Search Documents

By Plato Malozemoff

While this conference is dedicated to the examination of "Challenges in Mineral Processing," the broader aspect of the pursuit of this subject is Research and Development in the Mining Industry. When I was asked to speak at this symposium, I hesitated to accept. While my early schooling, training and professional occupation were in the field of this symposium, it was so long ago that I no longer feel competent to contribute anything of interest to you except perhaps for a limited historical perspective, which most of you probably already know. However, it might be worthwhile to explore the more general aspect of research and development from the viewpoint of management, as this is the stance from which I dealt with the subject for the last 30 years or so. While most managements generally have a positive view of research and development, few of the leaders in the mineral industry have actually had the personal experience of doing research for a long enough time to have obtained a full understanding and the feel for its place in the long-term technological innovation that our industry must foster. I graduated from the University of California in Berkeley with a Bachelor of Science degree and a major in metallurgy. It was during the great depression of the thirties, and it was difficult to obtain a practical job in the industry. I got a scholarship at the Montana School of Mines and received a Master of Science degree in ore dressing under Professor A. M. Gaudin, followed by another year with him pursuing research. Anyone who studied under him, or knew him well, would assert that this was a unique experience. Gaudin had a brilliant mind and a profound respect for science and the scientific method. He wished to know the scientific basis for every new technological appli-

Jan 1, 1989

By Clark D. Harrison

This paper compares the ash slagging potential of Illinois No. 6 Seam coal: as raw coal; as commercially cleaned coal processed in a baum-jig plant; and as coal cleaned to a reduced ash specification at the Electric Power Research Institute's Coal Cleaning Test Facility. The comparison is based on: ? ASTM ash fusibility data ? A slagging index ? Gravity fractionation analyses of critical mineral matter compounds ? Comparative pilot combustion tests. The first three grounds of comparison are laboratory data; and the final comparison involves burning approximately 15 tons of each coal at CONOCO's 1.5 MBtu/hr (440 KW) test combustor. The evidence of these .four comparisons indicates that lowering the ash specification of coal before combustion can significantly improve the ash slagging characteristics of Illinois 90. 6 Seam coal.

Jan 1, 1984

By C. K. Blankenship

The competitive forces now driving the electric utility industry and the constraints of regulation at all levels are changing the way we will all do business now and into the next century. Utilities are using every technological tool at their disposal to find optimum solutions to challenges in every aspect of operations. In fuel planning and procurement, these tools include models that predict which dispatch line-up will comply with environmental regulations at minimum cost. This paper presents how those tools are being used for Duquesne Light Company.

Jan 1, 1995

By Milton E. Jennings

On May 11, 1977, the SAMARCO 20-inch, 396-kilometer (246-mile) Pipeline was placed in service. This system represents the latest thinking in slurry pipeline design and is one of the main contributors to the viability of the SAMARCO Project. This paper presents the background, description and latest information on the system's operation. Special attention is given to the handling limitations of the slurry and to the unique hardware requirements.

Jan 1, 1978

By John A. Cordes, Thomas F. Torries

INTRODUCTION Nonfuel mineral markets have always tended to be volatile due to the cyclical nature of demand and the difficulty of fine-tuning capacity and output levels. Experiences over the past two decades, however, have been especially perverse. This short volume attempts to provide insights into this era and some guidance for the future. The papers are linked together by their focus on issues of productive capacity. At the same time, they provide a useful description, explanation and evaluation of the industry's evolution and its implications for the near-term. The regnant pessimism of the 1980s was very much alive during the early months of 1987 when the theme of this symposium was formalized. Indices of real metal prices had only inched-up from all-time lows in 1986. The hemorrhage of corporate red-ink was still a powerful memory. Frustration with the apparent inability of closures and reduced capacity utilization to re-establish market balance was strong. To the more pessimistic, the industry appeared destined to a quarter century of persistent excess capacity and nonremunerative prices. The conditions to support this pessimism were readily apparent. Economic literature tells us that surplus capacity is a complex, usually unexpected and often long-lived phenomenon caused by the interaction of at least three factors. The first is a rising capital-intensity of production. The second is the presence of aggressive new entrants whose capacity additions are typically (1) trade- dedicated because local market absorption is low; (2) cost-competitive for natural or policy-support reasons; (3) heavily burdened by debt-repayment obligations; and (4) viewed as important sources of employment, regional development and foreign exchange. The third, and often decisive, factor is an unanticipated decline or stagnation in demand growth for the sector's output. The first two factors combine to increase competitive pressures and to raise the actual or perceived cost of idle capacity. Market rigidity reduces responsiveness to price signals and distorts the burden of adjustment. Demand atrophy exacerbates these pressures especially on unprotected producers in the higher quadrants of the global supply function. In the mid-1980s, evidence of the existence of all these factors were easy to cite. Culprits were often identified. Claims for protection, global sharing of adjustment burdens, and imposition of disincentives to new capacity regardless of inherent economic status were co-dominant themes with the buzz-words of "competitiveness" and "level playing fields." This, notwithstanding the suggestions of the same economic literature that excess capacity persists longest when interventionist remedies permit it to continue. Today, only eighteen months later, the mood is decidedly more buoyant and most analysts are cautiously optimistic about the next few years. Many informed analysts have concluded that the excess capacity of the recent past has disappeared. For the present, the marketplace seems to have restored a balance between supply and demand. That the adjustment took five or six years longer than anticipated attests to the dramatic structural changes which have characterized the industry. The implications of these changes for the future are unclear. Were the macroeconomic shocks, coupled with industry transitions, so extraordinary in magnitude and timing that experiences were unique? If so, the next years may hold more stable and cautious times for the industry. Alternatively, is the inherently volatile metals industry facing a future of cycles equally perverse in terms of amplitude and duration due to economic uncertainities and inflexible industry response capabilities?

Jan 1, 1989

The Ernest Henry copper-gold project is located in North West Queensland, Australia and commenced production in late August 1997. Utilizing a philosophy of selecting the biggest proven equipment available Ernest Henry at full production ¥ill treat 9 Mtpa through a single grinding line over a 15 year mine life. 350.000 tonnes of concentrate a year will be produced, containing 95,000 tonnes of copper and 120,000 ounces of gold. The two mills recently commissioned at the Ernest Henry Copper/Gold Mine are a 10.4m x 5.1m (34 ft x 16.75 ft) SAG Mill and a 6.1m x 8.4m (20 ft x 27.5 ft) ball mill. The mills have a power draw of 11 MW (14745 hp) and 5.5 MW (7373 hp) respectively. While the SAG Mill is not the largest SAG Mill in the world, it is the largest shell-supported SAG Mill in the world. The Ernest Henry mills epitomize the new standard design of large grinding mills. The design was introduced more than 20 years ago and has been further developed from extensive experience with grinding mills, and the need to produce a design, which overcomes the recognized problems of large mills. The result is a design with the potential to be used for mills up to the largest for which machine tools can be found to fabricate and machine them, currently approximately 15m (48') overall diameter.

Jan 1, 1999

By J. L. Arola

Since start-up of fluxed pellet production in August: 1987, the Minorca Mine has made a number of process changes to improve pellet quality and productivity. Quality improvements include: 1. Installation of a contraction t:ester. 2. Installation of on-line calcium and silica analyzers. 3. Process autocation changes. Productivity improvements include: 1. A second fluxstone storage bin and feeder. 2. A new vacuum pump and disc filter. 3. A filter aid addition system. 4. Enclosing the filter cake reclaim feeder. 5. A new grate bar cleaner.

Jan 1, 1989

By R. Musu, J. A. E. Bell

P.T. Inco has constructed a smelter to produce 45 000 tonnes (49 500 tons) of nickel per year as a nickel matte from the lateritic ores of Sulawesi, Indonesia. The facilities include mines, five screening stations, two dryers, three novel reduction kilns, three electric furnaces, three top blown rotary converters, and associated infrastructure of port, towns and a hydroelectric generating station. The screening stations and converters are unique in the industry. The problems encountered in the construction and operation of this complex facility in remote Indonesia are described.

Jan 1, 1979

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

By John W. Leonard

The typical tunnel boring machine in use on today's tunnel project uses 15'2-inch diameter cutters at a nominal load of 45 kips per cutter. The cutterhead rotates at a speed of 120 over D revolutions per minute where D is the cutterhead diameter in feet. The typical machine operates about 50 percent of the time. Delivery of a new machine takes 12 to 15 months. The TBM is a specialized tool and not applicable to all jobs. There is a range of job conditions that limit the economic use of a TBM. The machine should provide a thrust per cutter at least twice the compressive strength of rock in psi and up to three times the rock strength is required if in "granitic rocks." The rock strength in psi must be at least three times the cover above the tunnel in feet or the machine may stick. For example, 2,500 feet of cover requires at least 7,500 psi rock to avoid problems. When the RQD's over a significant distance of the project are less than 50, the TBM becomes support-bound. When a large percentage of the time is spent waiting while the ground is supported, the TBM cannot perform well (See Figure 1). This problem increased inversely with tunnel diameter. We are finding that increasing the RPM's does not significantly increase progress. The increased RPM results in a substantial decrease in cutter penetration. The explanation for this decrease appears to be vibration, cutterhead drag, or lack of stiffness in the cutterhead (See Figure 2).

Jan 1, 1981

By Michael J. Beus

This paper describes research conducted under the BuMines's Advancing Metal and Nonmetal Mining Technology Program, a major element being the application of new and improved technology to shaft design in deep underground vein-type mines. Two basic design parameters considered in shaft planning are configuration (shape) and ground support. The most common shapes are circular and rectangular. Ground support systems include concrete, timber sets, steel sets, rock bolts, and steel liners. The inherent advantages and/or disadvantages of various shaft designs such as ventilation and fire resistance, flexibility and ground support characteristics are well known. Circular concrete-lined shafts have minimal resistance to air flora and are virtually fireproof, an important consideration in deep hot mines. However, concrete does not yield significantly, and failure conditions and misalignment cannot be easily repaired. Timber-supported rectangular shafts predominate in the Coons d'Alene Mining District with its highly stressed and frequently heavy ground. The sets can be relieved and reblocked when out of alignment. However, the constant maintenance and repair requirements result in exposure to an inherently dangerous working environment combined with excessive operating costs. Obviously a dilemma exists--a circular, concrete-lined opening has many desirable features, provided it is strong enough to withstand the stresses involved. Rectangular, timber supported shafts have proven adequate in the Coeur d'Alenes; however, the implication of increased maintenance and repair requirements on ever-deepening shafts in this district and other similar areas will be an important design consideration in the future. This paper, then, presents shaft-configuration and ground-support guidelines to help remove some of the uncertainty concerning the stresses to be encountered in typical deep vein mining areas.

Jan 1, 1976

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 David N. Hedges

This paper discusses the actual recovery and installation of a longwall in a bituminous coal mine in Western Pennsylvania. The coal bed mined is in the Lower Freeport seam which averages 42 inches (1.07m) in height locally. Drainage from the mine is approximately 3.5 million gallons of water per day (13.25 million liters per day). This water deteriorates the mines predominately fire clay bottom making it extremely difficult to move equipment. Support removal is accomplished by pulling the 6 ton (5443 kg) shields out under their own hydraulic power and transporting them by track over four miles (6437m) co the next longwall panel. This paper also discusses the changes that will be made to aid in the succeeding longwall recoveries and installations.

Jan 1, 1984

By A. Patrick Ryan

To many people, the word cartel implies illegality. However, although it is illegal in the US, cartels are an effective and legal way to conduct business elsewhere in the world. But be-fore we continue, what is a cartel? The American Heritage Dictionary defines a cartel as "a combination of independent business organizations formed to regulate production, pricing, and marketing of goods by the members." However, that definition does not fit many of the "cartels" we are examining today. The International Tin Council is an organization of both consumer and producer nations--no individual companies are represented. The buffer stock is used by the ITC to provide protection for both producers and consumers, and has only been in effect since 1955. (Earlier tin producers groups date back to 1921 when the Federated Malaysia States and the Netherlands East Indies formed the first intergovernmental tin agreement, known as the Bandoeng Pool, which only lasted three years.) The International Bauxite Association only dates back to 1974 when seven nations--Australia, the Dominican Republic, Ghana, Guinea, Guyana, Haiti and Jamaica--agreed to three main objectives: 1) to promote the orderly and rational development of the bauxite industry; 2) to secure a fair and reasonable return on the raw material for the benefit of the nations' citizens; and 3) to safeguard the interests of member countries in relation to the international bauxite industry. 1 Again this organization is composed of nations, not separate firms. This generally follows the pattern that the oil producing countries (OPEC) chose since the nations' mineral product-ion is controlled and often owned by the state. However, the group I am going to discuss fits the more classic mode of a cartel. The informal lead-zinc producers' cartel can be dated as far back as to Roman times when Romans are said to have imposed a quota system on British lead production to safeguard their Spanish lead mines. Also, the lead-zinc producers group is composed only of individual companies, not do not include any lead-zinc consumers. Finally, the activities of the group are not open to public scrutiny, and details are only now available due to a leak in the Australian government. At this point, it is necessary to split the two metals since while many of the members of the cartels produce both lead and zinc they do have different histories and marketing arrangements.

Jan 1, 1978

By I. Yu. Melekestseva

Two types of hydrothermal massive sulfide fields were discovered in the Mid-Atlantic ridge (MAR) in the last twenty years. The first type associates with basalts and includes the TAG, Snakepit, Broken Spur, Lucky Strike and Krasnov hydrothermal fields. The second type is related to ultramafic rocks and represented by the Logatchev, Rainbow and Ashadze hydrothermal fields. In 2007 a new, probably, the largest cluster of hydrothermal massive sulfide field on the MAR (Fig. 1), related both to basaltic and ultramafic rocks, was discovered at 13°31'N of the MAR (Beltenev et al., 2007). [ ]

Jan 1, 2008

By Phillip J. Maddex

After the presentation of a co-authored paper, "The Cost of Transporting Ores and Raw Materials in World Markets", at the February SME meeting, one questioner commented, "You have been talking about the large shipper and ship loads. What does the small shipper do?" This paper will attempt to answer that question, at least in part. Probably the questioner hoped to hear about specific new tools and new techniques that he could apply. But one paper could only scratch the surface of the vast fund of information available; so rather than talk specifics we should take basics, that is, people, management and technology.

Jan 1, 1967

By Peter Kreisman

This paper and four other papers on the MEQB Regional Copper-Nickel Study, presented today at the 1980 SME-AIME Fall Meeting are based on four years of extensive inter-disciplinary research and impact analysis supported largely by the Legislative Commission on Minnesota Resources. This study produced over 180 technical reports, the results of which are summarized in an Executive Summary available from the Minnesota State Planning Agency, St. Paul, Minnesota. Those wishing to examine the many scientific, engineering, environmental, social or economic issues addressed by the study are encouraged to obtain a copy of the executive summary. The executive summary includes a bibliography of all technical reports produced by the Regional Copper-Nickel Study and describes the five-volume, 26 chapter Regional Copper-Nickel Study Report.

Jan 1, 1980

By James J. Komadina

INTRODUCTION Newmont Gold Company's Rain operations are located in Elko County, Nevada, approximately 9 miles southeast of the Town of Carlin.The property was submitted to Newmont Exploration Limited in 1979 and underwent development drilling over the course of the next four years, culminating in the completion of a project feasibility study in October 1986. Initial project scope included development of an open pit mine, an 815,000 DSTPY heap leach, a 572,000 DSTPY mill (Mill No. 3), and associated support facilities. Approval to proceed was given by Newmont Gold Company management in June 1987. Detailed engineering began in early July, followed immediately thereafter by procurement of major equipment components through various second hand sources. PROJECT DESIGN Keep It Simple In early August, Newmont Mining Corporation, parent company of Newmont Gold Company, became the takeover target of an "investor" group headed by T. Boone Pickens. Details of the ensuing events have been well documented by the press; suffice to say their impact on this project was material and required immediate flowsheet changes. Project design throughputs were increased to 1,000,000 DSTPY and 760,000 DSTPY for the heap leach and mill, respectively, in mid- September. These changes caused major project headaches as all general arrangement drawings had been approved and structural steel as well as concrete contracts were in place. Additionally, ground breaking was to commence in two weeks time! Rain project management assembled shortly after the announced changes, to devise an engineering and construction strategy capable of handling these new business conditions. The project had been justified using a gold price of $325 per ounce with a forecasted overall cash cost per ounce of $230. Hence, strict control of capital expenditures was necessary to maintain development economics. Mill start-up had also been moved forward one month, to August 1, 1988. To meet an already ambitious schedule, construction techniques needed to be simple and proven as most of the facilities were planned for erection during winter at a site with design criteria of -40F and 90 mile per hour winds. Perhaps the most critical factor requiring consideration was that of personnel. Newmont Gold's revised business plan called for corporate-wide production increases from 587,000 ounces per year in 1987, to 1,400,000 ounces by mid- 1989. Labor requirements were forecasted to grow from 900 employees to over 2,100. This fact, in combination with the rapid growth of Nevada's gold industry, led to the expectation that turnover of operating personnel would be extremely high. It was concluded that, to meet cost, time, and operational goals, the necessary strategy could be succinctly put - "Keep It Simple." Mining/Metallurgical Factors The Rain deposit consists of three interconnecting mineable shapes with host rocks ranging from 90%+ barite to a highly silicified jasperoid. Due to a limited number of mining faces in the first two years, in-pit blending

Jan 1, 1990

By R. C. Timberlake

An understanding of the Florida Phosphate Industry, the mining practices and extraction processes and the historical development of the Industry, is essential to any consideration of reclamation. In the earliest days of the Industry, phosphate rock was produced by screening the phosphate pebble from the matrix. The waste, which consisted of overburden, clay, sand and fine phosphate, and was called "debris", was disposed of onto, either the adjacent surface area, or into mined-out pits. Since the Central Florida area was sparsely settled in those early days, there was no complaint from residents about contamination of streams or the resulting spoil piles - environmental concerns were non-existent. The development of the flotation process in the 1930's and the implementation of the flotation process in the early 1940's was a significant technological breakthrough in the Industry. This technique made possible the extraction of fine phosphate particles, and doubled the recovery of phosphate values from the matrix. However, the implementation of the flotation process produced a new waste disposal problem.

Jan 1, 1978

By D. L. Stevens

Following an in-depth scenario and strategic-planning exercise in 1997, Noranda's mine production goal was set at 500 kt/a (550,000 stpy) of both copper and zinc metal in five years. There had been no recent discoveries, reserves were shrinking and things had to be done differently and quickly. Change is now continual in Noranda's program. The following steps were taken: the exploration and business development groups were combined, teams were formed to search for and respond to opportunity; geologists were coached to become more business minded and engineers were coached to become more optimistic; the company went global; clear thresholds were set, marginal properties were farmed out and other properties were fast tracked; reconnaissance exploration was focussed where there was a clear competitive advantage; and Noranda became a "flexible" partner to juniors and seniors. Is it working? A number of successes, near successes and outright failures are discussed. The main result is a much higher rate of opportunity flux, which is essential for success in the mining industry.

Jan 1, 2000