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By Niels Kofoed

Upon completion of the 6,200 m (20,340 lineal ft; lft) North Tunnel drive for the Portland East Side Combined Sewer Overflow (CSO) Tunnel project in Portland, OR, the slurry tunnel boring machine (TBM) had to be returned from the Port Center shaft at Swan Island to the Opera shaft at the main mining site for the 2,700 m (8,860 lft) South Tunnel drive. At the Port Center shaft, the main 513-t (565-st) TBM and TBM tailshield were hoisted out of the shaft in two pieces using four 200-t (220-st) strand jacks mounted on a 635-t (700-st) hydraulic boom gantry system supported by Emmert International?s custom gantry tracks designed to span the shaft. After lifting the TBM components out of the shaft, the gantry system loaded the TBM components onto two Goldhofer platform trailers, which then transported the TBM and tailshield to a barge using a roll-on/roll-off method.

Jan 1, 2011

By J. G. Pippenger

Rio Tinto Coal Australia (RTCA) developed the Meandu Mine in Queensland, Australia in 1983 to supply thermal coal to the adjacent and newly constructed Tarong Power Station (TPS). In designing the mine, RTCA selected Meandu?s best economic reserves for a 27-year life based on station owner Tarong Energy Corp.?s (TECs) estimated life for TPS. That 27-year plan changed dramatically in the early 2000s when TEC approved life extensions to TPS?s four existing units plus construction of a fifth unit. After reviewing Meandu?s remaining reserves, RTCA decided the nearby Kunioon reserve offered the more economic option for maintaining deliveries beyond 2010. Those plans changed again in 2007 when TEC chose to purchase the Meandu Mine and nearby reserves. TEC then selected Thiess Pty Ltd. (Thiess) to continue operating Meandu until the new mine at Kunioon could be developed. After assuming operation of the mine in 2008, Thiess began a review of Meandu?s remaining reserves and found considerable coal available with economic potential. Working jointly with TEC, Thiess performed several analyses on Meandu and subsequently the Kunioon coal reserves. The results changed TEC?s decision from expediting Kunioon?s construction to instead continuing Meandu?s operation for up to 15 additional years.

Jan 1, 2011

By Juan Camus

To understand why some companies excel in creating value, Jim Collins (2001) and a group of postgraduate business students engaged in a comprehensive, five-year research project. They examined 1,435 U.S. companies for more than 40 years, seeking those that made significant improvements in their financial performance over time. The distinctive pattern sought was: ?Fifteen-year cumulative stock returns at or below the general stock market, punctuated by a transition point, then cumulative returns at least three times the market over the next 15 years. ?The search identified 11 outperforming companies, all in different industries, that were called the ?good to great? companies. To contrast these companies with similar peers within the same industry, the search also selected a group of comparison companies that failed to make the leap from good to great. Collins then set out to examine the transition point. What distinguishing features did the good-to-great companies have that their industry counterparts did not? At the heart of the findings about these outstanding companies is what Collins refers to as the ?hedgehog concept? ? how to find the one big thing that the company must focus on. According to Collins, those who built the good-to-great companies were, to one degree or another, hedgehogs. Those who led the comparison companies tended to be foxes, never gaining the clarifying advantage of a hedgehog concept, being instead scattered, diffused and inconsistent. This insight is complemented by Peter Drucker (2004), an influential management guru, who asserts that the first question an effective executive should ask is: ?what needs to be done?? Asking this question and taking it seriously, he asserts, is crucial for managerial success; and that the answer almost always has more than one urgent task, but the effective leader only concentrates on one task. In this last respect, Drucker emphasizes: ?If they [executives] are among the sizeable minority who work best with a change of pace in the working day, they pick two tasks. I have never encountered an executive who is effective while tackling more than two tasks at a time.?

Jan 1, 2011

By M. Arias

"An attractive foreign investment legislation, an anti-mining framework in the jurisdiction where a head office is located, the geographical location of the mineral resources, a country that offers the technology needed by the industry for its operations -- these are some of the many factors that make mining and mineral exploration a global business. It is precisely in the complexity of this new era of globalization and market environment, that sustainability initiatives are challenged. Responsible management of mineral exploration and mining is no longer defined by the use of efficient technology and resource management. Sustainability is not only a report compliance exercise or a green revolution. Sustainability is like any business, a long term profitable proposition. This new approach encompasses four pillars: social, economic, environment, and culture. This new approach connects humans and corporations; it is the way to engage, respect and improve relations with the people with whom we work and our neighbours."

Jan 1, 2011

When Caterpillar announced that it had purchased Bucyrus for $8.8 billion, it was billed as the next great chapter in the history of mining. Surely, when the history books are written, it will be remembered as a deal that changed the face of the mining equipment sector, and it could well be a major milestone in the path toward autonomous mining in the future. In the short term, the deal is a clear indication that the world?s largest equipment maker is bullish on the mining sector. The purchase of Bucyrus allows Caterpillar to expand its mining interest to six product segments (underground, surface extraction, large mining trucks, surface material handling, hauling products and growth markets) with 16 product lines to serve the mining industry. But the commitment doesn?t end there. According to Steve Wunning, president of Caterpillar?s resource industries group, which includes Cat?s global mining division, the commitment to mining goes far beyond the acquisition of Bucyrus.

Jan 1, 2011

By H. Kinilakodi

In 2008, the authors developed a methodology for assessing underground coal mines for high risk for major-hazard events. It focused on major hazard-related violations of safety standards associated with high-risk conditions. Later using a sample of 103 mines with 2008 and 2009 data, injury measures and MSHA citation data were combined into a Safe Performance Index (SPI). The SPI was used to assess the relative safety-related risk of mines, including by mine-size category. In this paper, comparisons are made of SPI-associated, normalized safety performance measures across mine-size categories, with emphasis on small-mine safety performances as compared to large and medium-sized mines.

Jan 1, 2011

By William Watson

Coal production in the United States in 2010 increased to a level of 960 Mt (1,085.3 million st), according to preliminary data from the U.S. Energy Information Administration (EIA), an increase of 1 percent, or 9.43 Mt (10.4 million st) above the 2009 level of 975 Mt (1,074.9 million st) (Table 1). In 2010, U.S. coal consumption increased in all sectors except commercial and institutional, while total coal stocks fell slightly for the year. Coal consumption in the electric power sector in 2010 was higher by 4.5 percent, while coking coal consumption increased by 37.9 percent and the other industrial sector increased by 7.1 percent. The commercial and institutional sector, which prior to 2008 had been called the ?residential and commercial? sector and is the smallest of all the coal-consuming sectors, declined by 3.1 percent in 2010. (Note: All percentage change calculations are done at the short tons level.) U.S. coal exports increased from the 2009 levels due mostly to higher demand for metallurgical coal, while coal imports decreased for a third year in a row. The increase in coal consumption for electric generation during the year was the consequence of improving domestic economic conditions further bolstered by a cold winter and warm summer in important coal-consuming regions. Preliminary data show that total generation in the electric power sector (electric utilities and independent power producers, including useful thermal output) in the U.S. increased in 2010 by 4.2 percent. Coal-based generation also increased, resulting in a 38-Mt (42-million st) increase in coal consumed in the electric power sector. Coal use in all the sectors other than the electric power sector increased by 13.9 percent to a level of 65.9 Mt (72.7 million st).

Jan 1, 2011

By James P. Rider

Significant advances in longwall mining technology and equipment have occurred over the last decade by the late 1990s, longwall mine output accounted for 40% of all underground output in the U.S. and today longwall mines account for approximately 50% of coal produced underground in the United states. A 51% increase in average shift production rates has occurred over the last 15 years. this increased longwall productivity has meant that far more dust is being produced and controlling respirable coal dust presents an ongoing challenge for coal mine operators the National Institute for Occupational safety and Health (NIOSH) conducted a series of benchmark surveys at longwall operations across the country to identify current operating practices and the types of controls being used. Gravimetric and instantaneous dust sampling was completed to quantify the dust levels generated by major sources on the longwall section and to identify different control technologies in use today substantial reductions in dust levels were realized at sampling locations on the face when compared with ongwall surveys conducted in the 1990s results from the underground dust surveys and current longwall dust control technology and operating practices will be discussed. Mining Engineering, 2011, Vol. 63, No. 9, pp. 74-80. Official publication of the society for mining, metallurgy and exploration, Inc.

Jan 1, 2011

The Iron Ore Company of Canada (IOC) is the largest manufacturer of iron ore pellets in Canada and its customer base covers North American, European and Asian steel producers. The company operates a mine, concentrator and a pelletizing plant in Labrador City, Newfoundland and Labrador, as well as port facilities located in Sept-Iles, Quebec. It also operates a 418-km (260-mile) railroad that links the mine to the port. IOC has approximately 1,900 employees. Its shareholders are Mitsubishi Corp. (26.18 percent), Labrador Iron Ore Royalty Income Fund (15.1 percent) and the international mining group Rio Tinto, which is its major shareholder (58.72 percent) and operator, with activities in more than 40 countries throughout the world. The IOC was incorporated in 1949 and by 1954 it had completed the Quebec North Shore and Labrador (QNS&L) rail line. IOC began mining in Schefferville, Quebec by 1954 and closed those operations down in 1982. In 1962, IOC commissioned the present day Carol Project consisting of mining, concentration and pelletizing facilities in Labrador City, Newfoundland. In 2004, IOC shipped its one-billionth tonne of ore on the QNS&L Railway. In 2005, IOC celebrated 50 years of mining history. The company expressed an interest in reducing the amount of oversize material (>1 m x 1 m x 1 m or 3.2 ft x 3.2 ft x 3.2 ft) being produced and its subsequent downstream effects, including in-pit sorting and reduction, damage to mobile equipment and significant delays in the loading pockets and the primary crushers. To achieve this goal, an oversize reduction project was undertaken by the mine that, to date, has significantly improved upon baseline measures. One key approach used to reduce the amount of oversize was the implementation of thicker emulsion. The introduction of a thicker emulsion provided more resistance to the forces created by dynamic water and reduced the infiltration of the emulsion into the cracks and fissures of the rockmass, resulting in reduced amounts of oversize and more consistent fragmentation throughout the muckpiles. Additionally, a significant reduction in nitrates leached into the mine water discharge has been realized. To determine the effectiveness of the oversize reduction project, IOC used a first-of-kind technology to assess fragmentation presented to the shovel at the digging face. A digital vision system (DVS) was installed on one of the shovels to capture images that were stamped with GPS locations. A large population of digital images were analyzed to produce a robust fragmentation distribution baseline that was used as one of the mine key performance indicators (KPI). Changes to blasting practice were subsequently measured against the baseline KPI to assess effectiveness.

Jan 1, 2011

By R. Pinksen

The IOC Mining and Operations Departments expressed an interest in reducing the amount of oversize material (>1.0 m x 1.0 m x 1.0 m; 39 inches x 39 inches x 39 inches) being produced and its subsequent downstream effects including in-pit sorting and reduction, damage to mobile equipment, and significant delays in the loading pockets and the primary crushers. To achieve this goal an oversize reduction project was undertaken by the mine and to date has significantly improved upon baseline measures. One key approach used to reduce the amount of oversize was the implementation of thicker emulsion. The introduction of a thicker emulsion provided more resistance to the forces created by dynamic water and reduces the infiltration of the emulsion into the cracks and fissures of the rockmass. Reduced amounts of oversize and more consistent fragmentation throughout the muckpiles has been a result. Additionally, a significant reduction in nitrates leached into the mine water discharge has been realized. To determine the effectiveness of the oversize reduction project, IOC used a of first-of-kind technology to assess fragmentation presented to the shovel at the digging face. A Digital Vision System (DVS) was installed on one of the shovels to capture images that were stamped with GPS locations. A large population of digital images were analysed to produce a robust fragmentation distribution baseline that was used as one of the mine key performance indicators (KPI). Changes to blasting practice were subsequently measured against the baseline KPI to assess effectiveness.

Jan 1, 2011

By J. G. Pippenger

Rio Tinto Coal Australia (RTCA) developed Meandu Mine in Queensland, Australia in 1983 to supply thermal coal to the adjacent newly constructed Tarong Power Station (TPS). In designing the mine, RTCA selected Meandu?s best economic reserves for a 25-year life based on station owner Tarong Energy Corporation?s (TEC?s) estimated life for TPS. That 25-year plan changed dramatically in the early 2000s when TEC approved life extensions to TPS?s four existing units plus construction of a fifth unit. After reviewing Meandu?s remaining reserves, RTCA decided the nearby Kunioon reserve offered the more economic option for maintaining deliveries beyond 2010. Those plans changed yet again in 2007 when TEC chose to purchase the Meandu Mine and nearby reserves rather than extend RTCA?s contract. TEC then selected Thiess Pty Ltd (Thiess) to continue operating Meandu until the new mine at Kunioon could be developed.

Jan 1, 2011

The reduced need for traditionally trained and educated personnel in the mining industry is systemic to the changing mining industry. Our universities and other training institutions are doing just fine meeting the traditional skill needs required by the industry. But are the skill needs going to be the same in the near future? The answer may be NO!! Mining is changing: increased liabilities and costs of environmental and safety issues; lower grades of minerals in traditional mining activities; the advent of new bio-chemical processes and robotic equipment as more productive and economic alternatives; and, larger more sophisticated and automatic equipment. Engineering is more specific, accurate, precise and expensive. Measurement is more thorough and timely of progress, production, costs, and productivity. And we will be engaging in more undersea mining, possibly space bases processing, less human interaction, and more remote control of events than was ever thought possible in the past. This paper presents several of the systemic changes that are presently and will continue to change the face of mining. It will identify area where education and management will have to address these changes.

Jan 1, 2011

By N. Demirel

Estimating productivity of a walking dragline is of paramount concern to mining engineers and mine planners. Risk based evaluation of the dragline productivity is a valuable tool to estimate the dragline?s long-term performances and availabilities, to develop preventive maintenance plans, and to make future projections about the machine?s performance. This paper aims to provide mining professionals with an overview of risk assessment methodology for productivity of two walking draglines, PAGE 736 and MARION 7820, which have been operating in Tunçbilek open cast coal mine of Turkish Coal Enterprises (TKI) in Turkey. The study encompasses three main stages as: (i) acquiring of monthly maintenance records, operating hours, mechanical and electrical failure hours between 1998 and 2009; (ii) reliability modeling using mean time between failure data; (iii) determining hazard rate and consequences to compute risk associated with dragline productivity. The results showed that that Page 736 (20 yd3) is seemed to be more reliable and less likely to fail when compared with Marion 7820 (40 yd3). The operating hours without failure range from 41 to 51 hours with 50 percent reliability.

Jan 1, 2011

By C. W. Newcom

The mining industry continues to be under expanded scrutiny in the health and safety arena, both from federal regulators and the media. While this paper will briefly discuss how enforcement activity, both with citations issued and the size of penalties proposed, the primary focus will be practical suggestions to deal with some key, high-risk areas for a mine operator which could have substantial impact, both in terms of liability and mine operations. It goes without saying that all mine operators need to continue compliance programs they have in place with careful ongoing evaluation of those plans for areas of improvement. The focus here will not be compliance as such, but rather steps to take and procedures to have in place to try to minimize risks in the face of the potential for more significant liability. Thus, our focus will be procedures to respond to unwarrantable failure citations, immediately reportable accidents, and to deal with potential pattern of violation issues.1

Jan 1, 2011

The mining industry is one of the three pillars of the Namibian economic development, besides tourism and the fishing industry. Generating 20 % of the GDP and more than 50 % of the export income, half of this amount derives from the diamond mining industry. In 2008, the annual production of 2.2 mio carat achieved an income higher than 1.44 billion Namibian Dollars (more than 750 mio Euro). After the global recession in early 2009, which also caused a significant downcrease in production to only 0.93 mio Carat, the diamond mining industry easily restored itself and the production figures for 2010 are expected to be even higher than those achieved in 2008. Compared to other diamond producing countries, Namibia is mainly producing diamonds of highest quality (jewellery quality), with less than 10 % of the mined diamonds not falling into this category. This high quality stands also for the worldwide highest prize achieved per carat. With 370 $US per carat it is more than four times higher than that of the average South African stone. In 1908 the finding of the first diamonds in the Namib desert close to the coastal town of Lüderitz was reported by a Mr Stauch, railway inspector for the then German colonial railway company. This event immediately triggered a Diamond Rush and subsequently the set-up of the restricted diamond mining area ?Sperrgebiet? through the German colonial administration. In 1913, only five years after the first mining operations had started, the steadily increasing production allowed for more than 20 % of the diamond production worldwide. After the First World War, the new South African government concentrated all mining activities in one organization, CDM (Consolidated Diamond Mines of South West Africa) which in following decades conducted an extensive and detailed exploration of the whole Sperrgebiet and started numerous new diamond mining operations.

Jan 1, 2011

By B. Kraus

Many of us who have interacted with senior executives from leading oil and gas companies over the last few years on the subject of HSE performance have observed a marked shift in their engagement on this aspect of their business performance. There seems to be a shared impression that HSE performance will have markedly increased impact on their businesses going forward. On the back of this very real concern, many are taking material actions to secure a step change in their safety and environmental performance: hiring respected mainstream operational personnel to lead their HSE function; investing in capacity/skills development for HSE professionals to increase their effectiveness in addressing the needs of the business; taking a hard look at the efficacy of established management and audit programs (too much paper, not enough results?); investing in information management systems so they can have access to real time reliable performance indicators; and, critically, initiatives to reduce accident statistics (especially focused on fatalities and contractors? activities) and deliver meaningful reductions in their environmental footprints. Underpinning all of these actions is a clear sense that substantial, very well-intentioned activity and investment in HSE aspects of the business has not been hitting the mark and yielding too little return in terms of performance improvement. The very serious recent events on the US Gulf Coast and at a refinery in the US Pacific Northwest have added fuel to this fire. The need for approaches which will secure a step-change in performance on the front line in the global oil and gas industry has never been greater.

Jan 1, 2011

While there have always been mining activities on the outcrops of the copper deposits around Tsumeb, large scale mining activities in Namibia only started in colonial times. Originally focusing on the known deposits, the then German Geological Survey and independent geologists soon discovered significant deposits all over the country. This eventually lead to intensive mining operations all over the country on copper, gold, diamonds, fluorspar and finally uranium. Ever since those days, mining has been one of the major economical factors of Namibia?s development, as shown in picture 1. In the Central Namib Desert mining on base metals started in 1901, and first uranium deposits were discovered as soon as 1910, later followed by others, this did, however, not lead to any mining activities on those uranium deposits in the following decades. [ ] The upswing in the use of nuclear energy in the 1960s and early 1970s triggered some extensive uranium exploration worldwide and also in Namibia. Several airborne radiometric overviews were conducted by the Geological Survey at this stage and eventually the first uranium mine was commissioned in 1976. In the following three decades, the focus of prospecting activities in Namibia shifted away from uranium again. However, since 2000 the forecast for a developing and growing global economy and its even stronger growing energy demand have triggered a large number of nuclear energy projects worldwide, thus increasing the installed nuclear energy generation capacity from 387 GW today to more than 490 GW in 2025.

Jan 1, 2011

? World industrialization, increased urbanization, and population growth are driving a sustained demand for minerals, metals and coal. Energy demand is expected to increase significantly in the coming decades - placing even more emphasis on supply, security and environmental impact issues. ? Several countries are taking steps to nationalize their own resources thus safeguarding their supplies and reducing exports of natural resources. ? Understanding the future availability of critical minerals requires a global perspective. It is essential to know where deposits are located, their reserves and resources, the technologies necessary for production, and the costs of producing and transporting the products to consumers. ? As mining companies look to maintain or increase their operating capabilities and increase their mineral resource bases, the search for commodities expands beyond developed terrestrial regions of the world, to include marine resources. (Figure 1) Operating challenges in these locations include finding skilled workers, building infrastructure, improving recovery technologies and practicing sustainable development.

Jan 1, 2011

By B. A. Hancock

New permit discharge standards instituted at Hecla Limited?s Lucky Friday Mine required installation of water treatment plants to manage water quality at two outfalls to the South Fork of the Coeur d?Alene River. The 002 Outfall Water Treatment Plant (WTP) is a clarification-filtration plant for treating the combined mill and underground discharge water flows. Process optimization efforts were a significant challenge until the negative impact the exploration diamond drilling products had on the clarification process was identified and resolved. The products were being wasted directly to the mine water discharge system which was pumped to the surface WTP. Anionic soluble oil and polyacrylamide based products were causing TSS particle hydrophobicity and dispersion that greatly affected coagulation and flocculation response, resulting in excessive chemical usage and treatment control issues. This paper details how problems associated with the drill products negatively impacted the 002 WTP and how system changes, alternative product usage and treatment at the source resulted in more consistent plant performance.

Jan 1, 2011

By K. Galos

The paper presents increasing importance of mineral secondary and waste raw materials in the minerals management in Poland. Definition of mineral secondary and waste raw materials is proposed, according to current Polish law. On this basis, sources of various types of mineral waste raw materials are analysed. The special attention is paid to the wastes from mining and processing, wastes from power plants, and wastes from steelworks and other smelters. Other types of waste and secondary materials, such as metallic containers, glass containers, batteries, metallic wastes and scraps, are also taken into account. Analysis of sources of such materials is shown together with the main directions of their economic use. Available sources of information on manufacture and use of the mentioned secondary and waste raw materials are also analysed. Finally, for a wide range of waste materials, their current and expected significance as substitutes for some industrial and construction minerals in Poland is given.

Jan 1, 2011