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By S. Wegerer, M. Semel

The search for minerals typically starts with a reconnaissance phase. After finding a promising target area, further prospecting work will be conducted. Finally with growing confidence of having encountered an ore deposit with commercially viable concentrations of relevant minerals, an extensive exploration campaign will verify its potential. Best practice and reliable, efficient tools for mineral resource estimation of massive sulfide deposits in the deep sea have to be established yet. Therefore, a new seabed exploration system is in development. Various challenges are caused by the extreme environmental conditions in the deep sea and by the nature of massive sulfide deposits. Information of past and ongoing expeditions were gathered to form the basis of an in-depth requirement analysis. System functions and corresponding process times were derived. The experience from the existing MeBo seabed drill rigs serve as starting point for the concept study and following development. Initial MeBo system was built for maritime research purposes and now has to be converted into a new design, suitable for efficient and economic resource exploration. The new system configuration is modular structured to adapt easily to different application scenarios and challenges. To achieve an extension of the deployment depths, the overall equipment weight has to be limited through light weight construction and material. The drilling module contains a range of geotechnical coring tools to face the varying soil conditions of heterogeneous massive sulfide formations. The major challenge to overcome is the touch down sequence on uneven, 25° inclined, rough terrain in up to 4.000 m water depth. Furthermore, high precision of the final unit positioning is necessary. Landing sub-system proof of concept is validated in laboratory environment with small scale model. A novel seabed exploration system capable to land and operate safely on highly inclined slopes of mineral deposit is described. Obtaining high quality samples by wire-line coring technique is the objective.

Feb 22, 2026

By S. Tafazoli, N. Himmelman, D. Chan, E. Chow

"While Wearable Technology has been garnering attention in the consumer market, enterprise and industry have just begun exploring its potential applications. Since February 2014, Motion Metrics International has been working in collaboration with Vandrico Solutions Inc. to apply Wearable Technology to improve productivity and safety in the mining industry. This paper discusses the value proposition of using Wearable Technology to deliver critical notifications in mining. The advantages and disadvantages of various form factors are explored. The challenges, both specific to mining and in general to Wearable Technology, are defined. Finally, the concept of MetricsGear™, the first Wearable Technology platform developed for mining by Motion Metrics International in collaboration with Vandrico Solutions Inc., is described. MetricsGear™ is designed to notify the user with minimal distraction to keep the user focused on their primary task, and aware of mission-critical events. This focus and awareness allows the user to work more efficiently and safely. INTRODUCTION The mining process consists of a series of intricate stages, where certain events or conditions in one stage can have a huge impact on other stages. The notification of these critical events or conditions is vital for ensuring the overall efficiency of the mining process. Critical notifications can be classified as two types: time-critical events and contextual information. Time-critical events are situations where a timely response from a responder can have a significant impact on seizing an opportunity or mitigating cost. Some Human-Computer Interaction (HCI) experts classify notification types based on the Interruption, Reaction, and Comprehension (IRC) framework. Time-critical events are classified to have high interruption, high reaction, and low comprehension due to their urgency. The responder should have just enough information to identify the crisis and react as soon as possible (Chow, E. 2014). For example, when a tooth is lost during shovel operation, it is necessary to recover the missing tooth before it jams the primary crusher. The consequence of missing this critical time period is a jammed crusher that can cause the mine to be out of production until the jammed tooth is extracted (Baumann, M. 2013). In this case, the responder only needs to see an image to confirm if the tooth is missing, and information to identify which equipment and when the tooth went missing (see Figure 1). Contextual information is relevant information that is valuable for the receiver to be aware of as it can present an opportunity to improve efficiency or save cost. According to the IRC framework, contextual information is classified as low interruption, low reaction, and high comprehension. They are not as urgent as time-critical events, but provides more detailed and informative information to assist the receiver. For example, when a shovel’s worn tooth is predicted to require replacement soon, a notification to a GET technician can help him or her schedule a pre-emptive replacement of the tooth in an already planned maintenance to prevent having to reactively schedule another one when the tooth is critically worn. This helps reduce the amount of equipment downtime to maximize production (Baumann, M. 2013). In this case, the receiver will look at the information when he has a moment to spare to get a quick forecast, and make use of this information as needed (see Figure 2)."

Jan 1, 2015

By Michael D. Loy

This paper examines the computerization steps of United Coal Company of Bristol, Virginia. OVERVIEW Producing close to 7,000,000 tons per year, United Coal Company is one of the most interesting mining companies in the east. Their approach to mining reflects a dedication to modern technologies and extraction methodologies. With varying amounts of production coming from four divisions (a fair amount of production comes from contract operators) and over a billion tons in recoverable reserves, United rests heavily on the planning and engineering efforts of a centralized engineering group. Although each division relies on its own engineering personnel for day-to-day management and operations, long range planning and reserve management is conducted at the corporate engineering level. This group, while extremely competent and efficient, is relatively small (7 people), when compared to the needs of a large mining company.

Jan 1, 1985

By Gordon Clark, Basar Arioglu, Nasri Munfah, Sanja Zlatanic, Tolga Togan

"The 13.2 m (43 ft) external diameter, double deck Istanbul Strait Road Tube Crossing is one of the most challenging underwater tunnel projects in the world. Subjected to 11 bars of hydrostatic pressure, variable geology, and being in a very active seismic area, the execution of the project required innovative solutions, sophisticated construction techniques and prudent risk management approach. The 5 km (3.1 mile) tunnel consists of a 3.4-km (2.2-mile) tunnel boring machine- (TBM) bored tunnel, 1 km (0.62 mile) twin NATM tunnels and cut-and-cover sections. The project is being delivered in a build-operate-transfer (BOT) contract in a public-private partnership. The technical challenges, coupled with financial and commercial risks required the implementation of sophisticated risk management tactics including the provision of independent design verification. The project was opened to traffic on December 20, 2016, four months ahead of schedule.. This article presents the technical challenges of the project from the design, construction, and risk management aspects..Project backgroundThe $1.245 billion Istanbul Strait Road Tunnel Crossing project, dubbed the Eurasia Tunnel, is one of several major infrastructure projects being implemented in the Republic of Turkey in a public-private partnership approach. The project provides a direct and easy connection between the Anatolian (Asian) side of Istanbul and the heart of its historical district on the European side across the Bosphorus Strait which connects the Black Sea with the Sea of Marmara. The project improves connections to a wide network of motorways on both sides, increase capacity across the Bosphorus by 100,000 vehicles a day, reduces congestion and saves motorists an average of 45 minutes of commuting time in each direction bringing significant economic benefits to the city and the region. It eases traffic across the strait, reduces congestion, decreases pollutants and emission while maintaining Bosphorus. It is the most complex part of the project with the greatest challenges and risks. Part 2 is 5.4 km (3.6 miles) long consisting of 3.4 km (2.2 miles) of 13.2 m ( 43.3 ft) external diameter TBM bored tunnel under the Bosphorus Strait, 1-km (0.62-miles) of twin NATM tunnels on the Asian side, cut-and-cover transition boxes in the Asian and the European sides and depressed approaches on both sides. In addition, this segment includes the toll plazas, ventilation buildings, and the tunnel control and maintenance facilities."

Mar 1, 2017

By D. L. Stevens

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

Jan 1, 2000

By Tim Arnold

"Justified is a show on FX that takes place in Kentucky coal country. The two main characters, a cop named Raylan and a criminal named Boyd, are adversarial to the very end, yet they manage to maintain a seemingly inexplicable bond of friendship through it all. The final episode ends (spoiler alert) with Boyd asking Raylan why that is. He responds, “If I allow myself to be sentimental, there is one thing I wander back to” Boyd responds, “We dug coal together.” Fade to black.What creates these types of bonds between friends and co-workers in mining? I don’t know about you, but many of my best friends I met in mining. Certainly the people I respect the most in this world are a part of our industry. Good, honest, honorable men and women. And I am not just talking about the leaders of our industry. I am talking about great miners who taught me how to do the right thing and also be productive.I have had the pleasure to work for some great people and the misfortune of working for some of the loudest screamers. What I consider the worst butt-chewing in my life may surprise you. I once worked for a man I respected, because he showed me respect. He went on a business trip and left some instructions. For some reason, I was able to justify to myself that they applied to everybody but me, and I disobeyed them. When he returned he called me into his office and said to me: “Tim, you pissed me off when you did that.” He said it quietly and with no anger. I had lost his respect. This devastated me more than any screaming shift boss ever could have. I learned a lot about values from that conversation.Most of us will spend more time at work than we will with our families over a lifetime. It is natural that tight bonds be created at work. What I believe makes mining special is that these bonds are so strong. They are strengthened by the incredibly hard work our miners do. They work at all hours, on holidays and in all sorts of extreme weather conditions. The physical demands of the job are sometimes exhausting. Our bonds are further reinforced because the work is dangerous. Not only does management watch out for the wellbeing of their people, but each and every one of us looks out for one another. The bonds are made tight because our people are so passionate about what they do, no matter the department or profession. Finally, they are strong because of the thousands in the industry that keep doing the right thing, every day. We make great friends in this industry because of the strength of character of our people. That is why Boyd and Raylan respected one another so much."

Sep 1, 2016

From a distance, the 0.75-km (0.5-mile) rail line that sits in the shadows of Vale-Inco?s Stobie Mine outside of Sudbury, Ontario could be mistaken for a standard conveyor belt hauling ore from the nearby mine. But with its large, yellow-painted loop and interconnected green rail cars that invert themselves on the loop before correcting with a smooth rollover further down the track, one might assume that this is some sort of test track for a new roller coaster. The fact of the matter is that it is the proving ground for Rail-Veyor technology, a technology that the company hopes will one day change the face of ore transportation in surface and underground mines around the world. With a line of linked, low-profile rail cars that are capable of carrying up to 1 t (1.1 st) per car of ore by way of simple, above ground, lightweight rail track, the technology is not groundbreaking. In fact, it was developed in the 1960s for the French State Railroad. A demonstration plant for the Florida Institute of Phosphate Research was installed in 2000 and the first commercial under-ground installation was in 2007 in South Africa at Harmony Gold?s Phakisa Mine. There, a 4.7-km- (2.9-mile-) long tram between two shafts operates three Rail-Veyor trains on a shared track. The difference is that the application that is being tested day-and-night in Sudbury is getting closer to wide production, thanks to the use of computer controlled automation that has helped turn an old idea into a cost-effective modern solution.

Jan 1, 2010

By Biswajit Samanta, Pranjal Pathak

This article presents a customized genetic algorithms (GA) with new crossover and mutation operators to solve the short-term production scheduling problem of multi-mine mineral value chains (MVC). The preceding problem consists of determining the extraction sequence and destination allocation of blocks from all the mines collaboratively while closely meeting the quality and quantity requirements of the processing units subject to relevant technical and operational constraints. The short-term production scheduling is carried out at shorter scales wherein the operations are modeled in a great detail with large number of constraints. This makes the industry-scale instances of the problem computationally intractable for standard mixed-integer programming (MIP) solvers. Thus, a GA-based heuristic approach is developed to obtain nearoptimal solutions to the large-scale instances of the problem in a reasonable amount of computational time. Computational experiments show that the developed GA-based method is a promising way to handle industry-scale instances of the problem. Moreover, the sensitivity analysis on various parameter combinations of crossover and mutation operators indicates that the customized global mutation operator, when used in combination with the customized crossover operators, took on average 12.5% less time than the customized local mutation operator to converge to a solution.

May 21, 2022

By Bill Dershowitz

Consider a deep gold orebody with grade of 4 g/t (0.11 oz/st). At the time of this writing, with gold prices at historic highs, it could be a good, but not great, prospect. But if it is a vein deposit, and those veins are 200 g/t (5.8 oz/st), it would be significantly more attractive if there was a way to produce directly from those veins, leaving the rest of the rock in place. [Figure 1 The red around each of the four injector wells shows areas of high pressure, where the lixiviant fluid is pumped into the rock mass, with orange and yellow indicating dissipated pressure. The black lines indicate some of the fracture pathways through which the lixiviant, with absorbed metal, flows toward the central recovery well where low pressure is indicated in blue. Lixiviant is pumped out through the recovery well. Image courtesy of Golder Associates.] There is a way to do this, in situ leach (ISL) or solution mining. It has been a viable commercial technology for more than five decades.

Jan 1, 2011

By James Humphrey

There is a natural resistance to change in any form. When it comes to implementing a game-changing technology like autonomous haulage on an operating mine site, the resistance can at times appear insurmountable. Whether based on real information or misguided preconceptions, it?s essential that we don?t underestimate the effort it will take to overcome this resistance, while clearly recognizing when it?s worth the effort. These realizations did not happen overnight for sites where autonomous haulage has been implemented. Nor did they happen overnight for manufacturers of autonomous mining equipment. Caterpillar, for example, began building toward autonomy more than 30 years ago and had a truck operating in the mid-1990s. Lessons learned during those early years led to the realization that there was much more to be learned ? not just about the machines themselves, but about the systems and knowledge that must be in place for a successful implementation. Working closely with customers, initiating real-life demonstrations on mine sites, having discussions with regulatory agencies and other stakeholders ? these and many other activities were necessary before autonomy could be fully and successfully launched. After decades of effort, Caterpillar?s first official commercial autonomous mine site went to work in 2011 in Farmington, NM.

By R. E. Vivas, J. A. Villa

"Located in the state of Colima, Peña Colorada is one of the largest iron ore operations in Mexico. The project is owned in equal parts by ArcelorMittal and Ternium. Though boasting a production capacity of 4.1 Mt/a (4.5 million stpy) of concentrate per year, Peña Colorada is faced with declining ore grades. In order to respond to this situation, Peña Colorada had to expand production even further. This expansion created various challenges that were overcome by the adoption and application of new technology. Examples of these technological innovations are discussed in detail in this article and include improvements in geo-modeling, mine planning, and mine operations. The successful implementation of these technologies paid for itself many times over, and has led to significant improvements in production and performance, while lowering the operating costs and reducing the variance between planning and execution.Project overviewPeña Colorada is a mining company that produces about 30 percent of the iron ore in Mexico. This project generates about 1,200 direct jobs and 3,000 indirect jobs, making a significant contribution to the local economy. Similarly, Peña Colorada invests in its local communities through numerous educational programs, scholarships, university agreements, social development, environmental agreements, etc. Peña Colorada’s operations consist of an open pit mine located in Minatitlán and a pellet plant located in the port city of Manzanillo, as shown in Fig. 1. Technological innovationsMost mining projects around the world typically follow the logic of “mining the next best ore.” Consequently, head grades tend to decline over the life of the mine. In the case of Peña Colorada, a decline in head grade combined with a decline in iron ore prices forced the operation to adapt to a new business environment and adopt new technologies to face these challenges. However, the first step along this process was to increase the confidence and reliability of the resource model. This task involved additional drillhole campaigns coupled with more detailed modeling techniques. Once the block model was completed, new optimization studies and production schedules were evaluated with new optimization tools that improved many aspects of the mine plan. The Peña Colorada block model has undergone 3 expansions to reflect additional information not available in the past. The model has expanded to the East and Southwest. The latest model expansion increased the total number of benches to 98 as a result of positive exploration results. Similarly, new geotechnical studies were prepared, which provided new guidelines for pit slope design, and new technology was implemented to monitor ground movement and slope stability. Two sectional block model views in Hexagon Mining’s MineSight 3D, along with the pit designs and geologic solids are shown in Fig. 2."

Feb 1, 2017

By Yves C. Lizotte

Although blasting remains the most inexpensive method of fragmentation in hardrock mining, the significance of the costs of blast-induced rockmass damage in terms of mining efficiency and safety is becoming increasingly recognized. There is no straightforward and systematic method of adequately measuring blast damage in on-going mining operations. This paper considers various techniques available to measure blast damage, making particular reference to recent underground hardrock mine studies. It concludes by proposing a damage audit procedure for integration into routine mine production control.

Jan 1, 1996

By J. P. Kennedy

Process data managers or historians are recognized as essential for reengineering projects in industrial plants. With increasing automatic data collection, the knowledge of how to use these data profitably grows as well. This paper is a summary of the data historian and its components plus examples of benefits including environmental reporting, performance monitoring, and exception reporting to management.

Jan 1, 1994

By Jon C. Yingling

Lean manufacturing, pioneered by Toyota, has been credited with the most significant improvements in production efficiency and product quality since the transformation from craft manufacturing to mass production in the early 20th century. It represents a comprehensive philosophy for structuring, operation, control, and management of production systems that is believed to have wide applicability. This paper outlines major lean manufacturing principles and discusses their potential for application in the mining industry.

Jan 1, 1999

By T. R. Ley

"INTRODUCTION Brutally honest mining executives will tell you that “safety is job #1 but.. dollars are also extremely important”. When economic times are tough, as they are now in mining, it can feel like you need to choose between safety and cost control. Leading edge companies know that it is excellence at both that provides the best performance. FLUID POWER SYSTEMS Fluid power systems are ubiquitous in mining – longwall systems, continuous miners, drills, haul trucks and excavators, etc. And fluid power systems are getting more powerful and using higher pressures to move greater volumes and achieve higher productivity. Average operating pressures in mobile equipment has been rising to 450 bar (6,500 psi) over the last decade. With increased system pressure comes ever increasing levels of stored energy. Stored energy that, if released in an uncontrolled fashion, can do tremendous harm to people and things.Fluid power systems are composed of pipe, flexible hoses, pumps, valves and actuators. They are filled with fluid (mineral oil or fire-resistant) to transmit power to where it’s needed for performing work. With time and use fittings can loosen, component performance diminishes and hoses wear and tear. In hostile environments, like coal mining, hydraulic hoses can fail in as little as 2 years according to DGUV (umbrella association of German Accident Insurers), maybe sooner in some particularly challenging environments. FLUID POWER SYSTEM SAFETY While appearing simple and benign on the surface, fluid power systems, particularly such systems on mobile equipment, have many potential hazards. Hazards that most workers aren’t aware of – particularly young, new hires. And those hazards that can quickly turn deadly. During the past couple of years, including at last year’s SME Conference, I talked to a wide variety of mining people about high pressure fluid injection injuries. Some people, often with little or no field experience, never heard of it. But, people with mine operations / maintenance experience were almost always aware of such injuries.Some had even seen it happen right in front of them. But most claimed it didn’t happen all that often. It just wasn’t seen as a problem!"

Jan 1, 2016

By Sam Lo Grasso, Carlos Herranz Calvo, Stuart Warren, Ted Giesing, Charles Marchesano

Mott MacDonald and Project Management Advisors are providing Technical and Project Management services for San Diego County for the Courthouse Commons Project. The Courthouse Commons Project involves the redevelopment of three downtown blocks owned by San Diego County and construction of an Inmate Transfer Tunnel between the County Central Jail and the San Diego Central Court. The tunnel will be 327 feet long, crosses the San Diego Fault and is being constructed using the Sequential Excavation Method (SEM). This paper discusses the history and procure‑ ment strategy for the project, the technical aspects of the transfer tunnel and the con‑ struction progress of the tunnel to date.

Jun 13, 2021

By G. Blackwell

In the 1980's the Canadian surface mining industry was confronted by declining competitiveness in the face of low cost foreign producers and alternative materials. Low metal prices undermined profits for many mining companies. Restructuring, rationalization, capacity reduction, technology transfer, as well as favourable currency rates and higher commodity prices, helped revitalize the industry by the close of the decade. Now in the 1990's, however, the need to improve competitiveness for profitability has re-emerged in greater intensity. In the current climate it is considered that there are three strategies available to industry to ensure profitability: continued rationalization and restructuring; optimization of operating practice; and technology development and transfer.

Jan 1, 1993

By M. Paul

"INTRODUCTION In 1990, the uranium production of SDAG Wismut in East Germany was stopped. 45 years of inconsiderate destructive exploitation had scarred both landscape and nature. With the “Wismut law” which came into force in December 1991, the Federal Republic took responsibility of the remediation of the legacies from former uranium ore mining and milling in Saxony and Thuringia. A unique opportunity turned out in order to remove environmental damage, to enhance the life quality of the local population, to shape new landscapes and to advance the economic restart. (1) The results of nearly 25 years of remediation activity are evidence that this opportunity was used at all former SDAG (Sowjetisch-Deutsche Aktien-gesellschaft) Wismut sites. The reference project “Wismut“ has evolved into a joint project of all parties involved and radiates beyond the affected regions. This is particularly reflected by the Know-how transfer starting from Wismut and the increasing activities for third parties abroad.WATER MANAGEMENT AT WISMUT REHABILITATION Within the Wismut project, water management and conventional technical water treatment are by far the most cost-intensive long-term tasks of the remediation programme. Over the medium term, there is no viable alternative to the operation of active systems to catch and treat contaminated mine waters at the Ronneburg, Schlema, Königstein, Pöhla, Seelingstädt and Helmsdorf sites. Based on the status quo, this paper outlines the key issues of the Wismut GmbH water management strategy over the medium and long term. It is focused primarily on achieving protection goals for potentially impacted water bodies in the surroundings of Wismut sites and on optimising associated remediation expenditures as well as on creating the prerequisites for achieving low post-remedial care and maintenance or walk-away system status over the long term. (2) The applied mining practices during the active SDAG Wismut period have not been up to the high standards of modern mining operations and their requirement to leave former production premises and deposited residues in a condition that was not only physically but also chemically stable. Rather the emission of mine and seepage waters laden with high acidity, metal and salt content is a frequent corollary and difficult legacy of historic mining and processing operations (4, 5). As a consequence, the control or mitigation, respectively, of environmental impacts associated with contaminated mine waters ties up enormous public resources worldwide (6, 7)."

Jan 1, 2016

By Crystal Poon, Paul Matlashewski, John Morkeh, Kathryn Dorfschmidt, Jose Carvalho, Chad Williams

Rockfall hazards are ubiquitous in mining environments making their control critical for safe mining operations. The complex processes involved in rockfall events necessitate a probabilistic modeling approach with well-calibrated material properties. The controls designed to mitigate rockfall hazards need to be reliable, efficient, and safe to deploy to meet the constraints present at an active mine. This paper presents an innovative solution to rockfall at Rio Tinto’s Bingham Canyon Mine. The solution incorporates the site-specific calibration and creation of a predictive rockfall model with the design, field testing, implementation, and monitoring of the rockfall controls.

By Crystal Poon, Paul Matlashewski, John Morkeh, Kathryn Dorfschmidt, Jose Carvalho, Chad Williams

Rockfall hazards are ubiquitous in mining environments making their control critical for safe mining operations. The complex processes involved in rockfall events necessitate a probabilistic modeling approach with well-calibrated material properties. The controls designed to mitigate rockfall hazards need to be reliable, efficient, and safe to deploy to meet the constraints present at an active mine. This paper presents an innovative solution to rockfall at Rio Tinto’s Bingham Canyon Mine. The solution incorporates the site-specific calibration and creation of a predictive rockfall model with the design, field testing, implementation, and monitoring of the rockfall controls.