G. Lundquist

A long recognized goal in high speed tunneling and mining has been the development of a continuous drill and blast excavation capability. Both the advance rate and the economy of drill and blast tunneling can be significantly improved if the conventional cyclic process can be carried out continuously. Obviously, any continuous drill and blast tunneling machine must be an "all function" device, performing drilling, explosive loading, initiation, mucking, ventilation, roof support (if necessary), and perhaps other functions, essentially simultaneously, while remaining at the face throughout. Furthermore, such a machine must do all these things under remote control. THE SPIRAL BLAST PATTERN Several continuous drill and blast tunneling concepts have been proposed. Of these the Rapidex spiral blast pattern, taking advantage of a partially self-shielding geometry, seems to require the least shielding and hence offers the maximum access for mucking, although from the outset it was clear that remote mucking would present a major design challenge. The Rapidex continuous spiral blast concept uses an unusual blasting pattern that, under the geological conditions tested, has proven to be an effective and efficient means of fragmentation. The concept has a self-shielding characteristic which permits a lightly shielded machine to remain at the face during blasting. The pattern produces a spirally proceeding tunnel face, much like one turn of an auger. The leading portion of the spiral surface is connected to the trailing portion by an axially extending plane surface or bench. The ideal geometry is illustrated in Figure 1 for a horseshoe tunnel section.

Jan 1, 1979

By R. K. Zipf

Recent scientific studies by researchers at the National Institute for Occupational Safety and Health (NIOSH) and the U.S. Army Corps of Engineers (USACE) presented the worst-case explosion pressures that can develop if a methane-air mixture of a certain composition and dimension accumulates and ignites within a sealed area of a mine. The Mine Safety and Health Administration (MSHA) issued its final rule on sealing of abandoned areas which considers potential explosion pressures and the risk of achieving the necessary conditions. The new MSHA seals regulation has increased the pressure design criteria an order of magnitude beyond the old standard of 140 kPa (20 psi) to 800 kPa (120 psi). However, there still are major knowledge gaps pertaining to seals and sealed areas including: (1) the composition of the sealed area atmosphere and how it changes in time and space, (2) explosion pressures that might actually develop within sealed areas, (3) engineering procedures to follow when designing seals and seal installations, and (4) guidelines to manage the atmosphere within sealed areas with monitoring or inertization. NIOSH has initiated a seals research program with collaborators from Safety in Mines Testing and Research Station (SIMTARS) in Australia, West Virginia University (WVU), the Naval Research Laboratory (NRL), and USACE. Highlights of progress so far include: (1) construction of a gas explosion tube at Lake Lynn Laboratory for studying large methane-air explosions, (2) computer simulation of the fluid dynamics of high pressure methane-air explosions, (3) development of seal analysis methods considering construction materials, reinforcement and the seal foundation, and (4) development and testing of innovative seal designs that utilize inexpensive, readily-available rock rubble to resist high explosion pressures. NIOSH researchers aim to provide sound engineering guidelines to better address the new MSHA seal regulations. DISCLAIMER: The findings and conclusions in this report have not been formally disseminated by the National Institute for Occupational Safety and Health and should not be construed to represent any agency determination or policy.

Jan 1, 2009

By Carlos Tarazaga

Progressive Design-Build (PDB) is an emerging variation of alternative delivery programs in the underground construction industry. PDB refers to the way a construction project design is developed by the Owner and the Design-Builder in a step-by-step process. According to the Design-Build Institute of America (DBIA), Progressive Design-Build allows the design and construction team to collaborate during the earliest stages of project development. This enables engagement between the three key players in a construction contract: the owner, the designer, and the contractor. Is the PDB the best alternative program delivery for large contracts? What is the perspective of the private sector? This paper will provide an overview of the different alternative delivery programs used in the underground industry, pros and cons of each of programs, and the perspective of the designers and contractors. The paper will focus on how the PDB works, reasons why owners should consider PDB for their projects, best collaboration strategies among owners, designers, and contractors to deliver a successful project, and how to manage the project risks using a PDB method.

Jun 13, 2023

By R. L. Sandefur

Any geostatistical study involves (implicit) hypotheses about 1. The distribution function 2. The drift of the data 3. The (underlying) variogram Once these are known, most other results follow from geostatistical theory. However, to date, there have been few theoretical studies on testing these implicit hypotheses. Most of the published studies in this area have dealt with the fluctuation of the variogram or the sampling distribution of the variogram (Journel and Huijbregts, 1978; Davis and Borgman, 1979). Questions regarding these hypotheses regarding a given deposit arise often. Coal geologists often infer channels and washouts on the basis of thicknesses data. Zoning is recognized in a variety of metal deposits. A test as to whether these inferences are valid on just chance occurrences would have widespread application. .It is standard geostatistical practice to "eyeball" fit variograms. In the early exploration phase when just a few pairs are available, the variogram often displays wide fluctuations and there may be considerable doubt about which variogram model to use.

Jan 1, 1982

By Donald A. Ranta

Every mineral project or mine is based on a geologic entity-an ore (mineral) deposit. A well-defined mineral deposit and its associated geologic characteristics are the only aspects of a project that cannot be altered. Mine plans can be modified to exploit the deposit using alternative approaches and yielding similar results. A variety of processing methods also are often available producing generally comparable results. Major modifications can be made to other aspects of the project without substantially changing project economics. However, all engineering and metallurgical aspects of a mine must be accommodated to the spe¬cific location and geologic characteristics of the deposit. Geologic data and interpretations form the foundation for both mine evaluation and mine production by providing esti¬mates of reserves and essential information for mine planning and process design or control. Proper geologic work requires a keen awareness of and an ability to anticipate the technical requirements of geotechnical engineers, hydrologists, mining engineers, metallurgists, and other specialists. Geologists are inte-

Jan 1, 2008

At present, discounted cash flow analysis is generally accepted as the preferred method of valuation of mine projects in surface coal mining. One of the major reasons for that is its ability to take into account the time effect of money over the life-of-mine. As a looking-forward method, it requires forecasts be made with regard to economic, technological, technical, geological, and environmental conditions that will prevail in the future. All forecasts are inherently uncertain as they are a function of the uncertainty of all variables of the discounted cash flows analysis. This indicates that the only alternative for modeling the uncertainty in the project evaluation is the development of adequate risk models to serve the decision-making process. The paper offers a model of project cash flows at risk in strip coal mining, which is an integrated corporate risk management solution. The model is based on a stochastic approach that provides the answer to the question about how large is the deviation between stochastic cash flows and the planned value (or that used in the budget) at each time step of the discounted cash flows analysis, that is due to the uncertainty in the model variables. A solution is worked out for the allowable range of the stochastic cash flows variation that determines the probability of achieving the planned value of a mine project. The Monte Carlo simulation technique is used to model the stochastic behavior of the project variables. A case study of an opencast coal mine project is provided to illustrate the applicability of the risk model. The results obtained provide a new understanding of the mine project risk as a component of the project discount rate.

Jan 1, 2006

By Erica McGlynn, Brian Negrea, Lance Jackson

There was no need for the people of Cleveland to ask “Where does the raw sewage go? We want to know!” because it was clear. The raw sewage was being discharged into Lake Erie during heavy rainfall events due to the outdated design of the combined sewer system. In efforts to resolve this ongoing issue for the City of Cleveland, the Northeast Ohio Regional Sewer District developed Project Clean Lake in collaboration with the US EPA. Project Clean Lake is a 25-year, $3 billion program consisting of seven large-diameter CSO storage tunnels to be constructed beneath the city’s existing infrastructure. The first four tunnels have been completed using traditional hard rock TBM excavation methods. The fifth tunnel, the Shoreline Storage Tunnel Project, presents unique challenges and complexities as it will be the first large-diameter EPB TBM to dig under the City of Cleveland. The project itself consists of one tunnel drive 14,100' (2.7 miles) in length, two pipe jacking tunnels, three large slurry wall shafts, two diversion structures, and three regulator reconstructions. Upon completion of the project, 12 permitted CSO locations along Lake Erie will be taken offline, reducing overflow volumes by approximately 350 million gallons per year. This paper will discuss the current status of construction and the chosen means and methods, including the myriad of nuanced differences between hard rock and EPB TBM tunneling methods. Particular attention will be given to the site preparation, setup, and organization; TBM assembly; and TBM launching practices.

Jun 13, 2023

By D. Caiden, C. S. Covil, P. J. Chamley

The paper describes the background to alternative delivery models, drawing on international experience, and introduces Project Alliancing/Contract Partnering, common risks and risk sharing on tunnel projects. A plea for early contractor involvement in design is made before describing some whole life design implications for tunnels. The paper concludes with four short case studies; Channel Tunnel Rail Link in the UK, Hull Waste Water Tunnel in the UK; Island West Sewage Transfer Station in Hong Kong, and the New Southern Railway in Australia.

Jan 1, 2005

By Michael Feroz

Severe drought in the Colorado River Basin over the past 10 years has caused water levels to drop in Lake Mead by more than 113 feet. The current lake level is at elevation 1,112 feet mean sea level (msl). Lake Mead is the primary source of water supply for greater Las Vegas. Water for Las Vegas from Lake Mead is accessed through two existing submerged intake shaft and tunnel systems. If the water levels continue to drop in the lake, the Intake No. 1 will become inoperable below water level elevation of 1,050 feet msl. To sustain the current levels of water delivery to all member agen-cies in the southern Nevada region, the Southern Nevada Water Authority (SNWA) has decided to construct a third intake at a deeper depth in the lake to ensure better quality water and enhanced reliability.

By David A. Milligan, William Cobb

2.1 INTRODUCTION This chapter provides the reader with a sense of how a heap leach project may make an orderly, and hopefully non-traumatic, transition from discovery or acquisition to project construction. In making this transition a project can pass through several project development phases (i.e. ore definition and delineation, conceptual engineering, detailed engineering, and ultimately on to project construction and operation). "Go" or "no go" decisions may occur at any point in each of these phases. The transition from ore definition to detailed engineering should be accomplished via a well thought out program of interdisciplinary studies and an integrated, interdisciplinary project team. This chapter also describes, in general terms, a "roadmap" approach to the project evaluation process that must occur as project planning and development progress. It is the experience of the authors, as well as a myriad of companies who have been through the heap leach project development process, that a systematic approach will save many headaches, and many dollars. In fact, it is safe to say that a project with no formalized system of "objectives setting" and "milestone charting" may well flounder along the way, even if an economic ore body exists. Many papers and technical articles have been written about various aspects of mineral resource appraisal, economic evaluation, and mine development. Most of these invoke the same general philosophy of a systematic approach to project evaluation and development, although methods cited for attaining goals are quite variable. This is undoubtedly appropriate, given the fact that there is great variation in approach to project development (e.g., climatic considerations, ore body size and physical ore characteristics, permitting constraints, etc.). For the purposes of this chapter, two primary sources of information have been used to highlight the "road map" approach previously alluded to. These sources are cited throughout the text as Mackenzie (1980) and Snow and Michel s (1986). A brief summary of each of these sources is provided below: Brian GJ. Mackenzie of Queens University (Mackenzie, 1980) has developed a wealth of information concerning project development topics. Much of this information is synthesized in his notes for a short course entitled : "Mineral Exploration Planning and Economic

Jan 1, 1988

By Wi11iam I. Rau

In the recent past, there have been numerous projections of the capital requirements for additional mine and processing capacities required to meet projected non-Communist World demand for minerals during the next 15 years. A consensus judgment would place this currently at $14 billion per year, with the largest expenditures required for increases in aluminum and copper production. Until the early 1960's, internally-generated funds were used to finance nearly all of the large mining companies' capital requirements. Since that time, however, the enormous rise in capital costs per ton of capacity, accompanied by a relative stagnation in the financial condition of many of the major mining companies, have caused the industry to begin to rely on external sources for financing expansion, most notably, project financing from commercial banks and institutional lenders. Seven years ago, it was estimated that, in the five-year period 1972-1976,75% of the total capital requirements of $10 billion per year would come from internally-generated funds, with the balance to be provided by external sources. l There is little doubt that, in the coming decade, the percentage provided by external sources will increase. There should be little difficulty in attracting the necessary investment within the U.S., particularly in view of the expected continuation of companies in diverse industries seeking mineral investment opportunities. The more serious question lies in the availability of internal and external sources of funds for the expansion of mine and smelting capacity in the developing countries. Recently, R. F. Mikesell projected an average annual investment of $4.7 billion (in 1977 prices) over the 1977-1990 period would be required from foreign sources to expand metal producing capacity in developing countries. Mikesell concluded that external financing of mining projects in the developing world has averaged less than $1 billion per year over the past five years, thereby requiring more than a quadru1ling of this financing over the next decade.

Jan 1, 1978

By B. Morris

This presentation will describe the process by which the Quebrada Blanca (QB) copper project in northern Chile was financed. It will also show how a relatively junior mining company addressed the problems created by its inability to provide its share of the equity funding and the guarantees required by the project lenders. QB is located in the semi-arid Andean highlands of northern Chile, 170 kilometres southeast of the port of Iquique and 30 kilometres west of the border with Bolivia, at an altitude of about 4,300 metres (14,000 feet). Figure 1 depicts the project's location. The QB orebody is a secondarily enriched porphyry copper deposit containing reserves of 85 million metric tons grading 1.3 percent copper. Underlying the enriched zone is a significant primary ore zone containing several hundred million metric tons grading about 0.5 percent copper. In the late seventies and early eighties Falconbridge and its affiliates spent $20-30 million dollars exploring the deposit and conducting feasibility studies. For a variety of reasons they decided not to develop the property which was returned to its owners, Empresa Nacional de Mineria (ENAMI), which is a Chilean state mining corporation. In 1988 ENAMI announced its intention to privatize the property through a public bidding procedure.

Jan 1, 1993

By Gregory A. Hahn

Explorationists and engineers rarely speak the same language. Explorationists are not cognizant of the information that engineers require to make the appropriate choices and decisions. Engineers can- not "translate"geo1ogic parlance and data into information relevant to proper decision making. This often creates a physical and intellectual "rift" between engineers and geologists that inhibits a smooth transition to development. A transition team leader who is grounded in both disciplines can best facilitate integration and communications between the explorationists, who understand the intrinsic attributes of a given deposit, and the engineers, who have to design for extraction and beneficiation of an orebody.

Jan 1, 2001

By W. R. Hibbard

Emerging from discussions of U.S. energy policy: from the Project Independence Blueprint; from President Ford's statements to Congress; and from several independent appraisals of the situation; there is a clear objective to achieve an appropriate balance of supply and demand in the near term future (1) by developing more efficient ways of using energy and (2) by extending domestic sources of energy. More specifically, the strategy for achieving this goal has three parts (1) Conservation of energy through greater efficiencies in automobiles, appliances, lighting, heating, and industrial processes. (2) Increased domestic production of oil and gas through new sources such as the outer continental shelf and new efficiencies such as tertiary recovery. (3) Substitution of coal and uranium for oil and gas in utility power plants and industrial heating. The goal of energy research and development is to help achieve these goals and to help minimize the economic, environmental and social impact of our shift from imported energy to domestic sources. The focus of this paper is the implications of the expanded use of coal, and the research and development which may help achieve the above goals in so far as coal is concerned.

Jan 1, 1975

By R. J. Hickson

From 1993 through 1999 Cyprus Amax Minerals Company successfully completed eight major construction projects around the world. Six greenfield mines were brought into production, an ongoing operation was completely modernized, and an environmental issue was appropriately remediated. The projects stretched over three continents, from arctic Russia to the Atacama Desert, from 16,000feet to sea level, from city suburbs to remote wilderness, from a low of $130 million to over $1 billion. Open pit and underground; mill and leach; gold, copper, molybdenum, and coal were all encompassed. The breadth of diversity experience from these projects inspired Cyprus Amax to create a “best practices” project management protocol, to steer corporate expansion into the next millenium. This paper summarizes those best practices, while high-lighting project management pitfalls to avoid.

Jan 1, 2000