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By A. Haghighat, B. Lattimer

"Mine face ignition due to a high levels of methane is one of the most common fire incidents in underground coal mines. This work exams ignition scenarios in continuous miner headings. Depending on the magnitude of the ignition or resulting fire, the ventilation curtain in the continuous miner (CM) heading may be damaged or dislodged, affecting the ventilation into the area. A computational study was conducted to investigate the effects of different levels of damage to the ventilation curtain on the ventilation flow into the CM area. The computational fluid dynamics software Fire Dynamics Simulator (FDS), Version 6.0 was used to predict the conditions that develop due to a 200 kW fire in the coal mine face following a methane ignition with different levels of curtain damage. Smoke layer depth, temperatures and mass flow into the CM area were used to evaluate the impact of no damage to the curtain, partially dislodged curtain, and fully removed of the curtain. Partial removal of the curtain allowed more smoke to accumulate in the CM area and a reduction in ventilation into the CM area. With full removal of the curtain, the smoke accumulated through the entire depth of the CM area and flowed out the entrance to the CM area and the ventilation completely bypassed the region. INTRODUCTION Active working faces in underground coal mines are one the most hazardous locations in terms of fire events. According to Mine Safety and Health Administration (MSHA) data analysis, the highest number of non-fatal fire incidents was reported at mining faces, intersections and crosscut areas in comparison with other locations from 2000 to 2012. About 464 fires happened at active working faces from 2000 to 2012, most consisting of a methane ignition, in some cases followed by localized fire. These are high risk incidents due to the potential to raise float dust and damage ventilation systems, particularly auxiliary systems such as curtain or tubing. Depending on the magnitude of the ignition or fire, the ventilation curtain in the continuous miner (CM) area may be damaged or dislodged, affecting the ventilation into the area. Five computational fluid dynamics (CFD) scenarios were considered to investigate the smoke layer depth, temperature, visibility, mass flow rate, and the behavior of airflow in an entry with a continuous miner (CM) located in it. The state of the auxiliary ventilation was varied based on the assumption that as an ignition increases it magnitude it will affect ventilation curtain proportionally. Visibility and temperature along the height of the entry at different sections were investigated and the interface height at each section was determined. Also, the fresh air height was studied for tenability analysis in future. FDS, Version 6.0 was used to predict the conditions that develop due to a 200 kW fire on the coal mine face following a methane ignition with different levels of curtain damage. Smoke view software was used as the post processor to visualize and analyze methane fire behavior at the face. Most entry fires are reported as fuel-controlled fires as they are rarely restricted to air access (Ingason et al, 2014). The working face fire in the following models was assumed to be a fuel-controlled fire."

Jan 1, 2016

By Jerry C. Tien

Mining in China dates back at least 4,000 years. Today, with no less than 103,000 metal/nonmetal mines and between 40,000 to 80,000 coal mines, China’s mining industry is undoubtedly the largest in the world. Despite improvements in recent decades, seemingly endless mining accidents continue to make the news. Official coal mining deaths were 6,702 in 2003, and 6,027 miners died in 2004; actual figures may be much higher. Added to these were the 2,699 deaths in the metal and nonmetal industries. Most of these accidents were due to CH4 (methane gas) explosions and fires as a result of inadequate mine ventilation de-sign or practices. A good portion of these accidents occur in small, privately run and often technically illegal mines. During the past 10 years, the Chinese government has attempted to crack down on small and often technically illegal mines without much success. The number of accidents and associated fatalities has not significantly reduced. However, there appears to be a new urgency in China’s efforts to step up mine safety in the country. After its worst reported mine disaster in more than a half century, the government quickly paid reparations to families, suspended high-level officials in charge and announced additonal reforms. One of those was the elevation of the central government’s work safety office to cabinet-level status. There has been increased transparency in reporting and investigation of mine accidents and disasters in recent years. There has also been an increase in public criticism by labor leaders concerning the neglect of mine workersafety.1 This article examines the causes of China’s many mining accidents, current legal and enforcement structures, respective mining health and safety related laws and regulations, recent mining industry developments and the latest effort to curtail small mining operations.

Jan 1, 2005

By M. K. Mohanty

Over the years, screen bowl centrifuges have been widely used for dewatering fine coal in coal preparation plants in the United States and elsewhere. Its popularity is attributed to its relatively low cost, its high capacity of providing low moisture content product and its relative ease of operation and maintenance. It is generally recognized in the engineering and scientific communities that screen bowl centrifuges provide some degree of particle size separation while dewatering fine coal in a common application. However, the extent of differential partitioning of coarse and fine particles achievable by a screen bowl centrifuge has not been systematically studied in the past. The present investigation was aimed at conducting a parametric study using a statistically designed experimental program to better understand and optimize the size classification performance of a screen bowl centrifuge. A continuously operating screen bowl centrifuge having a bowl diameter of 0.5 m was used for this study at the Illinois Coal Development Park. Three key operating parameters, i.e., feed flow rate, feed solid content and pool depth, were varied to conduct a total of 17 experiments using a three-level factorial test matrix. Some of the best size separation performances achieved in this study may be described as having an imperfection value of 0.13 at an effective separation size (d50c) of 38 µm and an imperfection value of 0.27 at an effective separation size (d50c) of 2.8 µm. Due to an effective separation of ultrafine high ash materials, the ash content of the screen bowl feed was reduced from 22.3% to a minimum of 8.84% with a combustible recovery of 84.1% and an ash rejection of 71.6%. A higher combustible recovery of 92.1% was achieved at a product ash content of 12.5% with a d50c of 2.8 µm and imperfection of 0.27.

Jan 1, 2008

By D. M. Ziebarth

"During the mid to late 1960’s, the underground potash industry in Saskatchewan was born. For the next four decades the industry operated at a steady pace supporting a large part of the world demand; until 2008 when the potash market heightened. Operators were motivated to capitalize on this increased demand, new mines were proposed while existing mines were planning upgrades. Potash Corporation of Saskatchewan (PCS) was one of the major producers planning upgrades to their production facilities quickly, including modifying the existing headframe and shaft at the PCS Cory Site to accommodate a new 1500 tonne per hour hoisting plant. Upon completion of the project, the innovative operations group continuously reviewed methods to increase production and reduce operating costs, allowing PCS to continue being competitive on the world market. This paper will describe the design challenges encountered during the development of the infrastructure around an operating facility whilst minimizing down time, schedule, capital and construction costs. This paper will also explore the strategy to increase capacity of the newly commissioned hoisting plant. BACKGROUND Potash production is a major Saskatchewan industry, and has played a significant role in the economy for over 40 years. Production commenced in 1962 when water problems were overcome at the International Minerals and Chemical (IMC) mine near Esterhazy, Saskatchewan. A surge of development by other companies resulted in twelve companies opening ten mines by 1970. In 1975 Potash Corporation of Saskatchewan was created by the government of Saskatchewan and shortly thereafter purchased several mines in Saskatchewan, including the Cory Mine (Cory), near Saskatoon. Cory has been in operation since 1968 and is located 12 km (7.5 mi) west of Saskatoon in central Saskatchewan. The mine is located in the center of the world’s largest potash deposit, 1,000 m (3300 feet) below surface. PCS has embarked on sizable capital expansions of more than CDN $7 billion. The Cory CDN $1.6 billion expansion was expected to raise operational capability of the site to 2.7 million tonnes per year, an increase of 1.9 million tonnes per year (MTPY). To achieve 2.7 MTPY of finished product and considering the 22.6% average production recovery1, 12 MTPY of ore must be hoisted to surface for processing. To deliver this rate required upgrading of the hoisting plant to 1500 tonne per hour (TPH). To accomplish this ambitious challenge, creative thinking, careful planning and a cohesive team was needed to work together to ensure the schedule, budget and most importantly the work was completed safely"

Jan 1, 2017

By David Jurich, Ed Perko, Jacob Prezkuta

Numerous Colorado mountain tunnels that date to the late 1800s convey water to the farming and urban communities of the eastern Front Range. Repairs to these remote facilities, often located in public lands at altitudes of 11,000 feet or more, require detailed planning, close coordination with multiple agencies, and creative execution. Issues and solutions discussed include designing repairs in undocumented ground and support conditions, logistical challenges, work in a short summer construction window, stabilization of historically signicant structures, and proect delivery strategies. xamples that illustrate early contractor involvement, exibility in design, and construction solutions are presented.

Jun 23, 2024

By Daniel R. Walton

This paper covers several points of interest to mine engineers and planners involved in evaluating or conducting geostatistical coal reserve estimates. In particular, the ability to optimize borehole drilling locations and minimize drilling costs is addressed. Also discussed is the concept of confidence intervals for estimated coal characteristics obtained through geostatistical estimates and their importance in decision-making for mine planners. Finally, a discussion is presented on how geostatistics enables identification of invalid data points and actually forces strict attention to data editing and proper geologic interpretation.

Jan 1, 1982

By R. V. Ramani

In 1970, of the 603 million tons of coal produced in the United States, 339 million tons, or 56%, were produced by under- ground mines. While the ratio of underground to surface production has been decreasing in the last few years, it is anticipated that a 60:40 ratio of underground to surface-mined coal will remain for some time. Underground coal operators are continuing to invest in new mines and are interested in increasing the efficiency of all their operations. One area for improvement is in mine planning and design, particularly in the area of selection of equipment for operation. Because of the availability of a wide variety of equipment, a fair degree of selectivity can be exercised in the choice of equipment for a particular job. However, such a choice must be made on the basis of technological facts and forecasts related to the mining operation. If the mining conditions can be reasonably predicted, along with a mining plan, it should be possible to insure the selection of the right equipment for the particular application. In order to increase the efficiency of underground coal operations, it is necessary to understand not only the operating system in detail, but the inter-relationships between system components and the operating environment. With such an understanding comes the application of simulation and other operations research techniques to plan and operate mining systems. Computer simulation studies have been successfully adapted to underground coal mining, and applications by Prelaz et al. (1965), and Manula and Sanford (1969) are some that are being used by the mining companies. However, a need still exists for better understanding of certain intra-system and system-environment interactions in order that computer simulation programs may be provided with better input data for more effective application. This paper deals with one aspect of the coal-winning system in need of better definition, namely, studying the performance of continuous miners.

Jan 1, 1973

By K. A. Lewandowski

Leach heaps are plagued with problems due to fine material migrating downwards, clogging the spaces between the coarser ore particles, resulting in decreased metal recovery rates. The use of a binder in agglomeration would allow the fine material to be immobilized, increasing the availability for the solution to come in contact with all the ore. As much as 1.64*1012 BTU per year would be able to be saved if a 25% increase in copper recovery was experienced, assuming that 70% of heap leaching units converted to using agglomeration technology. This is equivalent to approximately 18% of the energy currently being used in leaching heaps.

Jan 1, 2008

By Steve Kral

The Prospectors and Developers Association of Canada (PDAC) was established in 1932 in response to proposed regulations that would have threatened prospectors in Ontario. From there, the association grew to represent the interests of Canada?s mineral exploration and development industry. The PDAC?s mission statement reads: ?The PDAC exists to protect and promote the interests of the Canadian mineral exploration sector and to ensure a robust mining industry in Canada. The PDAC will encourage the highest standards of technical, environment, safety and social practices in Canada and internationally. ?Today, the PDAC?s 6,000 individual members include prospectors, developers, geoscientists, consultants, mining executives and students. In addition, the association?s membership includes 950 corporate members, representing senior, mid-sized and junior mining companies in addition to organizations that provide services and equipment to the mining industry. In 2010, the PDAC adopted its e3 Plus principles, a framework to guide its membership in responsible exploration.

Jan 1, 2011

By J. H. Daniel, S. Krzemien

Partners In Economic Reform, Inc., established a Polish-American Mine Center in Katowice, Poland, in 1996 to improve working conditions in the minerals industry. The program was based on the experience of mining companies, government, and labor in the United States, and was executed by a Coordinating Committee headed by the Center Director and Polish leaders from industry, State, labor, and academia. The cooperation among all parties has enabled safety and health issues to become part of industry restructuring with impressive initial reductions in coal mine fatalities. Existing work practices and attitudes of labor and management were assessed in coal mines throughout the country. Promotion, Rules, and Job and Task Analysis were identified as the areas requiring the most improvement, and are part of a post-graduate Safety Management program. Demonstration projects included measuring dust levels, using safety glasses, and promoting hazard awareness. Improved labor-management relations increased cooperation allowing for effective transfer of technology. Results can also be applied to improve the working environment of the manufacturing sector also undergoing restructuring.

Jan 1, 2001

By II Browne

After a decade of high copper prices, major mining companies are renewing their interest in purchasing operating properties and/or development of ore bodies. An existing operation carries with it a history that can present unique opportunities, while a greenfield operation allows for the establishment of a defined culture. Capital investments are distinctly different. A comparison of BHP Copper Robinson Operation, a greenfield property, and BHP Copper Tintaya Operation, a government owned Peruvian property, will provide insights into mining, concentrating and cultural differences between North and South American Operations.

Jan 1, 1997

By M. S. Riyazulla

A model of a new laboratory magnetic separator has been conceived to cater the needs of process engineers and mineralogists world over engaged in mineral characterization and beneficiation. It would be essentially a laboratory instrument for the separation and concentration of various ferro and non-magnetic minerals. Based on the basic concept of Frantz Isodynamic Magnetic Separator, the new separator conceived would not only speed up the work of a process mineralogist and save the energy, but it would effectively separate and sequentially produce about fourteen fractions at a time. In the present paper, the probable operational procedures and the design have been discussed in detail for the various mining companies to assess its economic feasibility. If it could be fabricated, it would have a worldwide market The concept has been patented in author?s name in India.

Jan 1, 2009

By C. Stacy

The mining industry is changing rapidly. Competition among OEM and aftermarket vendors increases dramatically each year as a result of mergers and acquisitions, and especially technology advancements in the mining industry. Adding value to mine operations by delivering technical value and differentiation is becoming more subtle and more difficult to accomplish. Because of this, identifying and protecting intellectual property has become more important to the product development, engineering and marketing/sales continuum than it had been in the past. How companies protect intellectual property and determine the value of those assets is critical to the sustainability and differentiation of technology providers in the mining industry.

Jan 1, 2012

By Stephen C. Moore

The Grossschloppen vein-uranium deposit, Bavaria, West Germany, was examined utilizing underground workings during 1980-82 by Esso Erz GMbH, an affiliate of Exxon Minerals Company (EMC). Geologic evaluation entailed dense drilling of a portion of the deposit from workings constructed specifically for the program. Discovered in 1977, the deposit was initially explored by surface diamond drillholes which allowed definition of a 30-60 m wide vein system discontinuously mineralized along a 1000 m strike length and to at least a 450 m depth. The underground program was conceived as a cost effective procedure to answer questions on vein correlation, grade continuity and variability. A 1200 m decline allowed access for detailed sampling of approximately 10% of the known area of mineralization. Fanned drillholes, logged by gaga probe, were spaced to provide intersections of veins at 10 to 20 m intervals. Six cross cuts also penetrate the pitchblende and uranophane mineralization which occurs in 0.1 to 2.5 as thick quartz veins. Detailed cross-sections and level plans were constructed for resource estimates of the intensively studied portion of the vein system. The program resulted in the discovery of local, high grade areas and an average grade in the evaluated area nearly double that expected from surface drilling.

Jan 1, 1983

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 Todd Burchett

Mining engineers spend countless hours and resources when designing a new underground coal mine. Their primary objective is to design the safest and most efficient operating mine with regards to coal production. A key variable often overlooked in this design stage is the slope conveyor. Typically, a slope conveyor is expected to operate with a 98-percent or higher availability. However, too often little effort is put forth by the mining engineer to optimize its design. Coal companies will rely on engineering, procurement, construction and management (EPCM) companies for the preliminary design, because the slope conveyor will be considered part of the surface material handling processes. This preliminary design will be used when soliciting quotations for the slope conveyor. Unfortunately, EPCMs may not have enough expertise with conveyors to optimize the design. This expertise is available with an original equipment manufacture (OEM) of conveyors, which ultimately may be responsible for supplying the slope conveyor. Each OEM will provide a bid package that represents what it considers to be the optimal design.

Jan 1, 2013

By Cayo Soto

Mining activity is important for the development of humanity. This development must be understood from the Academy where it allows showing alternatives for the industry performance. Likewise, these mining companies need to improve their results. Historically, a few years ago the application of the ESG (Environmental, Social and Governance) criterion was verified, which is positioned as a factor/regulator in the design of the performance of industries in general. ESG as an integral part of the concept of sustainability serves as a tool to conceive mining without conflicts and with a reputation based on trust in the interrelation of the university, industry and society. Therefore, the academy must strive for new knowledge in a way that allows it to continue in the virtuous circle of constantly feeding it. In this context, the best mining practices are implemented in constant questioning of their activities. The scientific essence of the industry supported by the academy developed in an operational dynamic is addressed. Finally, the objective of this research work is to interrelate 3 variables: ESG, Academia, and the Mining Industry, where the transition of knowledge and the role of each variable in relation to each one can be understood. This allows for an additional understanding of mining in the future with new mental attention.

Feb 1, 2025

By J. Kretschmann

"By the end of the 1950s, the German hard coal mining industry produced 150 million tons of hard coal per year in 170 collieries with 600,000 employees. At that time, 70% of the primary energy demand of the Federal Republic of Germany was covered by domestic coal. However, due to coal mining becoming an increasingly globalized business and the oil and gas industry producing with lower costs, the German domestic hard coal industry stood constantly under restructur-ing pressure. The industry declined until the end of its life cycle. In 2007, a political understanding was arranged to phase out German hard coal mining in a socially acceptable manner by the end of 2018. This decision required a new strategy for the coal mining industry. Being strictly finalized, the German hard coal mining industry has to be prepared for the post-mining era. To create a sustainable development strategy, the long-term impacts of coal mining activities in Germany concerning the environmental, economic and social dimensions will be analyzed systematically and forward-looking. The regional and social responsibility during the closing process and for the post-mining era will be emphasized. High technical standards in environmental protec-tion and post-mining technologies, as well as long term experiences in the development of former mine sites to create new jobs are significant from an international point of view. The traditionally constructive social partnership between employers, union, and employees has enabled long-term stable adaption processes and avoided social friction. The sustainability strategy of the German hard coal mining industry can be regarded as a role model for other mining countries and regions facing similar transition challenges. INTRODUCTION Principally, mining is a finite business that reaches its end if the deposits are depleted or the raw materials can no longer be mined in an economically profitable way. However, the impact of mining is po-tentially an infinite one – at least if you measure it at a human time scale. Mining always means interfering with geological and ecological structures that cannot be reversed to their original condition. In general, the mining cycle (Figure 1) can be divided into three phases: 1. The exploration phase, in which the deposit is investigated to determine its technical and economic profitability. The period of these undertakings is relatively short and can lead to the launch of mining operations. 2. What follows is the actual mining phase which usually lasts for a long time and ends latest when all deposits are fully depleted. This lifespan may be shortened if the economic conditions (production cost or market price) deteriorate. Nevertheless, mining may be resumed if those conditions become favorable once more (examples are silver mining in Germany or rare earths mining in the USA). 3. The longest phase, however, is the post-mining phase as the human interference into geology and nature is usually inten-sive and irreversible. Mining can lead to consequences which have a permanently adverse impact on people and the environment; therefore, they have to be managed as best we can (1)."

Jan 1, 2017

By Robert J. F. Goodfellow, William A. T. Meakin, Kevin Clarke, Eric Cole

INTRODUCTION New York City Water Supply—Background and History Since the 1840s New York City has been developing the largest, and perhaps, the best urban water supply and distribution system in the world in terms of quality and reliability. One of the engineering marvels of the modern world, the New York City water supply and distribution system serves a population of almost nine million, including residents in nearby Westchester, Putnam, Ulster, and Orange Counties of New York State. The average daily supplies presently are running at almost 60 m3/sec(about 1,350 million gallons per day). The watershed for the New York City water supply system, under the jurisdiction of the New York City Department of Environmental Protection (NYCDEP), consists of19 reservoirs and three controlled lakes, and covers an area of approximately5,000 square kilometers (about 2,000 square miles) north of New York City. The watershed total available storage capacity is about two billion cubic meters (560 billion gallons) and is divided into three reservoir systems: the Catskill and Delaware watersheds located West of the Hudson River; and the Croton watershed, located east of the Hudson River, see Figure 1. The first element of the system, the Croton Aqueduct, started operations in 1842.Through several updates and expansions, the present-day Croton system was in place by 1911, providing a potential maximum supply of about 15 m3/s (about 340 mgd). The system includes ten reservoirs and three controlled lakes. In the late 1800s, with the tremendous growth of the City, New York City water engineers began to look for additional sources. Between 1907 and 1929, the City acquired water rights and constructed a new 148 km (92 miles) Catskill aqueduct to convey water from the Ashokan Reservoir to the City. The Catskill system also included the construction of the Kensico and Hillview Reservoirs just north of the City,

Jan 1, 2005

By Donald M. Ulbrich

Any of you who served in the military remember the admoniton to "get the lead out," In the military environment, where cost wasn't always a factor, "get the lead out" was more often a call for activity of any sort than activity of a particularly productive nature. As a result, when the top sergeant yelled "get the lead out," lots of people started moving.. . usually to get out of his way. Now there's a new cry, ..one that comes not only from the military but from an entire nation threatened with dependence on foreign sources for its energy needs. That cry ...get the coal out, Like the earlier order, it's a call to activity. A signal that the coal reserves of the United States must be tapped so that Project Independence can succeed by 1985, But it's more than a mere call to activity; it's also a call to achieve productivity. ,a call to produce coal both efficiently and acceptably. And that leads us to the key questions of where the coal is going to come from to meet that 1985 goal, and how can it best be mined. Where will the coal come from? There's no doubt much of it must come from surface mining in the West. How can this coal be mined? There are several options available but there is an excellent case to be made for using mining shovels and haul trucks due to their versatility in stripping, loading and reclamation, We'll explore this approach in this talk today.

Jan 1, 1976