Search Documents

Over 800 mines have closed in Australia in the past 25 years. This paper summarizes the data obtained from those closures and includes all Australian States and Territories and all commodities, including metalliferous, coal and industrial minerals. Twenty five percent of the mines closed due to resource exhaustion or depletion; 24% due to high costs, price drops, or declining grades; 8% due to open pit resource depletion (but with underground reserves remaining) or underground reserves depleted (but plans to open cut remainder) and 7% due to receivership or voluntary administration. The environmental, social and economic impacts of these closures are also significant and include acid mine drainage and impact on mine employees. An understanding of the causes of premature mine closure will better equip mining companies and governments to better manage future mine closures, wherever in the world the mines are operating.

Jan 1, 2007

By J. A. Herbst, T. I. Martinovic, Y. C. Lo

This study was concerned with the application of a computer simulation methodology to optimize the performance of mills grinding iron ore concentrate prior to pelletizing. The methodology involves batch and plant testing, modeling and computer simulation. The analysis of grinding performance was carried out and capacity increases were predicted in the context of detailed population balance models developed for the plant ball mills. Model developnent and plant confirmation were performed using data obtained in a series of batch tests and three plant tests. From experimental data and computer simulation it was found that ball size, percent solids and classification all had a significant effect on mill throughput. Based on the findings of this study, a 12-152 increase in capacity was predicted to be available by a proper combination of ball size charge and optimum percent solids. These predictions have been confirmed by plant tests in which the recommended operating changes have been made.

Jan 1, 1990

By Henry T. Mulryan

The philosophy, strategy and techniques of successful marketing of talc, differ sharply from those applied to most other mined products. Unlike non-ferrous metals, there are no commodity exchanges to facilitate the transfer of goods. Unlike iron ore and some non-metallics, assured markets by means of long term contracts are practically non-existent. Talc must be sold and sold and sold again. The normal channels of talc distribution are almost identical to those used, by the chemical industry. These consist of a blend of producer marketing staff, field technical service, and sales force; and independent chemical wholesalers. Like the term "chemicals", there is tremendous product diversity contained in the rather loose expression "commercial talc". Certain kinds of talc, processed in conventional ways, are regarded as commodities by the consumer. That is, that material from one source or supplier is considered to be effectively interchangeable with those available from a number of other areas and producers. Under such conditions, lowest delivered price, quickest delivery, and best, customer service, are the key factors in a successful sales effort.

Jan 1, 1965

By Harry D. Lewis

Gilsonite is a lustrous black material that can be easily crushed into a chocolate-colored powder. It is a solid but relatively soft, lightweight hydrocarbon that visually resembles the volcanic glass obsidian. It was once thought to be a type of coal, but because it is thermoplastic it melts rather than bums. Gilsonite is found in commercial quantities only in the Uinta Basin of eastern Utah and western Colorado, where it forms vertical, nearly parallel veins of varying depth, width, and length. Gilsonite from different veins has different properties, most notably variations in softening point and solubility. These differences result in its use in a variety of industrial applications. Gilsonite's earliest commercial uses were in varnishes, buggy paints, and beer vat linings. Eventually it came to be used in more than 160 products ranging from inks to explosives. It is exported from the United States to most industrialized countries throughout the world. Today, due to competition from synthetics and other hydrocarbon products, its use has narrowed to several specific industries. Although sold mostly as a commodity, current research is focused on applications for gilsonite as a value added product. Historical Overview The discovery of gold in California and the dawn of the mining era in Nevada, Colorado, and Utah around 1850 brought a wave of prospectors to the western United States. One of those pioneers, Samuel H. Gilson, is generally credited with a major role in the discovery of gilsonite. The material now known as gilsonite was discovered several times from the late 1860s through the mid-1880s. It was William P. Blake who, after receiving samples of the material, wrote a paper in 1885 describing "a new variety of asphaltum from the Uinta Mountains." He termed the material uintaite. Although Sam Gilson was not the first to discover the mineral, he was an-inventor who used gilsonite in products that he patented. It was his conviction that the substance was of great value, which caused some to refer to it as gilsonite. The term Gilsonite became the registered trademark of the American Gilsonite Co., and it continues to be in use today. When the first company was formed to mine this substance in 1886 it was named the Gilsonite Manufacturing Co. This firm acquired many gilsonite mining claims and marketed a varnish made from the material. It was the unusual properties of gilsonite varnish that attracted the attention of Adolphus Busch of the Anheuser-Busch Brewing Co. In 1889 Anheuser-Busch bought out Gilson's interests and formed the Gilson Asphaltum Co. Busch had been importing asphalt from Sicily for use in lining beer barrels and saw gilsonite as being more readily available and cheaper. Although gilsonite did not work well in this application, Busch did acquire a large number of mining claims in the Uinta Basin. In 1903 the parent firm of Gilson Asphaltum financed the building of an 85-km railroad from near Grand Junction, CO, to Dragon, UT, to haul gilsonite ore to market. Underground mining was initially centered near Dragon and then later at Bonanza, UT, as different veins were mined. The railway was abandoned in 1937 in favor of truck transportation. In 1938 Gilson Asphaltum changed its name to Barber Asphalt Co., the predecessor of Barber Oil Corp. In 1946 Barber Oil teamed with Standard Oil of California to form a partnership, American Gilsonite Co., which today has its operational headquarters at Bonanza, UT. Barber Oil investigated many new uses for gilsonite, including the making of petroleum derivatives such as gasoline. This work led to the construction of a 116-km pipeline to carry slurried gilsonite to a refinery in Colorado for the production of gasoline, fuel oil, and coke. Pipeline operations began in 1957 but stopped when the economics of competing with petroleum became unfavorable, and the refinery was sold in 1973. In 1981 Standard Oil (later Chevron) became the sole owner of American Gilsonite and remained so until 1991, when it sold its interest to Stratford Enterprises Co. of Tulsa, OK. The companies have since been merged and now operate under the name American Gilsonite Co. with headquarters in Salt Lake City, UT. American Gilsonite continues to be the world's largest miner and supplier of the mineral. The American Asphalt Association was formed in 1902 by former stockholders in Gilson Asphaltum. This company mined various gilsonite claims until it was dissolved in 1953 and its properties were sold to American Gilsonite and Gordon S. Ziegler and Associates. The Utah Gilsonite Co. was established in 1920 and mined several claims until 1952, when its holdings were sold to Gordon Ziegler. Several other gilsonite mining ventures have been pursued in Utah, although they were significantly smaller in scale than those described above. There are currently three companies which mine gilsonite resin in Utah. They are American Gilsonite Co., Ziegler Chemical & Mineral Corp., and Lexco.

Jan 1, 1994

By David K. Sitler

Continuing advances in manufactured diamond materials used in rock cutting tools have created a new generation of high production tools for mining. This paper will review the three major manufactured diamond products available for the mining industry as supplied by General Electric Company, Specialty Materials Department, and examine the ways in which these materials are employed. As an integral part of this examination, the economic impact of manufactured diamond tools will be evaluated. Time and again, one will find that the premium price of these tools is economically justified when compared to traditional tools.

Jan 1, 1985

By S. M. Moore

Each year more than 400 coal miners are injured (fatally and nonfatally) by rock falling from between or around roof supports. Many of these injuries can be prevented by the installation of roof screen. However, many coal mines are reluctant to use roof screen because of the added cost. The goal of this study was to determine the potential savings in workers' compensation (W C) premiums that can be achieved due to a reduction in rock fall injuries after roof screening. The WC rate-setting methods utilized by Illinois and Kentucky were investigated in this study. Using data obtained from the Mine Safety and Health Administration, national and state WC bodies and individual insurance companies (e.g., average cost per injury, loss cost rate, number of injuries per year, number of injuries preventable each year with roof screening), baseline mines (representing two mine sizes: 67 and 150 employees) were constructed with realistic ranges for estimates of injuries and WC premium costs. Using each state's actual WC rate-setting formulas, a sensitivity analysis was conducted to determine the total savings in WC costs after a three-year period. Annual savings in WC premiums ranged from $41,000 to $326,000 for the 67-person mine, and $96,000 to $843,000 for the 150-person mine. An economic analysis of the cost of a roof screening program at a 67-person mine was also conducted. The annual cost of a roof screening program here was estimated at $240,000. At this mine, the reduction in WC premiums alone could pay for the entire screening program.

Jan 1, 2010

By A. Kaina

The San Luis deposit is one of the few documented gold deposits on a detachment surface. This paper presents mineralogic and geochemical data that was gathered to characterize the mineralization, classify the ore deposit, and provide details of the ore forming process. Included are data on the paragenesis; alteration-mineral assemblages major and trace element geochemistry, and fluid inclusions. The San Luis deposit occurs on the western slope of the Sangre de Cristo Mountains adjacent to the San Luis Basin about 5 miles northeast of the town of San Luis in Costillo County, south-central Colorado. Mineralization was discovered in the district in the early 17th century. Production began in 1890 on lead-silver ores from which the district took the name the old name of "El Plomo". From 1897 through 1934 gold was intermittently produced. Battle Mountain Gold Company took an option on the property in 1987 and proved on ore body comprising an eastern block that has 1,277,300 t ore at a grade of 1.68 g/t and a western block of 9,744,000 t with a grade of 1.34 g/t. Production began in 1990. A companion paper by Benson (1994) describes the San Luis district and the ore body, hence the reader is referred to this or Robert and David (1990) for details of the geology from which the following is summarized.

Jan 1, 1994

By Enrique Rubio Esquivel, Matías Fuentes Bustamante

The transition from open pit to underground mining represents a key strategic challenge in modern mine planning. This paper presents a multicriteria and multivariable methodology to plan such a transition, integrating technical, economic, environmental, and social considerations. The proposed framework focuses on risk reduction (de-risking) through the identification of alternative development paths, the use of stochastic simulation to model geological and technical uncertainty, and different mining strategies such as methods, production rates, sequence, etc. for ultimate underground implementation. The study summarizes the limitations of traditional planning methods—which usually treat the open pit and underground mine designs as independent processes—, also often it considers a single mining method and production rate for the underground option. Instead it is proposed an integrated approach that leverages synergies between both mining methods and scalable production rates. Also the proposed methodology incorporates the definition of critical variables (geotechnical, economic, and social, among others), the construction of multiple operational and technological transition paths, and the evaluation of each path under criteria of economic attractiveness and practical do-ability (capacity to be executed). Using simulation tools (SIMPLAN for operational performance and SIMVAL for economic evaluation), probabilistic distributions of the different path are obtained, enabling the quantification of the project’s Value at Risk (VaR). A subsequent multicriteria analysis weights the expected profitability against the feasibility of execution of each alternative, producing a decision matrix that provides a framework for evaluating the different project path. As a result, the proposed approach identifies OP→UG transition strategies that maximize business value by capturing remaining resources while minimizing financial and operational risks. Finally, strategic conclusions and recommendations for the industry are provided, emphasizing the importance of early transition planning even challenging the open pit sequencing of the latest push backs by introducing early underground operations. Future work includes strengthening the methodology—such as integrating real-time analysis and adaptive decision-making—and providing recommendations for its application in various mining operations. In summary, this paper delivers a technical and professional framework to guide mining companies on when and how to carry out a successful transition from open pit to underground mining, balancing resource recovery with financial, operational, and social security.

Feb 22, 2026

By L. Meier, M. Dennis, J. Schieffer, K. Murray

"INTRODUCTION Contrary to popular belief, Arizona State Trust land is not public land. All uses of the land must benefit the Trust, a fact that is considered with the review of each application received for sale, lease, or permit. This includes applications for activities ranging from commercial development to recreation. In 1863, the Territory of Arizona was established by an act of Congress. This act reserved sections 16 and 36 in each township to be held in trust for the benefit of the common schools. Later, the Enabling Act of 1910 allowed the Territory of Arizona to prepare for statehood. This act reserved the additional sections 2 and 32 of each township for the common schools and granted another 2,350,000 acres to be held in trust for other beneficiaries. In all, Congress granted the State of Arizona almost 11 million acres. The State was to manage those lands and maximize revenue for 13 separate beneficiaries. To meet this mandate, the State established the Arizona State Land Department (ASLD) in 1915. During fiscal year 2015, the ASLD contributed $136 million to the permanent fund, bringing the total value to over $5.1 billion, through the sale and leasing of the land and natural products which includes minerals. The current inventory of State Trust lands includes 9.2 million acres representing about 12.7% of the State.The ASLD Minerals Section manages the exploration, development, and leasing of mineral products on State Trust land. We are not a regulatory agency, but a department guided by our fiduciary responsibilities to the Trust. Our mineral programs include: Exploration Permits, Mineral Leases, Mineral Material Leases, Geothermal Leases, Oil & Gas Leases, and Special Land Use Permits. INDUSTRIAL MINERALS ON ARIZONA STATE TRUST LAND Industrial minerals fall under the category of either Mineral or Mineral Materials Leases. Common industrial minerals found on Arizona State Trust land include potash, limestone, gypsum, salt, specialty clays, zeolites, crushed stone, and sand and gravel."

Jan 1, 2016

A comparison of gold, platinum and sulfide ion selective electrodes was made in this investigation for determination of Eh in solutions containing sulfide ions as a model system. The comparison was made in terms of the accuracy of the measured response, response time, pH dependence, and reproducibility of measurement. In addition, the sensitivity of each electrode towards changes in sulfide ion concentration was measured in terms of the change in measured Eh per decade change in concentration of sulfide ions. On the basis of a detailed investigation of the electrode processes occurring at the surface of gold and platinum electrodes, it was postulated that within the pH range investigated these electrodes respond to changes in the hydrosulfide ion, HS-, concentration in solution. In comparison, the sulfide ion selective electrode is known to respond to changes in the sulfide ion, S-, activity in solution. Although the potentials measured with gold and platinum electrodes were mixed potentials, pretreatment procedures can be used to obtain a signal suitable for process control. For control of sulfide ions in flotation pulps, the use of a gold electrode pretreated at 1.0 V with respect to a standard hydrogen electrode is recommended.

Jan 1, 1990

By L. Zhou, A. Martikainen, G. Goodman

Continuous airflow monitoring can improve the safety of the underground work force by ensuring the uninterrupted and controlled distribution of mine ventilation to all working areas. Air velocity measurements vary significantly and can change rapidly depending on the exact measurement location and, in particular, due to the presence of obstructions in the air stream. Air velocity must be measured at locations away from obstructions to avoid the vortices and eddies that can produce inaccurate readings. Further, an uninterrupted measurement path cannot always be guaranteed when using continuous airflow monitors due to the presence of nearby equipment, personnel, roof falls and rib rolls. Effective use of these devices requires selection of a minimum distance from an obstacle, such that an air velocity measurement can be made but not affected by the presence of that obstacle. This paper investigates the impacts of an obstruction on the behavior of downstream airflow using a numerical CFD model calibrated with experimental test results from underground testing. Factors including entry size, obstruction size and the inlet or incident velocity are examined for their effects on the distributions of airflow around an obstruction. A relationship is developed between the minimum measurement distance and the hydraulic diameters of the entry and the obstruction. A final analysis considers the impacts of continuous monitor location on the accuracy of velocity measurements and on the application of minimum measurement distance guidelines.

Jan 1, 2012

By R. F. Balazik

By March 2001, shrinking global markets, reduced consumer spending and declines in domestic manufacturing and industrial output ended the longest economic expansion in US history and pushed the nation’s economy into its first recession in a decade. Aggravated by the terrorist attacks of Sept. 11, the recession led to large reductions in the domestic production of processed mineral materials. Some of the most significant production declines in the US metals industry were registered by aluminum, copper and steel producers. They faced strong foreign competition, higher energy costs and lower prices for their products. However, homebuilding and other domestic construction sectors — major users of nonmetallic mineral products such as cement, brick, glass and stone — remained strong enough to help raise the output of industrial mineral materials slightly above previous year levels. A strong US dollar continued to weaken the competitive stance of US metal and nonmetallic mineral materials companies alike against foreign producers in markets at home and abroad.

Jan 1, 2002

By D. K. Dysinger

Capital resource budgeting is the means by which managers of publicly held companies fulfill their fiduciary responsibility to maximize the wealth of stockholders. Managers maximize shareholder wealth by allocating investment capital to the most productive of competing alternative projects in a manner that maximizes the net present value of the firm's future cash flow. The techniques of cash flow analysis are the primary tools available for selecting a corporate portfolio of projects that meets or exceeds the rate of return expected by shareholders. The reliability of cash flow analysis hinges on the ability of managers to forecast the future values of individual components. The accuracy and reliability of forecasting determine the soundness of capital investment decisions and, ultimately, determine the value of the firm. The present paper will explore tools for forecasting the spot market price of a commodity, silver, to demonstrate the difficulty and uncertainty involved in forecasting the future. The commodity price is only one of a number of components of the cash flow equation. Each component has a unique and uncertain future and must be individually analyzed and forecast to arrive at a robust cash flow model.

Jan 1, 1997

By R. B. Hopler

Explosives R&D has historically been motivated by coal mining. Whether to solve safety problems or to improve productivity and cost, the result has been the same: better explosives products and initiation systems. This process continues at an accelerated pace today due to the tools presently available to the explosives and mining industries.

Jan 1, 1993

By Dennis Ofiara, Michael Lewis

An experimental 1.75 meter Shaft Boring Machine was designed and manufactured by The Robbins Company. The drill was used by contractor Drillcon Raise AB to drill test shafts at an SKB underground test facility. SKB is the Swedish authority responsible for safe management of nuclear waste materials. This “SBM1.8” Shaft Boring Machine was used to drill shallow test shafts ingranitic rock at SKB’s Aspo underground laboratory. The drill used a unique vacuum mucking system. The bored shafts were held to very strict tolerances for bore diameter, straightness, and verticality. This drill was launched and operated from a mobile launcher. Headroom and working space were limited. The SBM1.8 drill produced acceptable test holes. SKB will carry out several studies to determine the suitability of this geology, and of this technique, for safe nuclear disposal. In addition to future use at SKB, many applications are foreseen, particularly in the civil construction industry.

Jan 1, 2005

By J. G. Pippenger

The Coteau Properties Company's Freedom Mine is a surface lignite mining operation utilizing large draglines, trucks and shovels, tractor-scrapers, and bulldozers to uncover a single coal seam. In 1989, a work order system was instituted to record data by equipment type, cost, productivity, and distance, and to provide historical information for planning the most efficient and economic use of each equipment type in the mining operation. This report explains how the work order system was initiated, what data is tracked, and how the data is utilized for equipment and project scheduling.

Jan 1, 1994

By A. A. Schweizer

This paper documents the growth and projects the future of Green Diamond Sand Products. Since1954, Green Diamond, located in Riddle, Oregon, has been producing sand from granulated nickel slag for use in various markets. Through the years, the company has seen several changes from its ownership to its product lines. In 1991, Green Diamond was producing abrasive sand at a rate of about 30,000 tons per year. It was at this time that Green Diamond became part of Glenbrook Nickel Company. Over the next eight years, Green Diamond would quadruple its production to over 140,000 tons while moving into three new markets, as well. Green Diamond is now producing sand for use in the abrasive, foundry, construction, and roofing industries. In 1998, Green Diamond again found itself under new, private ownership. With plans on developing agricultural sand and spent abrasives recycling, the future of Green Diamond appears to be one of further expansion coupled with diversification of its product lines.

Jan 1, 2000

By Kenneth L. Clifford

We have heard a lot during the recession about the mining industry now competing in a world market for sales of such commodities as copper, lead, zinc, molybdenum, iron ore, and phosphate. If the US mining industry is to survive, do we not have to reduce direct operating costs to a minimum? How significant is labor cost compared to consumables, electricity, fuel, maintenance, materials, and transportation? Ore grade is ultimately the dominant factor; but can we offset its dominance by improving productivity? Is the US mining industry perhaps only 25-30% as productive as it might be? What prevents the industry from being more productive? Can we retrofit older plants to be more productive or does it take a new plant with the largest equipment available for each unit operation? Present Productivity A copper industry study a few years ago covering 13 US copper concentrators ranging from about 10-45 kt/d (11,000-50,000 stpd) showed that productivity did not vary with capacity above 18 kt/d (20,000 stpd). Operating productivity varied significantly, however, from about 180-635 t/d (200-700 stpd) per operating hourly worker in most units, but one operation had 900 kt/d (1,000 stpd). Concentrators with more than 545 t/d (600 stpd) per hourly worker were in the 23 kt/d (25,000 stpd) or more category. Maintenance productivity covered about the same range, but most concentrators were in the 270¬635 t/d (300-700 stpd) per hourly maintenance worker. Again, one company stood well above others by exceeding 1 kt/d (1,100 stpd). Total hourly productivity ranged from 125-280 t/d (140-310 stpd) per hourly worker for most concentrators. The company with the most productive operation, however, was above 455 t/d (500 stpd). Salaried worker productivity for most operations was in the 725 t/d to 1.2 kt/d (800-1,300 stpd) per salaried worker range. The best operation was 2.2 kt/d (2,400 stpd). The end result is, of course, tons per day per total personnel. Most operations fell in the 110-220 t/d (120-240 stpd) range with the best operation at 400 t/d (440 stpd). This is the productivity definition that is most directly related to unit costs. Many of these operations have made some productivity progress

Jan 11, 1983

By Jodie Robertson, Isabel Barton, Cristian Caro

Prior to mining, all rocks contained in a mineral deposit must be placed in one of several categories known as ore types. Each ore type describes a different way that the rock will behave in processing. The ore type determines which process stream a particular mined unit will be sent to, sets expectations for process engineers and metallurgists, and forms the basis for recovery predictions and production estimates. At first, ore types are assigned mainly by geologists based on visible geological criteria (dominant ore mineralogy, estimated grade, rock type, alteration type). As metallurgical tests are carried out and process data accumulate, the resulting criteria may be factored into the ore typing process, typically as assays and recoverable metal using the relevant process(es). Other variables may also be incorporated into ore typing at operations if they are particularly important, such as grindability, preg-robbing, gangue reagent consumption, and the presence of especially deleterious minerals such as talc or smectite. The mine operation department may also redefine ore types and/or process destinations based on economic criteria. A “best” ore type is designated that (in theory) best describes how the rock will behave in processing. Codes representing this ore type are entered into the drill-hole database, then interpreted on cross sections and level plans, and finally added to the block model. Ore types are iteratively reexamined and adjusted over the life of a project. Major difficulties in effective ore typing are (1) lack of communication between geologists and metallurgists, (2) the imprecision inherent in imposing clean categories on messy natural systems without discrete divisions, (3) the need for ore types to provide useful information for a wide range of processes, (4) difficulties in scaling up laboratory test results to mine production, and (5) conflict among geological, metallurgical, and economic criteria for ore typing.

Jul 1, 2024

By G. A. Gamble

Fans used to ventilate subway, passenger rail and vehicular tunnels are similar to the fans used to ventilate underground mines. However, tunnel ventilation fan systems are typically designed to meet NFPA 130 or 502 standards, while mine ventilation fan systems must comply with the appropriate federal mine safety regulations. As a result, fan operation requirements and performance criteria, as well as typical fan and duct configurations differ significantly for tunnel and mine ventilation applications. Variations in environmental conditions in tunnels as compared to mines also result in differences in fan performance and material specifications. The need to enclose tunnel fans within building structures creates space restrictions impacting fan size selection that are not commonly encountered in mine fan installations, resulting in different approaches to selecting fans for the two types of tunnels. This paper discusses the various similarities and differences in design considerations for tunnel and mine ventilation fans.

Jan 1, 2009