Search Documents

By Sammie D. Guy

This paper discusses the subject of "Improving Contracting Methods" from the owners point of view, particularly the public. An overview is given of the work of the U.S. National Committee on Tunneling Technology and some apparent results of the implementation of these recommendations or lack thereof. Selected recommendations that are not being implemented are discussed as to the the desirability and the possible impact of their implementation. Impediments to acceptance of the recommendations are identified and solutions proposed. The difference in the flexibility, attitudes and approaches of owners, public, quasi-public and private, toward improving contracting methods are discussed. Particular emphasis is given to the fact that the onus to improve is on the owner because they usually develop the contractual language or at least have the final decision on its content and are or should be an equal party to the contract during its administration.

Jan 1, 1983

By David P. Kimball, Dalva L. Moellenberg

On May 21, 1990, EPA released its Strawman II draft program for mining wastes. It proposes to expand RCRA regulation of mining operations to include materials other than wastes. Strawman I1 would establish strict standards for the states to follow, rather than technical guidance. It proposes to establish performance standards; design criteria; monitoring requirements; and corrective action, closure, post-closure, and financial assurance requirements. It suggests "pollution prevention" concepts for mining operations. This paper explores the Strawman II proposals, particularly the technical criteria, and addresses several of the important concerns raised by industry.

Jan 1, 1991

By J. W. Butwell

Anaconda has been active In the Bingham mining district near Tooele, Utah since 1914 when the company acquired International Smelting & Refining Co. Over the years both custom ores and complex Pb-Zn-Cu ores from the district were milled and smelted at International. In 1948 Anaconda acquired the property that covers the present Carr Fork ore body. Since that time active exploration took place in the 50's followed by detailed geological evaluation in the 60's. Convinced that high grade Cu deposits would be found at depth, a deep drilling program commenced in the late 60?s, with intersection of the ore zone in 1969. Following extensive deep drilling in the early 70?s, a feasibility study was conducted in 73-74 with board approval given Sept. 6, 1974. The 9,000 t/d mine-mill complex was budgeted at $217 MM over a 5 year schedule with start-up in Sept., 1979. The following discussion includes the concentrator and surface facility portion of the budget or approximately $60 MM of the scope. Special emphasis will be made on equipment selection and layout.

Jan 1, 1980

By III Feeley

Coal is the nation's most abundant fossil energy resource and serves as the primary fuel for the U.S. electric-power industry. However, its continued and expanded use is often challenged by the nature and amount of its associated impurities, such as mineral matter, sulfur, and trace elements. The moderate- to high-sulfur content of many U.S. coals is of particular concern today as potentially more stringent regulations requiring further reductions in sulfur dioxide emissions are being considered. The most prevalent method currently employed to control SO2 emissions from coal-burning facilities is post-combustion flue-gas desulfurization. However, physical coal cleaning (a.k.a. beneficiation, preparation) methods can also be effective in removing sulfur and ash impurities from coal prior to combustion. In a typical physical cleaning operation, raw coal is crushed to about 50-mm (2-inch) topsize, and then screened into coarse, intermediate, and fine size fractions. Crushing liberates some of the ash-forming minerals, including the portion of inorganic sulfur (pyritic) not chemically bound to the coal matrix. The percentage of impurities liberated generally increases as the coal particle size is reduced. Coarse- and intermediate-sized coal particles are typically subjected to specific gravity-based cleaning methods, while fine-sized (less than 0.5-mm) coal particles are beneficiated using froth flotation, a technique based on surface property differences. Greater cleaning potential exists at finer sizes because of increased liberation of impurities, but this potential is not fully realized because of inefficiencies associated with fine particle separation using state-of-the-art coal cleaning technologies.

Jan 1, 1990

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 Norris E. Brooks

MAPCO Inc. is an integrated energy company involved in oil, gas, gas liquids, pipelines, and coal. The Coal Segment has installed a simple incentive program based on profit, tons produced, and hours worked at each operation. The plan has two segments-production bonus and profit sharing. Each segment is described and the results, which include high productivity, good safety, and high morale are discussed.

Jan 1, 1983

By Matthew T. Mowry

As the mining industry continues to hire young professionals to supplant the growing number of retirees, a well-developed engineering curriculum, coupled with practical, real-world training, can prepare mining engineering graduates to make meaningful contributions in the industry. Successful companies can be measured not only by their reserve base and annual production but also by their retention of mining engineering graduates with zero to five years of operational experience. My personal experience in the industry during the last five years has been varied and rewarding. The knowledge and experience I have gained have taught me valuable lessons that prepared me for my current role.

Nov 1, 2013

By Willard C. Lacy

Survival of the mining industry as a viable economic entity in the United States is being seriously threatened by declining grades of ore reserves, rising operational and capital costs, and increased governmental taxes, restrictions, and subsidizing of third world competition. Discovery of major high-grade deposits is becoming increasingly unlikely. International competitiveness of the U.S. deposits will depend upon 'Yankee Ingenuity', innovations in mining methods, metallurgical treatment, and financial arrangements, and a viable national strategy. This will require not only effective management for control of operations, but management that encourages breakthroughs in technology, financing, labor relations, and in public and governmental understanding. The mine geologist and the exploration geologist both have important roles to play in all aspects of this fight for survival of the industry.

Jan 1, 1984

By J. J. Sammarco

Computer-aided control of a mining machine pl aces its operator in a safe, remote location, thus reducing health and safety risks, Sensing systems that provide machine position (xy coordinate) and heading (yaw), are extremely useful in aiding remote positioning of mining machines. The U. S. Bureau of Mines has developed two sensing systems for position and heading information: A scanning laser system based on the Lasernet sensor and a mechanical position and heading system based on linear-position transducers. The Bureau is also investigating a system from Honeywell, the modular azimuth and positioning system that employs ring-laser gyroscopes. This paper presents a brief background and status of these sensing systems as applied to the remote positioning tasks of a continuous mining machine. Included are field test results of each system operating in a room-and-pillar research section at a cooperating mine in West Virginia.

Jan 1, 1992

By Neil B. Prenn

Mine Development Associates, Inc. was formed in March of 1987 to provide mine engineering assistance to the mineral industry. To be competitive with other firms, Mine Development must be able to provide quick and accurate ore reserves and mine plans for clients. Commercially available mining software was necessary for Mine Development to assist the client. This paper describes how Mine Development chose mining software, the time involved in getting up to speed, and several case histories of how the software is used. The case histories discussed include: * 3,000,000 ton gold deposit in Nevada. * 5,000,000 ton gold deposit in South Dakota. * 1,000,000 ton gold deposit in Australia. * +100,000,000 ton gold deposit in Nevada. * 25,000,000 ton carbonate deposit in California.

Jan 1, 1989

By D. M. Range

Exxon is reclaiming an 80 hectare (200 acre) Wyoming uranium tailings basin (10 Mt) in accordance with U.S. Nuclear Regulatory Commission requirements. The reclamation plan is designed to control the tailings and their radioactive emissions for at least 1000 years. Rigorous modeling and analyses of potential erosion by wind and water were used in planning. The use of riprap was minimized and the need for long term reclamation maintenance was eliminated. The resulting design is similar to erosionally stable regions created by nature. The concepts used in the design and implantation have wider reclamation application.

Jan 1, 1989

By Dale D. Teeters

Today, I would like to talk about ways to maximize the efficiency of surface coal operations. I doubt I will present any startling new ideas, but my comments may, hopefully, stimulate some conversation today and later back at your own operations. Strip mining is a very old technique used by ancient societies. Only with the coming of the machine age in the early twentieth century did we attempt to increase the magnitude of our operations. The industry, as we know it today, really only got started in the early 1900s with the advent of steam shovels. In the first portion of this presentation, I will attempt to show that we have, in many cases, not changed the basics of strip mining, only the scale. In doing so, quite often we have complicated the operations to the point of being unmanageable and unprofitable.

Jan 1, 1981

By A. E. Jack Swanson, Brian P. Micke

INTRODUCTION Nevada Goldfields began underground mining development at the Kingston Project in September, 1986, followed by mill start-up in March, 1987. The first gold pour in April followed three years of preparatory work in establishing a North American operational base for the production of precious metals by Golconda Minerals N.L., an Australian mining firm. GENERAL CORPORATE BACKGROUND The Golconda Group of companies was established in early 1983 in Australia. It began operations by successfully retreating tailings at several old gold mining sites throughout Australia. With the limited reserves available for tailings retreatment, Golconda began to look toward the future by conducting a gold exploration program in Australia. However, the continued high price of gold in Australia had limited the possibilities of acquiring good properties at a reasonable cost and consideration was given to looking outside Australia in addition to Golconda's domestic exploration activities. North America was favored because of the proven potential for substantial gold deposits, the established infrastructure which would allow for rapid and cost-effective development of new projects and the advantages of similar political and economic climates. In mid-1984, Golconda established an office in California and began an extensive study of over 100 prospects throughout the United States. Two prospects were identified as a result of this study whch showed merit; one was located at Empire, Colorado and the other at Aurora, Nevada. Negotiations were then successfully undertaken to acquire these two properties. Golconda's U.S. offices were moved to Reno, Nevada in early 1985 to facilitate management of its projects. To operate and manage these projects, a small Canadian company listed on the Vancouver Stock Exchange, Cannon Minerals, was acquired by Golconda and renamed Nevada Goldfields Corporation. The current structure of the company is shown below in Figure 1. A private placement of 2,575,000 shares of common stock at US54.00 per share was arranged by Jacksons Limited of Australia in association with W.I. Carr (U.K.) Limited of London. This placement resulted in US510.3 million being available in May, 1986 for the acquisition and initial development of the Aurora and Empire projects. While the financing was underway, project planning commenced on both the Aurora and Empire projects. The Aurora project was selected as the one to be initially developed because of its relatively advanced stage of development. The

Jan 1, 1987

By Ronald M. Fedrick

The microtunneling project for the State of Hawaii's Natural Energy Laboratory (NELH) facility in Kona, Hawaii, was awarded to Nova Group Inc., Napa, California. Nova has developed both microtunnel and deep pile cofferdam experience. Both of which would be required for this project. The project was designed by Makai Ocean Engineering of Honolulu as a continuation of the Ocean Thermal Energy Project (OTEC). The world's first OTEC plant has been successfully operational at NELH since 1982 netting approx 50 kw of usable electric power from a gross generation of 210 kw. A second plant designed to draw 39°F cold water from 3,000 ft below sea level and produce a gross output of 1 mw with a net 500 kw of usable power required 2 - 54 in. finished diameter pipelines. An ongoing problem with earlier offshore pipelines has been the damage to the near-shore pipes within the surf zone. The necessity for a deeper connection between the land based pipe and submerged sea pipeline was obvious. Earlier pipelines had been drilled and shot through the shoreline. This process was only practical at shallow depths. Makai Ocean Engineering and the NELH scientists looked at different methods to get the pipeline through the shoreline at a depth of 80 ft below sea level. Initially, the direction drilling method was proposed as the most potentially practical method. A contract was awarded and various attempts were made to complete a successful

Jan 1, 1995

By J. C. Heter

Industrial Mineral Fillers, LLC. is in the initial stages of mining and processing Anorthosite (CASPAR TM) at its CASPAR mine located in Soledad Canyon, Los Angeles County, California The CASPAR is being mined from the Precambrian San Gabriel Anorthosite Complex of the western San Gabriel Mountains. Preliminary results suggest that CASPAR is a desirable alternative to silica sand used in construction applications, such as, stucco, grout, abrasives, and other uses including filtration and golf course recreation sands. With the use of standard ore dressing techniques, CASPAR is suitable for use as a filler in paint, plastics and rubber. Environmentally, CASPAR has advantages over silica sand, in that, there is no detectable Free Silca.

Jan 1, 1997

By R. A. Metz, Willard C. Lacy

Survival of the mining industry as a viable economic entity in the United States is being seriously threatened by declining grades of ore reserves, rising operational and capital costs, and increased governmental taxes, restrictions, and subsidizing of third world competition. Discovery of major high-grade deposits is becoming increasingly unlikely. International competitiveness of the U.S. deposits will depend upon 'Yankee Ingenuity,' innovations in mining methods, metallurgical treatment, and financial arrangements, and a viable national strategy. This will require not only effective management for control of operations, but management that encourages breakthroughs in technology, financing, labor relations, and in public and governmental understanding. The mine geologist and the exploration geologist both have important roles to play in all aspects of this fight for survival of the industry.

Jan 1, 1992

By Xinyang Wang

It is believed that sulfur and volatile matter contents in coals are the main intrinsic properties to cause the self-heating of coal. Their oxidation at lower temperatures than that of fixed carbon to initiate coal's self-heating should be quantified. This study is aimed to improve the previous mathematical model developed by the authors for studying the coal's propensity for spontaneous combustion. It enhances the model's ability to consider the effects of sulfur, volatile matter and moisture contents in the coal - three important factors affecting the coal's self-heating process. Sulfur exists in coal primarily in the form of pyrite which will be oxidized rapidly under suitable conditions. Volatile matters, higher in low rank coals, are more easily to be oxidized. Heat of water condensation provides initial energy for low temperature oxidation. Heat release rates for pyrite oxidation and moisture condensation are built in the model. Finally, the simulation results in terms of time versus temperature on pyrite oxidation and moisture condensation are validated with the adiabatic testing data respectively.

Jan 1, 2013

By D. S. Bird

The Kennecott Utah Copper Modernization Project, initiated in 1986, was directed to provide an expansion and modernization of mining and process facilities at the property's Bingham Canyon Mine and ore concentrators. Major components in the project included installation of an in-pit ore crusher, transfer conveying system, and construction of a new copper ore concentrator with a design capacity basis of 70,000 tonnes/day. The Copperton Concentrator was commissioned in February 1988. A principal feature of the plant is the grinding circuit, comprised of three identical lines, each consisting of a 10.37 m (diameter) by 4.57 m (length) Semi-Autogenous Grinding (SAG) mill and two 5.54 m (diameter) by 8.62 m (length) ball mills. The SAG mills are driven by two variable-speed 9,000 kW DC motors coupled through a clutch-pinion gear-ring gear assembly. The ball mills are driven by 4,125 kW synchronous motors coupled through a typical clutch-pinion gear-ring gear system. The expansion and particularly the Copperton Concentrator performance was so successful that by early 1989, management began examining options to further expand production capacity. With regards to the concentrator, numerous alternatives were considered, ranging from installation of a grinding line similar to one of the existing lines, to a "super" line consisting of a 12.8 meter (diameter) SAG mill and a 20,000 kW motor with a capacity of 50,000 tonnes per day. The technical and economic analysis of the various scenarios indicated that one "large" 11.0 meter (diameter) by 4.88 meter (length) SAG mill with a production capacity of 32,000 tonnes per day and a 12,000 kW drive would be optimum. The key question to be answered in the project was whether to continue with the pinion-ring gear combination, or install a gearless drive. The following paper outlines many of the items that were evaluated in the mill selection process followed by actual plant performance, and a discussion of ongoing plant continuous improvement projects.

Jan 1, 1995

By Larry A. Enloe

The 16-to-1 milling operation is Sunshine Mining Company's first new silver and gold producing facility. The 16-to-1 underground mine and mill are located approximately 64 km (40 miles) southwest of Tonopah, Nevada. Ore re- serves in the epithermal vein deposit are estimated at 0.91 Mt (one million st) of ore, at an average silver grade of 206 to 240 g/t (6 to 7 oz/st) and an average gold grade of 1.2 g/t (0.035 oz/st). The underground mine uses a large diameter blasthole stoping system of mining using highly mechanized rubber-tired equipment. The mill uses conventional cyanide leaching with countercurrent decantation and Merrill-Crowe precipitation. The mill start-up was in February 1982 resulting in the first pour of dore' in March 1982. The mill's present annual production is approximately 31.1 t (1.0 million oz) of silver and 264 kg (8500 oz) of gold.

Jan 1, 1984