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By J. Guzman

Introduction The Carlin Trend is North America's premier gold producing district. It is located in northeastern Nevada's Elko and Eureka Counties along a northwest trending belt about 65 km (40 miles) long and 8 km (5 miles) wide (Thorstad, 1989; Jones, 1989). This trend is the worldwide reference site for epithermal, sedimentary rock-hosted microscopic gold deposits. At least 19 deposits have been discovered to date, varying in size from 933 kg to 1.08 kt (30,000 to 35 million contained oz) of gold (Fig. 1). Newmont Gold Co. and its parent, Newmont Mining Corp., jointly constitute the largest mineral right holders in the district. They own or control more than 1000 km' (386 sq miles) in and around the Carlin Trend and own all or part of I6out of the 19 mines and prospects identified to date. Since the initiation of Newmont's exploration activities in the Carlin Trend in 1961, 2.24 kt (72 million oz) of cumulative gold resources have been identified. Cumulative production from all mines since the start-up of Newmont's Carlin mine in 1965 to the end of 1989 was about 202 t (6.5 million oz) (Jones, 1989). The incentive of sustained high gold prices and innovation in processing technology resulted in a significant acceleration of gold output over the last few years. Newmont Gold alone produced more than 43.5 t (1.4 million oz) in 1989. That is equal to 22% of the cumulative 1965 to 1988 output, and an almost 200% increase over its 1986 output. The same incentives produced even more spectacular exploration results. In each of the last five years, net additions to reserves and resources outpaced current production by substantial margins. These facts demonstrate the spectacular past prospectiveness of the Carlin Trend and the success of focused, multi-disciplinary exploration methods that made it possible to more than offset the recent accelerated depletion of gold resources. However, is this situation sustainable? How long can the mining companies along the Carlin Trend keep on finding resources faster than they deplete them? These are some of the questions that motivated this study. The authors have not quantified the future potential for gold exploration in the Carlin Trend nor established a deposit discovery path. But strong indications were discovered that the [ ] Carlin Trend remains a relatively immature exploration district and that the potential for significant new discoveries is high. Methodology and data The approach chosen to address the above questions was simple. The authors compiled deposit size data, measured in contained ounces of gold resources, for all known deposits along the Carlin Trend (Table 1). The resource information was obtained by adding cumulative historical production (adjusted for mining losses and metallurgical recovery) to 1989 year-end published resource inventories. In a mature exploration area, where most deposits have been discovered, this distribution would be expected to approximate lognormality and would plot along a straight line on a lognormal probability scale. This result was found in previous work by Allais (1957) and recently confirmed by Cox and Singer (USGS, 1986) in regard to various types of mineral deposits in several regions of the world. It was also found to hold true for oil and gas pool size distributions (Arps and Roberts, 1958; Kaufman, 1962; McCrossan, 1969). [ ] The data used were compiled by Newmont Exploration geologists. The purpose of the study is to make inferences about the underlying geologic processes in the district and the maturity of the exploration effort. Therefore, deposits were not classified according to ownership but according to geologic occurrence as known from current information. Newmont's Post and Barrick's Goldstrike and Betze deposits, for example, are shown as a single occurrence to reflect the actual geologic setting. The cumulative frequency distribution of deposit sizes was plotted on lognormal probability paper (Fig. 2). The abscissa shows the cumulative fraction of deposits at or below a certain deposit size and the ordinate shows the deposit size in thousands of ounces of contained gold resources.

Jan 1, 1992

By John S. Timmons, Eivind B. Jensen

The Henderson mine is an underground panel-caving molybdenum mine located in the mountains of central Colorado. All development and primary production operations are performed using diesel-powered, rubber-tired mobile equipment. The growth in manpower and equipment was rapid in the five years following the July 1976 start-up, reaching about 250 machines and 2000 people to produce 9 Mt/a (10 million stpy) of ore. However, due to dramatic improvements in productivity, production is currently at a rate of 8.1 Mt/a (9 million stpy) with about 570 people and a much smaller equipment fleet. The mine's high degree of mechanization and accompanying maintenance costs have focused increased attention on the maintenance function as a cost center with potential for improvement. To realize some of that potential, several approaches to equipment maintenance have been adopted. None of these stand alone effectively, though, and their success relies on their working together in the overall program. The approaches that characterize the equipment mainte¬nance philosophy at Henderson are described here. Preventive maintenance The value of preventive maintenance as an alternative to breakdown or emergency repair is widely accepted in industry. When production began in 1976, few people at Henderson had experience maintaining diesel-powered, rubber-tired equipment. Other company operations such as its previous Urad operation and the Climax molybdenum mine near Leadville, CO used rail and Blusher technology. A maintenance consultant was hired to establish a formal preventive mainte¬nance program. The initial program contained four different preventive maintenance services, "A," "B," "C," and "D." Each was keyed to a different operating interval. • "A" service was the most frequent. It was a quick, general inspection and greasing of all fittings. •"B" service added a more detailed inspection. • "C" service included changing all filters and most fluids, such as engine oil. • "D" service was originally designed as a comprehensive inspection and testing of major component systems over a period of 24 hours during which the equipment was removed from operation. It was believed that most problems uncovered by the inspection could be reported and scheduled for repair at some later date, with only critical repairs being done during the service. In addition to these scheduled preventive maintenance services, a schedlle of minor and major rebuilds at intervals of 2500 to 5000 hours was established.

Jan 1, 1989

By Keith P. Bingham

A total transportation system providing for delivery of finished products to customers and raw materials to the plant is one of the key elements contributing to Dravo Lime Co.'s success. Dravo Lime operates one of the largest noncaptive lime and limestone plants in the US at Maysville, KY, where products produced can cost as much to deliver as they do to manufacture, depending on the product itself, its destination, and mode of transportation. With delivery costs comprising a significant portion of total costs for its products, Dravo Lime has made total transportation services an integral part of its business strategy. Prices for most products produced at Maysville are quoted f.o.b. destination. In short, Dravo Lime's Distribution Department relies on the approach that says to customers: "Leave the delivery to us." The 0.9-Mt/a (1-million stpy) Maysville facility, located about 121 km (75 miles) east of Cincinnati, OH, on the Ohio River, primarily produces sulfur-absorbing Thiosorbic lime used by coal-fired electric utilities as a scrubber reagent to remove SO2 from stack gases. The product is currently supplied to eight power plants in the Ohio River valley region which extends through portions of Kentucky, Indiana, Ohio, West Virginia, and Pennsylvania. The plant ships approximately 907 kt (1 million st) of lime and a comparable amount of limestone fines each year. In addition, it arranges for delivery of about 181 kt (200,000 st) of coal to the plant. Lime is transported by covered hopper barges, covered rail cars, covered dump trucks, and pneumatic trucks. It is transferred from barges to storage silos and trucks at a terminal on the Ohio River near Marietta, OH. At another terminal near Aliquippa, PA, lime is transferred from barges to silos, trucks, and rail cars. Future plans call for rail-truck transfer terminals. To produce lime from limestone at the Maysville plant, about 181 kt (200,000 st) of coal is burned annually in three coal-fired kilns. In transporting this coal from the mine to Maysville, Dravo takes maximum advantage of opportunities for reloading carriers with limestone for outbound backhaul movement. Coal, shipped from southeastern Kentucky mines in rail cars, is transferred to barges at a river terminal in West Virginia. After it is unloaded at Maysville, the barges are cleaned with a front-end loader and then reloaded with limestone. Limestone also is backhauled in connection with truck deliveries of coal. The economics of using backhaul shipments has permitted Dravo to enter into markets in which Maysville limestone otherwise would not be competitive. The company plans to backhaul limestone in empty open hopper cars in the future. As part of its ongoing assessment of the distribution system that supports the Maysville operation, Dravo Lime recognizes that a new environment has developed between shippers and carriers because of regulatory changes in the railroad and trucking industries. Although dry bulk shipments by barge to and from Maysville have always been unregulated, other forms of transportation have not. With railroads and motor carriers now approaching varying degrees of deregulation, contracts and agreements are replacing tariffs, and rate negotiations are becoming a daily activity. Dravo Lime plans to take advantage of these transportation changes, all of which may be beneficial to both its plant and its customers.

Jan 10, 1982

By L. Eros, R. H. King

The US Bureau of Mines has funded several research and development projects in computerized mine monitoring and control. Hardware and software components have been sufficiently developed so that mine operators have been provided with an efficient means to comply with federal regulations and increase mine safety. Several cost benefits have been realized as well, particularly with increased conveyor belt haulage availability. Western Fuels-Utah Inc. approached the Bureau to assist in planning, installing, and evaluating a computerized mine monitoring and control system because of the agency's research experience in this area. The installation was planned for Western Fuel's Deserado mine, located in Rangely, CO. Since a large, complex, underground mine producing about 2.4 Mt/a (2.7 million stpy) of coal was projected, the company anticipated significant benefits in safety and efficiency through a computerized monitoring and control system. A major part of the cooperative program was to document and evaluate the system design, installation, and operation. This will assist others to adequately design, specify, install, and operate future systems. Mine description The Deserado mine plan and layout have important impacts on the monitoring system requirements. Long range plans are to produce 2.4 Mt (2.7 million st) of clean coal annually from two longwall sections and four continuous sections. Presently, two continuous miner sections operate under 213 m (700 ft) of overburden in the 2.3 to 2.5 m (7.5 to 8.5 ft) thick D seam to develop main, submain, and panel entries have developed for a longwall. These began operation in December 1986. Belt conveyors haul the coal from the mining sections to a 1.4-m (54-in.) belt located in the upper compartment of the slope. The lower compartment contains a hoist for men and material transport. From the slope, the coal moves to two 9 kt (10,000 st) raw coal storage silos, then to a 680-t/h (750-stph) preparation plant. After cleaning, a 5.5-km (3.5-mile) overland conveyor carries the coal to a clean coal slot storage and rail load-out facility. An electric locomotive then transports the coal to the Bonanza Power Plant in Utah. Allen-Bradley monitoring and control hardware and software controls the preparation plant, with two PLC-3 programmable controllers and a Process Control Industries D-1200 color graphics interface. The system operator uses three "smart" color video display units and an alarm printer for hard copy records. Originally, it also monitored and controlled the conveyors from the bottom of the slope to the top of the raw coal silos, the preparation plant, the overland conveyors, the main mine ventilation fan, and the hoist. Some of these features, though, were later transferred to the mine system.

Jan 2, 1988

By Richard R. Klimpel

INTRODUCTION Previous papers by this author have discussed some of the difficulties involved with optimizing the performance of industrial flotation circuits, e.g. Klimpel (1988, 1989). The two major problems seem to be: 1) the inherent "systems" nature of the froth flotation process which leads to a great deal of self-compensation among the various operating options available and 2) the inherent variations in mineralogy, water chemistry, etc. that always seem to be present in industrial operations. In particular, the influence of reagent dosage has been emphasized in the above referenced work including an industrial system interaction denoted as the R/K trade-off, Klimpel (1984, 1987). Using a simple two parameter model for fitting time - recovery data, Klimpel (1980): [ ] where r is cumulative recovery at time t or at the t th cell, R is the long-term equilibrium recovery and K is the first-order rate of mass removal from the cell (time ), the definition of the R/K trade-off with increasing reagent dosage can be given as follows: at low dosages both R and K increase, at intermediate dosages R continues to increase but K starts to level out, and at high dosages, R may flatten out or still continue to increase but K starts to decrease, sometimes rather quickly. An illustration of this effect in a batch laboratory flotation cell is given in Figure 1. The purpose of this paper is to give a detailed plant illustration of this R/K trade-off phenomena with changing collector dosage which shows just how highly interactive the grindinglflotation system in sulfide mineral processing really is. This is one of about 20 plant level case studies that are being presented and evaluated in an upcoming book, Klimpel (1990). The particular study given here was completed in late 1979 on a copper ore of head grade 0.93% Cu. The frother being used was Dowfroth* 250 at a constant dosage of 0.15 g for each ton of solids feed to the rougher bank and the slurry pH was 10.2. The motivation of the study was to better understand the relationship of changes in feed rate (hence in particle size and state of liberation) with variations in collector dosage (potassium amyl xanthate). The major concern was to determine how much extra economic benefit could be gained by better utilizing the existing grinding mills and rougher bank consisting of eight identical cells. The remainder of the flotation circuit was also studied, including regrinding of rougher tails, but did not prove as critical as the rougher bank operation itself. It appeared from an overall economic viewpoint, the battle was being won or lost in the manner in which the rougher bank was being operated. This was not to minimize the roles of the scavenging and cleaning circuits but those portions of this particular circuit could be rather obviously operated to achieve maximum benefit given the specific output of the rougher bank. A special attempt was made to maintain constant ore type throughout the entire test program. Eight specific test conditions were evaluated including three different feed rates (and hence three different size distributions) to flotation. Tables 1 and 2 summarize the eight test conditions and overall recovery results at the end of the rougher bank for each test. A single test consisted of at least three consecutive eight-hour shifts operating at steady-state with composite cell lip samples taken over the final eight-hour shift. "Trademark of The Dow Chemical Company

Jan 1, 1990

JIM ARNOLD: Questions? Comments? Gary, were you gone when I made the comments about corporate puke? [laughter] SPEAKER: You were hiding. BRUCE CAVENDER, BHP Copper: Having worked in both places, I'd like to address the issue of the plant versus the corporate office. One thing to keep in mind is that we are all very engaged with the technical elegance of a lot of the work we do. There's some tremendous technical expertise in the plant. But remember, the guys in the corporate office are only thinking in one denomination, and that's dollars. So we'll see something like a spill, and for us it's a problem. At the end of the day, what the corporation cares about is the financial impact. So we've got to be careful to couch our solutions in dollar terms. JIM ARNOLD: Rebuttal? [laughter] DOUG HALBE: Are you going to rebut this one, Andy? ANDY CARTER, Oxidor Gold Corporation: No, I don't think so. I'm not up to it. I'd just like to address a question both to our panel and the floor. Those of us who've been in this industry any length of time have seen these same mistakes made over and over again. Wherever you go, year after year, plant after plant, you see the same problems. I guarantee you, Doug, that if we have a similar conference down the road, you're going to see the same thing. My question to the panel and to the floor is what is it about our industry that stops us from learning from our mistakes? What characteristic is it that prevents us from learning and makes us repeat the same mistakes over and over again? DOUG HALBE: That's a great question. Someone said in a meeting 10 years ago that if the people who design plants designed airplanes, the planes would be falling out of the air all the time. GARY SIMMONS, Newmont Gold Company: I've got an answer to your question as to why many plants are poorly designed. It's that the minute anybody demonstrates any sort of competence in plant design, they're promoted to a higher-paying job, and the talent pool is left with people of lesser experience. Just think about it: The people who have the experience and have demonstrated it more than once have moved up. JIM ARNOLD: I think that there's another reason, too. Seven or eight years ago I was chairing a session, and I challenged everyone in the session to some day publish an article about the design mistakes they'd made because we never talk about our mistakes. I'll

Jan 1, 1998

The 71st Annual Meeting of the Minnesota Section of SME and the 59th Annual University of Minnesota Mining Symposium were held jointly April 14-16, 1998, in Duluth, MN. Registration was estimated at 450 people, about the same as last year's attendance. A short course on mine productivity and a trade show that included about 75 exhibitors were also held in conjunction with the SME meeting. This year's theme was "Iron ore and integrated steel - where are we going?" Although generally optimistic in the near term, the general feeling among the attendees is that the industry faces serious competitive challenges. The iron mining industry in Minnesota experienced a tremendous rebound from the devastating downturn of the 1980s. Today, however, all seven of Minnesota's taconite plants are operating at full capacity. And these high production levels are expected to continue during the next several years. Longer-term, however, Minnesota's producers face an increasingly competitive worldwide market, including stiff competition from Canadian operations. Because of the increasing competition, industry representatives in Minnesota believe that it is critical to strengthen their operations. To accomplish this, companies are looking to: ? Further reduce production costs. ? Bring new technologies into their operations. ? Develop value-added facilities such as direct-reduced iron. ? Expand their markets. The industry is also seeking more collaboration between industry and government. The National Steel Pellet Co. and Minntac are looking at using ported kilns, which would reduce energy consumption significantly. Cleveland Cliffs, EVTAC, Northshore Mining and Minnesota Iron and Steel are all looking at building value-added plants. One such project that received attention among the attendees was Minnesota Iron and Steel's proposed $1.2 billion combined mine, taconite plant, direct reduced iron facility and steel production facility. If the operation is built, it would produce about 3.4 Mt/a (3.39 million ltpy) of direct-reduced iron pellets. Financing is pending. An announcement is expected in the fall of 1998. The pellets, containing 70% iron, would be processed into steel in electric arc furnaces. The steel produced would then be processed into hot-rolled coil, which is used by the appliance and automobile industries. The keynote addresses and technical sessions focused on these issues as well as on environmental issues.

Jan 1, 1998

By Dirk Bleazard

Barrick Goldstrike Mines is improving the reliability of mining and processing equipment through the use of failure analysis and condition monitoring activities. Program results include an increase in equipment capacity and an overall reduction in operating costs. Identifying equipment failure modes and developing associated capital asset management practices can minimize failure consequences. Successful programs have included alterations to management practices, equipment modifications, and/or the implementation of condition monitoring programs. By controlling or minimizing the effects of incipient equipment failures, corrective actions can be taken earlier in the failure cycle. This results in an associated reduction to repair costs and equipment down time. Mining companies invest in their capital assets to provide the capacity necessary to meet operational needs. Over time, functional failures occur that reduce this productive capacity. Diagnostic technologies now exist that allow the condition of equipment to be monitored. Early response to this information minimizes the effects of functional failures and restores equipment re- liability. Reliability is a performance indicator of overall equipment condition. It is most often expressed in terms of mean time between failures. When the established objectives of a capital asset management program include the maximization of this failure interval, trailing indicators, such as availability and operating cost improve. The probability of equipment failure is influenced by engineering design and operating conditions. The performance level resulting from this operating environment is expressed as "inherent reliability." Without maintenance intervention, equipment will ultimately fail to perform its intended function and become less reliable. Therefore, maintenance must be managed as the supplier of reliable operational capacity. Maintenance can only supply equipment performance that approaches the level of inherent reliability. Actually achieving inherent reliability requires that all maintenance decisions are made at the economically optimal time. Enhancing performance levels beyond inherent reliability can only be achieved by altering operating conditions or practices or through physical equipment modifications. An evolution in maintenance management philosophy has been under way since the beginning of the industrial revolution. As equipment has become more sophisticated, so have maintenance practices. At the beginning of the industrial age, equipment tended to be over designed and slow moving. The first maintenance philosophy was one of reactive maintenance. Maintenance intervals were dictated by the operational status of the equipment. As a result, production interruptions were common and capacity needs were met through an investment in redundant capital assets.

Jan 1, 1998

By D. A. Wheeler

Invented by Pierre Boutin in the early 1960s the column was a complete break from the conventional flotation cell. 1. When used as a rougher-scavenger, the column is excellent. 2. When used as a cleaner, the results can be spectacular. The very first column tests were carried out using it as a rougher-scavenger in a reverse float where silica was floated from iron. It produced a concentrate underflow as good or better than that produced from roughing and scavenging stages in cells, The froth tailing overflow was better than that produced by several stages of cell cleaning. Column scaleup progressed rapidly from the two inch diameter unit to a semi automated 12 inch diameter column on material from the Iron Ore Company of Canada. A change in operating philosophy within IOCC brought all flotation development, column or conventional, to a halt. At that time, IOCC had an exclusive right to the use of the column in Canada in the field of iron ore. We moved into the field of sulphides. A Canadian copper producer sent ore for testing and the results led to their purchase of the first commercial size of column - a 36 inch diameter machine. It was a mechanical disaster. It took several years to raise sufficient funds to return to that mill with our basic 18 inch square unit. It was to be tested and modified in order to learn how to properly design a large column. Originally used as a rougher- scavenger, it had to produce tails equal to the final tailings from this well run plant. It did, and did so while producing a rougher-scavenger concentrate almost equal to the plant final concentrate. It was finally used as a cleaner and produced concentrate 5% higher in copper than the plant final concentrate with equal cleaner tails. This phase of the column development was carried out under very difficult circumstances. The mill superintendent had realized that if he took the froth removal system from our original mechanical disaster and applied it to a conditioner while injecting air, he would have a flotation cell. He had personally applied for patents on this Maxwell Cell. Our development work was done in his mill and as our results became better and better, our difficulties became worse and worse. We finally had to terminate this work. The 18 inch column installed at Mines Gaspé 14 years later was identical to the one removed from Opemiska. The 18 inch column was tried on various ores over the following years and always produced excellent results. However, it was not really a production size unit. We had always aimed for the 72 inch column (72" x 72" x 44' 9"). Prior to this huge machine, we needed the intermediate 36 inch column. The failure of the original 36 inch diameter unit at Opemiska had raised the possibility of short circuiting inside the column as the cross section increased. The first 36 inch square unit was tested in parallel with the proven 18 inch column. If the underflow of the 36 incher was not as good as that of the 18 incher, short circuiting was a possibility in the larger unit. It had been designed for insertion of drop in partitions, four feed points had been provided and the 36 inch column would have become a modular unit of four 18 inch columns. Testing showed the underflows of both columns to be identical. There was no short circuiting in the 36 inch column. Once we had the 36 incher, we had no fear of the 72 inch column. It is permanently partitioned into four 36 inch columns but uses only one set of instrumentation. All the component parts of the 72 inch column come from the 36 inch unit. In spite of our results, the mining community did not believe the column could work. Finally, in 1980, Mines Gasp6 ordered an 18 and 36 inch column for their byproduct molybdenum

Jan 1, 1988

By I. Iwasaki

A low-grade copper-nickel deposit, with an estimated size of 4.6 billion tonnes and with average analyses of 0.6% copper, 0.2% nickel, occurs in northeastern Minnesota. In addition to copper, nickel, cobalt, and precious metals, the Duluth gabbro contains magnetite, ilmenite, olivine, plagioclase and biotite. It is estimated that the flotation tailings that would be produced by a concentrator of optimal size to sustain a smelter would amount to 20 million t per year. The flotation tailings, having already been ground, warrant a closer examination for the recovery and utilization of potential by-products. The residual sulfide minerals and fibrous minerals may also be isolated and treated separately for useful purposes or for disposal in an environmentally acceptable manner. Two flowsheets were developed; one involving preconcentration by low- and high-intensity magnetic separation and another involving preconcentration by gravity concentration. The concentration methods for recovering and purifying individual by-product minerals were investigated. From their chemical, physical and mineralogical characteristics, the potential areas of application and marketabilities of each product fraction were surveyed.

Jan 1, 1983

By Frank W. Pereira

The Montana Talc ore body was discovered in 1983 in Montana's Gravelly Range, about 40 km (25 miles) south of Ennis. Initial drilling indicated a 910-kt (1-million st) ore body of high purity talc. Preliminary analyses on ore cuttings included chemical analysis, brightness measurements, and microscopic evaluations of the structure of the talc. Results indicated it was similar to talc currently being marketed from Montana and it would probably have good commercial value. Based on the positive test results, a test pit was made and a 180-t (200-st) sample of ore was mined. A portion of the ore was ground to various particle sizes and evaluated to determine its strengths, weaknesses, and other characteristics. The deposit is located close to the Cyprus Yellowstone deposit. It was therefore believed that Montana Talc ore may possess many of the same characteristics. Testing and analyses showed the talc to have a high purity and an extremely large surface area, even for Montanatype tales. The ore was also situated in a massive deposit, indicating low cost mining. While the lab analyses were encouraging, the true evidence would be obtained from commercial tests in the marketplace. About 91 t (100 st) of ore were ground to product specifications for pitch control, paint filler, and plastics filler. Consumers were contacted and requested to evaluate the sample talc products. A major trial for the talc as a pitch control agent was arranged at a Northeast paper mill. The trial indicated the new Montana Talc product performed as well or better than the current standard in the industry. In fact, due to a minor modification in the compaction process to make the transport of the talc easier, the product had substantially less dust than the currently used product. The operating people at the paper mill requested that management purchase this talc. Trials were also run at paint plants for use as a pigment filler. And the talc was fabricated into a number of plastics compounds. The initial product tests were largely positive and provided encouragement to proceed with the project. Different grinding mills were used and their performance evaluated. Significant data were generated by the custom grinders. They indicated how the Montana Talc ore ground and the particle size distributions produced at different grinding settings. Encouraged by the positive marketing tests, a prefeasibility study was commissioned. A talc grinding plant and mine plans were designed and capital and operating costs estimated. Initial economics showed an attractive return. The operating costs were among the lowest in the industry. The positive economics, along with the excellent results by the products in the marketing tests to the paper, paint, and plastics industries, led to the recommendation to proceed with the project. Plant construction began in June of 1985. The Montana Talc Co. (MTC) analyzed the data from the commercial tests. Based on the product's outstanding performance and the uniqueness of its high purity and platy structure, a strategy was developed to position the company as a premium talc supplier.

Jan 1, 1989

By Noel A. Genco, Edward F. McCarthy, Robert J. Piniazkiewicz

Talc, when it can be isolated as a pure mineral, has a composition of 63.36% SiO2, 31.89% MgO, and 4.75% H,O. However, as a commercial commodity less than half of all talc sold has a purity exceeding 95%. Nevertheless, impure talc products find a multitude of uses and few substitutes in many industrial applications. Minerals commonly associated with and sold together in talcose mixtures are chlorite, dolomite, mica, magnesite, and tremolite. Steatite was originally a mineralogical term applied to pure talc. Today steatite usually denotes a high-talc ceramic body used as an electrical insulator, and the talc used in such applications is known as steatitic talc. Steatitic talc generally is found in massive, high- purity form and in the past was machined directly into electrical parts, which rarely is done today. Impure varieties of massive or block talc are still commonly termed soapstone. Soft massive talc, suitable for crayon manufacture, has been referred to as French chalk. It has been common practice to discuss talc, soapstone, and pyrophyllite under the same general heading. In the case of soap- stone and talc this is natural, since many different types of platy, soft minerals exhibiting a high degree of lubricity (commonly referred to as slip) have been grouped together and called soapstone or talc. Further, there are mineralogical relationships between pyrophyllite and montmorillonite and between talc and hectorite. Thus, talc and pyrophyllite are sometimes referred to as clay minerals. When finely divided talc or pyrophyllite are combined with water in proportions to make a slurry, the end product does have the appearance of a clay-water mixture. Soapstone for utensils and ornaments was mined by prehistoric Native Americans on Santa Catalina Island, CA. In the mid- 1800s soapstone from deposits along the western foothills of the Sierra Nevada Mountains was used by white settlers as building and ornamental stone and for the linings and foundations of furnaces (Anon., 1956). Previous to 1916 the annual recorded production in California did not exceed 1.8 kt. From 1912 to 1918, however, output rose sharply when the Talc City, Western, and Silver Lake mines were put into operation. From 1916 to 1935, the state's annual output of talc was in the range of 8.2 to 18.2 kt. There was another increase in the mid-1930s, when the use of talc in wall tile grew rapidly. In California the production of talc grew to 57.2 kt in 1943. The post-war building boom helped California's production to grow to 108.9 kt in 1951. Production stood at 149.8 kt in 1968, 13 1.6 kt in 1969, 167.9 kt in 1970, and 140.7 kt in 1972. In the mid-seventies and early eighties, however, California's talc production declined to approximately 20 kt in 1992 due to reserves exhaustion and the material's tremolite content, which raised significant product liability concerns at the time. Talc mining in New York State dates from about 1878, when a Colonel Palmer and associates opened the first commercial talc mine on the Nelson Freeman farm near Talcville. In 1893 this operation was sold to International Pulp Co., which changed its name to International Talc Co. in 1944. The company was acquired by R.T. Vanderbilt Co., Inc., in 1974. A new talc operation, Gouverneur Talc Co., owned by R.T. Vanderbilt Co., began operations near Balmat, NY, in 1948. The initial capacity of the processing plant was 180 tpd (Gillingham, 1950). Subsequent expansions have increased capacity to more than 725 tpd. Talc was discovered in the area of Johnson, VT, in 1902, marking the birth of the Vermont talc industry. American Minerals Co. initiated plant operations at Johnson in 1904. MagnesiaTalc Co. opened a plant at Waterbury, VT, in 1913 (Burmeister, 1963, Trauffer, 1964) and acquired American Minerals Co. in 1923. The Waterbury mine had a long history as a producer of talc crayons. Eastern Magnesia Talc Co. was formed in 1924 by the merger of Eastern Talc Co. and Magnesia Talc Co. In 1956 Vermont Mineral Co., with a talc mine at Hammondsville, VT, was also acquired. A new plant was then built at Gassetts to produce roofing products. In order to produce high grade products for several markets, Eastern Magnesia Talc Co. began operating a modem froth flotation plant at West Windsor, VT, in 1964. The ore was provided by the Hammondsville mine. This operation, known as Windsor Minerals, Inc., continued from 1972 to 1989 as a subsidiary of Johnson and Johnson Co. In 1989 Cyprus Minerals Co. acquired Vermont Talc, Inc. and Windsor Minerals, Inc.. thus consolidating the talc mining and processing operations at Hamm, Windham, Johnson, Chester, Ludlow, West Windsor, Troy, and Reading, VT, under one ownership. As the result of Cyprus' sale of its worldwide talc assets to the RTZ Group in 1992, its US talc operations are now part of Luzenac America, Inc.

Jan 1, 1994

By C. J. Dungey

INTRODUCTION The County of Cornwall is situated in the South Western extremity of England, see Fig. 1, and has for hundreds of years been an historical centre of mining activity. In the last century many thousands of Cornish miners emigrated to Canada, U.S.A., Australia and numerous other countries throughout the world to form the nucleii of mining industries in those lands. At present there are four active underground mines within the county, all mining tin, together with a relatively large china clay industry. All the operations are directly or indirectly associated with the three main granite intrusions, namely the Land's End Granite, the Carnmenellis Granite and the Bodmin Moor Granite. The report which follows relates to two mines, owned by the South Crafty Group of Companies, namely the South Crofty Mine itself and its smaller subsidiary, Wheal Pendarves. Both these mines are adjacent to the Carn Brea Granite ridge, see Fig. 2, which is an off-shoot of the main Carnmenellis Granite mass. The Carn Brea Granite has provided one of the most intensive areas of copper and tin mineralisation anywhere in the world. Many of the mines worked during the last two centuries and the early part of this century were situated close to the metamorphic aureole surrounding the granite intrusion. Both South Crofty and Wheal Pendarves have their shafts collared in the overlying slate, locally known as killas, but the major part of their workings are in the granite beneath. The ore bodies, or lodes, of both mines are generally steeply dipping and approximately one to four metres in width. They have been, and continue to be, worked by either back or under-hand stoping with the major level interval being approximately 37 metres. A feature of both stoping systems is that they require no back filling and in many cases the completed working areas have remained open for many years due to the competent wall rock conditions. The stoping operation necessitates having box-holes or draw points at regular intervals along the strike length at 4 to 7 metres centres; thus a stope some 50 metres long may typically have ten box-holes or draw points through which air can percolate into the empty stopes above. The granite country rock contains traces of uranium minerals, namely pitchblende or uraninite, and it is the decay of this uranium mineral which leads to the formation of the mobile radon gas which, together with its short lived daughters, may create a hazard. The presence of uranium minerals has long been known, but the quantities being so minute, it was not appreciated until some ten to fifteen years ago that these might present a hazard. The Mines and Quarries Inspectorate approached Management approximately ten years ago with a view to taking samples in areas of the mine that they felt might contain the highest concentrations of radon. Samples were thus taken in several areas of both mines, normally well away from working areas and where there was no through ventilation. The results of these initial tests were published by the National Radiological Protection Board in a paper entitled "Radon and Its Daughters in Various British Mines". The results of the initial surveys made it apparent that improved ventilation was the most important factor in reducing radon daughter concentrations within the mine atmosphere, with increased flow rates having three beneficial functions, viz. (1) To dilute radon daughter concentrations. (2) To prevent radon and its daughters reaching a state of equilibrium. It is not uncommon for radon and its daughters to have a disequilibrium factor of 1,000 in some uranium mines.

Jan 1, 1981

By James A. Finch

The Gaudin lecture is devoted to fundamentals. Given my involvement with column flotation over the last 20 years, this is my topic. I have tried to identify spinoff basic research and provide a personal list of favorites. Two are selected for discussion here. They are single bubble rise and bubble surface area flux. The rationale for such work, as well as some of the findings, are reviewed. Support for fundamental work seems as volatile as the economy (and the link is probably not coincidental). I hope some utility to the minerals industry is evident in the text. Column flotation in its current form originated in the early 1960s. The method was invented by Boutin, patented by Boutin and Tremblay and pursued doggedly by Wheeler. Their aim was to overcome the problem of mechanical entrainment of fine particles in the water carried by the bubbles, which they were convinced contributed to lowering flotation concentrate grades (Wheeler, 1988; Finch and Dobby, 1990). The solution was a combination of columnar geometry, the addition of wash water into a deep froth and the maintenance of an excess of water to the tailings, as compared to the feed (a so-called positive bias). Success at Les Mines Gaspe, Quebec, on cleaning Mo in the early 1980s signaled the start of industrial acceptance, making the column one of the flotation machines of choice today. Over the next 20 years, column applications mushroomed to cover virtually all mineral commodities, as well as nonmineral applications such as soil decontamination, deoiling of water and deinking of recycled paper. In the wake, research groups are continuing to probe the fundamentals, conferences and workshops have been transferring the technology and specialist companies have emerged to service the demand. Innovations were triggered as problems arose (for instance, in gas injection systems) and novel flotation cells, much in vogue in the 1990s, had the door opened. Mechanical cell manufacturers have not been idle - there is nothing like competition to provoke a fresh look at an established business. Flotation-cell technology has probably not seen so much activity since the patent rush in the early days of flotation, which occurred around the turn of the century. For an industry often considered reluctant to risk innovation, this is not a bad record. A good idea will find a place, but patience (not always an innovators strong suit) and careful preparation are required. Two books (Finch and Dobby, 1990; Rubenstein, 1996), three symposia (Sastry, 1988; Agar and Huls, 1991; Gomez and Finch, 1996), and a series of reviews (Dobby and Finch, 1991; Finch and Dobby, 1991; Finch, 1995; Finch et al., 1995) document the period. Like many good ideas, column flotation has been overexposed, and there have been disappointments. In a recent example, columns performing scavenging duty were replaced by mechanical cells (Chong et al., 1998). The further applications stray from the original - to

Jan 1, 1999

By Bruno Sceresini

Prospectors and small scale mmmg companies have long expressed the wish for a highly mobile mineral processing plant. This is especially so in the case of gold mining as relatively small deposits can be highly profitable due to the relative ease of producing a marketable product when compared with the refming and marketing costs incurred with base metals. This paper will concentrate on gold ore treatment in fitting with the theme of the 1996 Randol Gold Forum but the principles may also be applied to base metal ores. The development and application of the Atomaer Filblast Gas Shear Reactor as a cyanidation tool has removed the con­straints of plant size in pulp cyanidation applications. KC Dodd and Associates, Consulting Engineers and Australian Mining Advisers, Pty Ltd, have designed a 1,000,000 and a 250,000 tpa fully modularised ore treatment plant. Various module configu­rations can be arranged to treat a wide variety of ores ranging from simple gold ores to gold-copper and base metal ores. This paper will limit the discussion to comparing the capital and operating costs of a conventional and a modularised 1 million tpa gold treatment employing a number ofnovel concepts which complement the compact, high capacity Filblast Cyanidation Process and the AARL pump Cell Adsorbers. The design described in the paper not only reduces equip­ment sizes and allows for rapid deployment of a sizeable capac­ity plant but also offers significant capital and operating cost benefits.

Jan 1, 1996

By J. David Lowell

This paper describes the geology of the Kalamazoo copper orebody discovered in the course of an exploration project carried out by Quintana Minerals Corporation under the author's direction in an area immediately southwest of the San Manuel mine, Pinal County, Arizona. In the period 1943-1947, exploration projects were carried out in the San Manuel area by the U.S. Bureau of Mines and Magma Copper Company which resulted in the development of the San Manuel underground block-cave mine which is now in production at a rate of 41, 000 tons per day. Mining claims covering the area immediately west of the San Manuel orebody were staked in 1946 by Frank F. Salas, R. A. Buzan, H. G. Buzan, and W. C. Buzan of Mammoth, Arizona. These claims were optioned to Martha Purcell in 1946, and in the period of 1947-1958 seven churn drill holes ranging in depth from 1,400 to 2,950 feet were drilled by Mrs. Purcell. These holes did not intersect ore and no further deep exploration was attempted prior to the Quintana Minerals project which began in August, 1965, and which is described in this report. The Kalamazoo deposit is in Sections 3, 4, 9, and 10, T 9 S, R 16 E, Pinal County, Arizona, and it is reached by driving seven miles east from Oracle, Arizona (Figure 1) . The writer is indebted to Corbin J. Robertson and Ronald B. Thompson who participated in the exploration planning of this project and to a number of other individuals who contributed to its execution and management. Petrographic work by J. M. Guilbert was used as a basis for rock and alteration classifications.

Jan 1, 1968

By C. Allen Born

There is a saying, the greater the gratitude, the shorter the speech. That puts me in a quandary, because while I am grateful for the honor you do me today, I also want to talk about a subject very important to all of us. A few months ago, when I was asked to submit a title for my talk, I chose "Quality where it counts." I did so because perhaps the most important thing we at Amax did in our restructuring was to commit to quality in all our businesses - quality people, assets, and operations. Together, they create quality performance, which produces quality growth and increased shareholder value - our prime corporate mission. We are dedicated to quality. At Amax, quality means everything. Today, I want to discuss quality in another context - the need for it in American education and what we have to do to achieve it. If we ignore this need, we will all suffer the consequences. And they will be upon us far sooner than the next century, barely a decade away. I think almost everyone in this room works for an organization that had to restructure in the 1980s. Mining companies that did not, just didn't make it. Well, we did. As an industry, we are seeing improved profits, positive cash flow, and a more competitive position in the world marketplace. But all the restructuring we have done, all the hard work, and all the pain that was part of it, will be in vain if, down the road, we do not have the educated people we need as workers. We need them to design, manufacture, and market the products that use the basic materials produced by the mining industry. Simply put, we are at a crisis point in education today. That is no new revelation. Nearly six years ago, the National Committee on Excellence in Education published its report, "A Nation At Risk." Since then, things have not gotten better. The Wall Street Journal, Business Week, US News & World Report, and Fortune have all recently published stories about the sorry state of education in the United States. The subject has become the topic of TV talk shows as well as national commissions, and for good reason. The pool of young people entering the US labor force is dwindling. In the next decade, 10 million fewer will enter the job market compared to the 1970s. But fewer of them will be qualified to do the jobs available to them. Here's why: • 20% of today's high school students drop out before they are 18 and another 20% graduate functionally illiterate; 40% of today's fourth graders think the world is flat; • 20% of today's sixth graders cannot locate the United States on a world map; • one of every three ninth graders cannot figure the change for a two-item meal - and I'm talking about a Big Mac and fries. These are not just problems of minority kids in big city ghettos. Fully 40% of all young working Americans cannot add up their lunch bill. Three out of every five college freshmen need some kind of remedial work. These statistics are frightening. Particularly so because, while the work force is becoming less qualified and our public education system is getting worse, our products and technologies are becoming more complex. We are approaching a time when we will have machines that recognize handwriting but people who cannot write. We will have technology to take voice commands, but people who do not know what they are talking about. The accelerating pace of technology is changing the nature of the job market. The fastest growing jobs now, and in the years ahead, are in professional, technical, and sales positions requiring the highest education and skill levels. Most of these jobs will require the use of a computer. Yet, 95% of today's graduating high school students have never laid a finger on a computer keyboard. While our education system is failing the students it is supposed to serve, other countries are doing far better. In a

Jan 1, 1990

By J. C. Agarwal

Major scientific discoveries cannot be programmed. New or frontier technology, however, can and should be planned. It is the vital force underlying the business strategy of a vigorous and profitable mining and metals company. Generally, a radical departure from existing technology is required to 1) Enhance the competitive value of ore reserves, i.e., to turn low grade or marginal reserves into competitive reserves. 2) To increase yield and decrease costs. 3) To decrease investment. 4) To increase mine life. 5) To improve product quality to meet market demands. The very definition of frontier technology implies that it is so different that the old plant, if already in use, will not be directly suitable to use the new technology. Therefore, a priori, we know that the commercialization of frontier technology would very likely involve new investment. The recommended technique of economic and technical analyses, I propose to call "Success Analysis.'' Simply stated, it forces us, by step- by-step procedure, to ask "what is needed to succeed in this particular project." Therefore, the first step is to identify what is meant by "success." The definition of "success" requires an agreement with top management or sponsors of the project as to what constitutes "success" in their minds as contrast to the technical people perception of "success." In general, top management would define success as meeting: 1) The technical objectives, i.e., technology being developed would produce the desired product at the acceptable quality. 2) Financial objectives, i.e., when commercialized, the project's capital cost, operating costs and return on investment are better than the projects they would normally fund. The return has to be better because new technology is inherently riskier. 3) Marketing objectives in that the project will produce product of acceptable quality in timely manner, i.e., scale-up to commercial plant would not cause undue delays in start-up and that large fix-up expenditure would not be required to protect the projected return on the investment. Many projects are started in the laboratory to develop "Frontier Technology" in mineral processing. Most of these efforts are never commercialized. There are many causes of these failures. The major causes are listed below: 1) Inadequate communication with the sponsors of the project so that project objectives are defined and agreed to by all. 2) Ill-defined technical problems. 3) Incomplete development of technology. This has two major components: a. Incorrect scale-up and engineering. b. Inadequate start-up and maintenance planning. 4) Incomplete and over-optimistic process economics. 5) Lack of understanding of the future behavior of the marketplace. 6) Failure to complete R&D effort by the time it is needed. 7) Incorrect projections of human resources required; that is, technical, managerial and operating. 8) Lack of realistic forecast of the expenditures required for commercialization of the R&D effort. These pitfalls can be avoided by comprehensive planning and the use of success analysis technique. The major elements in "Success Analysis" are: 1) Identification of the "need" for new technology. 2) Unbiased and complete scale-up engineering. 3) Acceptable economic feasibility with enough margin of error in the sale prices and operating costs to justify the inherent risks in frontier technology. 4) Timing for availability of investment capital and markets. Many failures in the development of frontier technology are preordained because the initial selection of the research project has been without adequate attention to the needs of the industry. Many very innovative hydrometallurgical processes for recovery of copper from concentrates were developed in the past twenty years. They have not adapted except to a very minor extent because they did not satisfy the success analysis criteria. The copper industry in North America needed a process to compete against high grade ores and to avoid

Jan 1, 1985

Although there was a significant improvement in the world economy, recovery in the iron and steel industry followed its traditional pattern and lagged the general economic recovery in 1983. World crude steel production increased from 645 Mt (711 million st) in 1982 to 664 Mt (732 million st) in 1983, an increase of less than 3%. Domestic iron and steel production showed a modest increase over 1982. Weekly raw steel pro¬duction levels ranged between 1.5 and 1.75 Mt (1.6 and 1.9 million st) for the last 10 months of 1983, compared with less than 1.25 Mt (1.4 million st) for the last half of 1982. The peak was 2.5 Mt (2.7 million per st) per week in 1978-79. This how level of steel operations kept most pelletizing and sintering operations at curtailed production levels. Extended shut-downs of pellet plants were also common. Pressure by management to reduce operating costs has continued with an increasing emphasis on maintaining quality and efficient unit productivity. With the extended decline, there have been significant personnel reductions in both operating and headquarters staffs. Many companies are anticipating a long-term how growth period in the iron and steel sector. Pelletizing Domestic pellet production showed a slight increase last year to about 34 Mt (38 million st), less than 50% of total capacity. What is indicative of the inevitable is the announced intention to chose down facilities, such as US Steel Corp.'s Atlantic City ore operations pellet plant at Lander, WY, and the recent aborted move by US Steel to purchase National Steel with the apparent intent to chose the National pellet plant in Keewatin, MN. There is excess domestic pellet capacity that will not be needed. The question is what form attrition will take. South American pellets can be brought into the Chicago area at a cost competitive with Great Lakes plants. This raises the possibility that imported pellets can, in fact, displace domestic pellets at almost any US steel plant. The need to re duce total production costs at domestic pelletizing plants is crucial. Efforts to reduce fuel costs for pelletizing have focused on re placing natural gas or fuel oil with coal. More recently, petroleum coke has become available at an attractive cost, but systems must cope with its higher sulfur con tent, which limits its potential The direct firing of grate-kiln systems with pulverized coal hay been fully proven. The use of solic fuel in the straight-grate process however, is still being developer and no straight-grate system i running on solid fuel alone. The further development o coal-water slurry systems may provide a suitable fuel for both systems. It would appear, how ever, that the same ash quality restriction would hold for coal water systems as for direct-firin systems. So, the choice is based of the relative cost and convenience of a wet-grinding system with additives, compared with a dry-grind direct-fired unit. The high-temperature (two stage) heat recuperation system installed at US Steel's Minnta plant (Step III) has provided the fuel savings anticipated, any modification of additional in durating lines is planned. Other operators are hooking at similar heat recuperation improvement. Another area of potential cost savings has been in the reduction of bentonite requirements. A CCI's Tihden plant, major improvements have been made in this area. Progressive bentonit reductions were achieved over several years from the 8- to 9-kg (16- to 18-lb per st) range to the 5-k (12-1b) level by progressive moisture reductions and chose attention to operating practice. Further reductions were achieve by raising bentonite specifictions. In this instance, the wate plate absorption test specifia

Jan 5, 1984

By Kim W. Wright

Introduction Mining operations require maps for each phase of project development. Engineering plans, cross-sections, and isometric drawings are also needed. Maps are used for geologic interpretation, reserve estimation, permitting, property acquisition, site studies, development work, and production. Maps and drawings are essential to mining. They provide needed information. Generating these products, however, requires many manhours. The filing and organization of maps and drawings is cumbersome, due to their size. Major map changes can necessitate the production of entirely new documents and, thus, additional manhours. The volume of maps and drawings generated in the life of a single project can be extensive. For example, some utility companies have data bases containing more than a million individual maps (one reported eight million). These problems were considered necessary evils in the past. Now, with the automation of map and drawing production, improvements can be realized. Computer-aided mapping and design offers a new approach for the production, management, and storage of drawings and maps. This approach promises benefits in time management, productivity, efficiency, and flexibility. In all economic projects, the bottom line is cost reduction. And implementing computer-based mapping and design techniques can lower costs and increase project profitability. AM/FM/CAD/CAM Automated Mapping/Facility Management (AM/FM) and Computer-Aided Design/Computer-Aided Manufacturing (CAD/CAM) are becoming buzz words in the engineering world. Most relevant to mining are the concepts of AM and CAD. These terms relate to the application of computers, specifically computer graphic technology, to mapping and design. CAD refers primarily to the design of components and structures in two and three dimensions. But it can apply to the three dimensional modeling of mine workings, ore bodies, and geologic structures AM refers to the automation of conventional map production. AM/CAD systems use computers to store, manipulate, produce, and update drawings and maps in two and three dimensions. Ideally, the calculating capabilities of computers are also used in conjunction with design and drawing generation, offering capabilities not available with conventional, manual mapping and design processes. To better understand concepts associated with AM and CAD applications, the understanding of a few computer-related terms is necessary. Table 1 explains some of these terms. System Features The capabilities of AM/CAD systems are based on viewing transformations. These are the basic, manipulative tools by which AM/CAD packages generate visual representations of data. Examples include the rotation of a three-dimensional object through space, the expansion or contraction of maps to fit a given scale, enlargements of small areas on maps or drawings for detailed viewing, and the generation of cross-sections from three dimensional data. AM/CAD systems incorporate data base management in their architecture. This allows a user to modify, move, delete, or manipu-

Jan 6, 1985