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By V. B. Achanti

This paper deals with the effect of various bit geometric parameters on failure characteristics of rock material. Improvement of rock cutting efficiency of continuous mining machines has been an interesting research topic for the last few decades. In the current study, an automated rotary rock cutting simulator, duplicating a continuous miner, was utilized to study these parameters in the laboratory. Improvement of bit performance in terms of its life, cutting efficiency, dust production and energy consumption has drawn wide spread attention over the years. Research shows that optimizing bit parameters can result in efficient fragmentation of rock. Indiana limestone rock material was utilized in this study while bit tip angle, bit tip size, bit spacing, depth of cut and cutting velocity of rotary drum were varied to investigate the failure characteristics. The cutting pressure, penetrating pressure and the depth of cut were monitored on the simulator during the cutting process. Air borne dust and settled dust were measured for each experiment. Then, the specific airborne dust and specific energy were determined for the each type of bit. Triaxial tests were carried out to correlate the failure angle of the rock in static case to dynamic cutting process failure. The physical and mechanical properties of the rock were also determined in order to assess their influence on the wear characteristics of each bit.

Jan 1, 1998

By J. G. Groppo

Froth flotation has been shown to be an effective method for reducing Loss-on-Ignition (LOI) of ponded or landfilled fly ash. Reduction of LOI is required for many fly ashes, particularly those produced from low-No, burners, in order to meet ASTM requirements for use as a mineral admixture in Portland cement concrete. An additional ASTM requirement, fineness, is critical in determining end use applicability, and in many cases, classification of fly ash is necessary to produce an acceptable product. Hydraulic classification has been shown to be a simple, cost-effective method for classification of a variety of minerals including silica, phosphate, mica, coal, etc. and has shown to be similarly effective on fly ash. The combination of froth flotation and hydraulic classification facilitate the production of a high quality pozzolan that meets or exceeds ASTM specifications. This combination has been rigorously evaluated and results of pilot-scale testing are presented. Pilot scale testing was conducted on fly ash from two active utility storage ponds and demonstrated that high quality, consistent pozzolan could be produced using APT's Fast Float? Technology. Along with the pozzolan, additional production of aggregate for masonry mortar and a low sulfur, medium Btu fuel were also demonstrated. The Fast Float? process incorporates several simple unit processes to ensure pozzolan consistency; classification controls particle size distribution which is critical to achieving early strength, flotation controls the grade with respect to L.O.I. (Loss on Ignition) while dewatering controls the moisture content.

Jan 1, 1998

By B. W. Cavender

Capital investments are made for a variety of purposes, from providing incremental capacity at existing operations to developing and implementing new technologies intended to radically improve a company's capabilities. These projects generate very different business opportunities and create value in distinctive ways. For incremental improvements, the capital budgeting process assures at least a loose fit between short-term goals and readily available resources. However, the criteria used to evaluate capital projects often prevent a company from committing to more aggressive goals that lie beyond the firm's current abilities or resources. Such projects may not have clearly identifiable future cash flows, and the degree of interaction with other projects and the nature of the risk incurred may be difficult to estimate. Additionally, by focusing only on quantifiable benefits, the budgeting process often fails to recognize "soft" improvements such as increased operating flexibility or new knowledge generated by such projects. By rejecting these projects, the capital budgeting process may actually harm the company's future competitive position.

Jan 1, 1998

By Ian Hutchison, Michael C. Salmon

TRC'S INNOVATIVE EXIT STRATEGIES™ FOR MINE CLOSURE , MINE "EXIT STRATEGIES™", WHAT IS AN EXIT STRATEGY™?

Jan 1, 1998

By Kwadwo O. Adutwum, George M. Potter, Todd J. Harvey

Ashanti Goldfields Company (AGC) is the largest gold mining company in Western Africa. Their jewel operation is a highly inte­grated set of mines and plants situated in Obuasi, in the Ashanti region of Ghana. This operation is responsible for mining 5.5 mil­lion tonnes of ore at 4.6 git annually from a series of open pits and underground mines. The sulphide ore is highly refractory with untreated gold recoveries in the range of 30-40%. The milling facilities are quite varied and include an oxide treatment plant (OTP), a heap leach, a sulphide roaster circuit (PTP), a tailings treahnent plant (TIP) and the most recent, a sulphide treatment plant (STP). The sulphide treatment plant, the world's largest stirred tank biooxidation circuit, was commissioned in early 1994. This plant treats approximately 800 tonnes of refractory gold con­centrate per day with overall recoveries of75-85o/o(ll, Biooxidation was selected for its ease of operation and less exotic maintenance requirements as well as its ability to achieve comparable gold recoveries. Unfortunately, despite stirred tank biooxidation being one of the lower cost methods of treating refractory ores, it is still too costly for low grade refractory materials. GeoBiotics, Inc. has developed a proprietary technology that allows the economic treatment of lower grade refractory gold ores through heap biooxidation. AGC has a significant resource of low grade refractory sulphide ore. This ore is too low grade to warrant BIOX™ sulphide treatment and its oxide plant recov­ery is low at 35-45%. GeoBiotics and AGC have completed pre­liminary testing and economic analysis of heap biooxidation for this material. Additionally, the feasibility of producing a gravity concentrate from the tailings of the sulphide treatment plant has been explored. This concentrate would be coated onto the low grade sulphide and biooxidized concurrently. Gold recoveries for the biooxidized low grade sulphide have increased to 75% and the gravity recovery from the STP tailings has achieved 80% uti­lizing a Falcon concentrator. The preliminary economics of the proposed full scale plant are very favourable with a pre-tax IRR of 233% and a payback period of 6 months. This paper details the biooxidation testing, flow sheet devel­opment and preliminary economics of employing heap biooxi­dation for low grade refractory ore treatment at Ashanti Goldfields' Obuasi operation.

Jan 1, 1998

By Roy Norcross, Stephen Gos

For over 100 years Degussa has worked together with the min­ing industry not only providing quality products but also develop­ing technologies to support these products through value added goods and services. For cyanide, these technologies include leach enhancement processes such as PAL™ and Solidox™, and cyanide detoxification with peroxygen based processes such as SILOX™ and Caro's acid using our DegOX™ technology. Degussa has also made important advances in how sodium cyanide is packaged and shipped with our liquid NaCN plant joint venture with MSI, CYANCO in Winnemucca, Nevada, and our Advantage SLS™ solid to liquid cyanide delivery system. All of these innovative technologies developed to support NaCN in mining, provide value to our customers and show Degussa's commitment to Responsible Care·11.1 and dedication to product stewardship. With Responsible Care and the customer in mind, Degussa has developed Advantage CCS™ cyanide control system, which will soon be available for the North American market. Currently there are several CCS units in service installed by Degussa AG (Germany), and we are in the process of designing the next gen­eration of the CCS which should be completed by late '98. Based on our experience working with gold and silver mines all over the world, there appeared to be an opportunity to further assist our customers by providing a better more automated way to control their cyanide additions. By providing the mine with an accurate method for maintaining their desired cyanide levels in their leach circuits, we could help them avoid underdosing and the associated gold and silver losses, and overdosing the cyanide which not only wastes cyanide but may increase treatment costs as well. In the early 1990's, when we began to introduce our CCS units, there were several cyanide controllers and on-line analyzers avail­able. However, they appeared to be too complicated and not made to stand the harsh conditions inside a mill. This resulted in exces­sive downtime and poor analytical results. We also found that many units would be installed but not commissioned by the sup­plier. Based on these observations, along with filtration and con­trol problems on some existing units, Degussa decided to design its own cyanide control system based on our extensive knowledge of cyanide chemistry, using the best components available worldwide.

Jan 1, 1998

By John A. Lombardi

The solutions used in the heap biooxidative treatment of sulfidic refractory Au ores and concentrates generally load free mineral acid and metals and, in time, become bacteria activity inhibiting due to increased acid and/or metals concentrations. The metals­acid loaded, bacteria action inhibiting, solution must then be: (a) processed, prior to re-use, to reduce its metals and/or free acid mineral acid components to bacteria activity compatible levels; or (b) neutralized prior to discharge. The most common solution processing method to adjust acid-metals contents is liming to effect the precipitation of dissolved metals and neutralization of acid sufficient for solution discharge or re-use. The lime treated solution is high in suspended, colloidal precipitates and requires clarification before reuse. Most often the "bleedstream" of biooxidation solution that is lime treated is discharged and req­uisite volumes of fresh water added to the process inventory. Depending on the level of bacterial action in a heap and the acid consumption characteristics of the ore/concentrate being biooxi­dized, the bleedstream taken from the circulating, irrigation on­off, solution, can be large (e.g., 10%-20% and sometimes as much as 50% of the daily solution flow requires treatment-dis­charge). The lime charge for bleedstream treatment is commen­surately large and represents a major operating cost of the bioox­idation process. The patented HW Process Technologies (HWPT) Engineered Membrane Separation (EMS™) method is an alternative biooxi­dation bleedstream treatment method. EMS™ processing removes the multivalent base metals ions in an acid solution to a small volume EMS™ "concentrate" (typically 25% of the feed­stream volume). The EMS™ method coincidentally makes a "clean acid" EMS™ "permeate" (typically 75% of the feed­stream volume). In general, EMSTM processing enables 75% of the bleedstream volume to be recycled; allows up to 2/3 of the bleedstream acid to be recovered as a 10% solution; and delivers dissolved metals in a highly concentrated stream suited to a. metals recovery or b. reduced cost lime neutralization for a given metals precip­itation relative to full bleedstream neutralization (typically a 30% lime use savings). Implicit in the recovery of process water for re-use and reduced reagent addition requirement for metals precipitation is a significant reduction in wastewater-sludge dis­posal facility size.

Jan 1, 1998

By Robert Dunne

Over the last eighteen months, there has been a dramatic r decrease in the gold price fom US$450/oz to a low of US$275/oz. The prospect of low gold prices, around US$300/oz, appears to be a reality the gold mining industry will have to face over the next couple of years. Already some high cost operations have closed and at others, cost cutting measures and rationalisation have been or are being undertaken. This paper reviews the operating cost of some Australian mines and highlights the potential for cost cutting and demon­strates individual impacts on the dollar's reduction in the cost per ounce of gold.

Jan 1, 1998

By D. Scott Barr

The Zarafshan/Newmont Joint Venture operates the Muruntau heap leach project, located in the Kyzylkum desert of central Uzbekistan. The mine produces more than 12.4 t/a (400,000 oz/year) of gold from low-grade oxide ore stockpiles adjacent to the Muruntau open pit. It is op¬erated by the Navoi Mining and Metallurgical Combine and is one of the largest gold resources known (Fig. 1). Since commissioning in 1995, total heap leach production has exceeded 21 t (675,000 oz). The joint venture uses four-stage crushing and screening to produce a final product for heap leaching, Merrill-Crowe processing and local refining.

Jan 1, 1998

By Terry McNulty

DOUG HALBE: I've decided that we're going to change tactics here and we're going to be nice to people from now on. [Co-chair makes gesture of intense disbelief; laughter] I've also decided who's not going to be a co-chair next year. [laughter] We thought we'd get a couple of experts for our next presentation: some people with a lot of experience. We've asked them to tell us some of the things that all of you operators out there might be able to apply immediately to your plant. Our next two speakers have a tremendous amount of experience, and I think you'll find what they're going to say is highly pertinent to most plants. I looked through their paper and found some things that I could have used in the plants I operated in the past. Our first speaker is Terry McNulty. A lot of you know Terry. He was with Anaconda for a number of years as director of research. He then was president of Hazen Research. I'm going to continue with our new custom of saying nice things. Terry is the guy that I call when I don't know something, and he's always got the answer. SPEAKER: Who do you work for, Doug? [laughter] DOUG HALBE: Remember that we're being nice to people here, Joe. I know that's a stretch. [laughter] TERRY McNULTY: Thank you, Doug. I'm a little bit mystified by this sudden switch of tactics just before I get to the podium. Doug's been a good friend for a lot of years so I guess I do have to be nice. I won't say anything deprecatory about him, but I would have to comment that the observations made by earlier speakers have been far too generous. [laughter] During nine years of consulting as a mineral processor and extractive metallurgist, I have often conducted audits of the performance of client's plants. Usually these audits have been ordered by the plant management in hopes of identifying opportunities for improving processing efficiency or reducing costs. Some of the audits, however, have been financed by the Electric Power Research Institute (EPFU) and member utilities with the objective of

Jan 1, 1998

By William P. Blacutt

This paper describes the strategy, the struggles, and the obstacles encountered during the last two years in the ongoing process to capitalize Vinto. The effort involves the offering of a vertically integrated business package composed of the tin and antimony smelters along with the two principal tin mines of the country. Capitalization: Bolivia's Innovative Approach for Privatization, the Vinto Case provides a summary of hard-earned lessons. These experiences can be success- fully implemented in other nations committed to transforming their state natural resource sector.

Jan 1, 1998

By Fred Morelko, Michael Connelly, Brad L. Ricks

INTRODUCTION The $1.1 billion Bajo la Alumbrera Project, started up in 1997 by Minera Alumbrera Limited in the Catamarca Province of Northwestern Argentina, is the first large scale modern mining project to be developed in Argentina. Like many modern Andean mining projects, existing infrastructure was not available to economically transport the 875,000 tonnes of product per year. A variety of alternatives were investigated, including upgrading of existing roads and railroads, slurry pipelines, and combinations of these systems. The final system selected was to combine a 312 km slurry pipeline with an 820 km rail haul to a ship loading facility near Rosario. The concentrate pipeline crosses divergent terrain between the minesite at 2400 m elevation and the filter plant at 400 m elevation. The system selected represented the lowest net present cost alternative by a significant margin. BACKGROUND The Bajo Alumbrera deposit was discovered in 1947 by Professor Cetioni from the University of Tucuman. It is a large (>750 million tonnes) medium-grade (0.6%) copper deposit with high gold values (0.5 g/t*). The deposit outcrops, making it very suitable to modern, large scale, open pit mining techniques using 218 t trucks and 43 m3 shovels. Advances in gravity concentration of the gold helped to demonstrate the feasibility of the project in a study prepared by Fluor Daniel for Minera Alumbrera in 1994. The initial concentrator is the largest green-field concentrator ever constructed, rated at 85,000 t/d. Production will peak at 190,000 tonnes of copper metal and 710,000 troy ounces of gold per year, one of the top 10 copper and top 15 gold producers in the world. * Throughout this paper, the word tonne and abbreviation refer to the metric ton of 1000 kg.

Jan 1, 1998

By Scott Lawson

BOB FALCONER: Our next topic leader is Scott Lawson. Scott is manager of human resources for Independence Mining Company, Cripple Creek and Victor Gold Mining Company, Victor, Colorado. Scott has 25 years of human resources management experience in the mining industry, surface and underground, precious and base metals. His topic this morning is "It's the Employee That Counts." SCOTT LAWSON: When reviewing the topic of productivity in a union versus nonunion workplace, we need to look at who, and not what, can make the difference in ensuring the success of a production-oriented operation. It's not explicitly whether the property is unionized or not, but whether the employee team (including the "management group") is working together to accomplish common, shared, and meaningful goals. The bottom line is what action or actions can be taken to develop trust and to strengthen working relationships that challenge and compel employees to willingly share their particular areas of expertise. I want to share a real-life experience that happened to me during the summer of 1961. Perhaps some of you will be able to relate to the following story. I was an 18-year-old fresh out of high school, ready for my first true work adventure. I found summer employment for myself and two friends with the New York Central Railroad in Cleveland, Ohio. Our jobs were as laborers, laying ties and rails, and unloading ballast. We made $2.62 an hour. We were fat cats! My friends and I took on the job with a great deal of vigor, to the dismay of our fellow workers. These workers were unionized by the Railway Workers, which I believe were affiliated with the Teamsters. Talk about being naive, we wrote the book in 1961. When we took the jobs, we did not realize the employees were represented by a union, even though we didn't think they worked too hard. Within our first two weeks of work, we established new daily records for laying virtually twice as many ties as had been standard, and we nearly tripled production by the end of our hall of fame railroad careers. We even took naively to the next level by lining up the ties for our afternoon work shift during our lunch break. In 1961, we thought we were the Mantle, Maris, and Colavito of tie laying. For the younger set in the audience, we would have felt like the McGwire, Griffey Jr., and "The Big Hurt" Thomas of tie laying. A section of the union contract allowed for a 60-day probationary period during which the employee was evaluated and also exempt from joining the union. I will venture to say that, to none of your surprise, on day 60 we were asked to join the union, and on

Jan 1, 1998

By Rich Perry

HARRY HINDS: Our second speaker today is Rich Perry. Rich is the manager of leach and dewatering at Newmont Gold Company's Carlin operations. He has been the operator of Newmont's refractory leach development program for the past three years. Prior to joining Newmont in 1994, he was plant superintendent at the Big Springs and Jerritt Canyon Roasting Mills for Independence Mining Company. He graduated from the University of Nevada's Mackay School of Mines, and has lived with his wife and three children in Elko, Nevada, for the past 12 years. Please welcome Rich as he presents "New Facility Design Engineering: On-Site Versus Engineering Companies' Offices." RICH PERRY: Newmont Gold Company has been mining and processing gold ore at its Carlin, Nevada, operations since 1965. Processing is done using oxide milling, heap leaching, and whole ore roasting methods. Newmont began development of refractory leach processing technology at its research and development facility in 1988. The R&D staff focused on developing processing methods for low-grade refractory gold resources at Carlin that could not be economically processed by refractory milling methods. The term refractory ore refers to those ores that contain quantities of sulfides and/or organic carbon that result in low recoveries using conventional cyanide leaching. The R&D staff developed two potential processes deemed worthy of further testing: heap biooxidation to liberate gold occluded by sulfides and ammonium thiosulfate leaching for gold recovery from carbonaceous preg-robbing ores. These were piloted in small heaps by the staff of the R&D and Carlin metallurgical labs from 1990 through 1994. By 1994, Newmont's R&D and metallurgical staffs had unlocked the chemistry and kinetics of the two processes, and it was decided that the operations group would be brought in to begin development of a commercial plant. A project manager at Newmont's Denver office was assigned to the project. Scale-up issues such as biooxidation leach pad design; on/off heap heights; handling of various ore types during stacking and reclaiming; operating costs; and environmental, health, and hygiene concerns using a new process chemistry remained unanswered.

Jan 1, 1998

Editor's note: Biographical information about Ihor Kunasz, president, Newmont Uzbekistan, can be found in the February 1998 issue of ME, page 94 and in the May 1996 issue, page 92. Your personal assessment of the minerals business. Gosh! When I think about what has happened to the minerals industry over the past 27 years that I have been a member of SME! There have been fundamental structural changes in the industry. And I think that SME has been quite successful in coping with these changes as well. There has been a reorientation in how the minerals industry does business. It used to be called rationalization. Today we call it reengineering. In addition, the minerals industry has become more complex and more global. Shareholders have become more vocal and demanding in the management of the business, asking for protection of their shareholders' value. In the 1980s, a fundamental change was precipitated by a merger and acquisition fever in all industries, including the minerals industry. Raiders such as T. Boone Pickens put enormous demands on companies that, in turn, had to spend substantial management time to fend off the raiders. This resulted in a major restructuring of the mining houses. Today, for example, Anaconda, Kennecott and Amax are only historical names.

Jan 1, 1998

By B. G. White

Traditional interpretations of vein ore deposits in the Coeur d' Alene Mining District, such as the view that these deposits formed in a transcurrent tectonic regime during the Precambrian, are being supplanted by the view that the deposits (1) formed in low-grade metamorphic shear zones similar to those that host an important type of gold deposit, (2) display features, such as wall rock carbonate zoning and vein zoning, that are common to ore deposits elsewhere, and (3) are probably Mesozoic and possibly related to emplacement of the Idaho batholith. In recent years, new interpretations have led to major ore discoveries that are likely to extend the life of the district for decades.

Jan 1, 1998

By D. Kaja

The Symons Cone Crusher was invented by Edgar B. Symons in 1923. It was quickly accepted as a superior secondary and tertiary crusher. Nordberg manufactured crushers for the Symons Brothers Co. and in 1928 acquired the Symons Cone business. Since then, the Symons cone has become the standard of the Mining Industry. This is due to the basic rugged design and Nordberg's continued efforts to modernize and upgrade the crusher design over the years. In 1930, the Heavy Duty model was introduced with a 225 kW (300 HP) rating. Then in 1931 the Short Head version was developed to handle finer crushing applications. In 1950, the 7 Ft. XHD design was produced which provided higher crushing force capabilities for harder ores and for smaller product size requirements. Finally, in 1978, the 7 Ft Super Heavy Duty design was created to expand the power rating to 500 HP and to further increase the crushing force limits. The first 7 Ft. Super Heavy Duty crushers were delivered to Bougainville Copper Ltd. in 1978 for the production of primary ball mill feed in a three stage crushing plant with the third stage in closed circuit. The product size was 80% minus 6.35 mm (1/4 in).

Jan 1, 1998

By L. Alan Weakly

The Powder River Basin is the largest strippable reserve of compliant coal in the United States. It is the mother lode, for this Basin is currently supplying 25 percent of the coal produced in the US annually. This paper updates what has happened in the Basin since 1993 in terms of increased production, higher productivity, changes in mine ownership, safety statistics, new equipment, latest coal technologies, and electrical deregulation ramifications.

Jan 1, 1998

By G. B. Glass

In 1996, 92.5% or 233 Mt (257.4 million st) of coal produced in Wyoming came from the Wyodak coal zone in the eastern Powder River Coal Field. While the mined portions of the zone consist of one to three beds of coal with an aggregate thickness between 15 and 33.5 m (50 and 110 ft), the thickest expression is 61 m (200 ft). The delivered coal from this zone averages 0.33% sulfur, 5.12% ash, and 19.98 MJ/kg (8,590 Btu/lb). This coal zone occurs at or near the top of the Paleocene Fort Union Formation, which is overlain by the Eocene Wasatch Formation. There is also production from two coal beds in the lower portion of the Wasatch at the southern end of the basin. Production of coalbed methane derived from the Wyodak coal zone is currently an estimated 10.2 billion cu ft a year. This production is occurring just west and downdip from the coal mines and is increasing each year.

Jan 1, 1998

By E. Stolarski

The circulating fluid bed (CFB) technology can proudly point to its history of more than a quarter of a century of commercial operations. Over 80 CFB units operate in aluminum calcining, coal combustion and gold roasting. This paper describes the invention of the circulating fluid bed and chronicles its development and evolution from calcining through coal combustion to gold roasting. It presents performance data of Lurgi's CFB units in operation and highlights the six gold roasting plants currently operating throughout the world.

Jan 1, 1998