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By Frank Cook

As in other areas of the country, surface coal mine productivity in the Central Coal Province--primarily Illinois, Indiana, and west Kentucky--has declined steadily since 1969 (figure 1). Productivity, as measured in tons of clean coal produced per man-shift, dropped 35 percent during the period 1969-1975. Unwelcome at any time, this phenomenon is particularly untimely now, when increased coal production is a national goal. The U.S. Bureau of Mines has been working with the coal industry to develop new operating methods and equipment to enable increased productivity and improved reclamation performance in surface coal mining. Several projects have involved identification and evaluation of existing overburden handling and reclamation practices, and development of means to improve operational procedures. Some results of one of those projects, as they apply to the Central Coal Province, are summarized in this paper.

Jan 1, 1977

By C. M. Jones

The training program developed at Sierrita over the last twelve months has led to several significant improvements in both safety performance and productivity. Our most easily quantified results have been in truck productivity, where we have also experienced a 6% decrease in truck cycle times. We feel this is due to increased skill levels and awareness on the part of our operators due to our new training effort. The cycle time improvement has resulted in an increase in Truck productivity of 6%. Costs associated with productivity training have been $160,300. This includes program development and execution costs, as well as lost productivity during the training itself. These costs are offset by $1,400,000 in savings directly attributable to the increased skill levels of our technicians due to our training effort. As such, this represents a solid, high return investment at Sierrita.

Jan 1, 1998

By V. Galla

Waste rock facilities (WRF) generally have a large footprint depending on the strip ratio the mine plan provides. Considerable planning is involved during the initial phase of the mine plan regarding the location of the WRF. As the mining operations are commenced the locations of the WRF change accordingly with the variations in the mine plan involving feedback and support from local communities and stakeholders. Waste rock facilities management becomes challenging when the area available for placement is limited due to terrain topography, environmental and permitting constraints. Risks associated in the design of waste rock facilities constitute particle size of rock, chemistry associated with the rock for reactivity and stability of the over all facility. This paper will provide some insights on designing, scheduling and managing a WRF. Emphasis on geotechnical, geophysics and geochemistry aspects of waste rock with reference to design, construction process and scheduling of WRF are also presented. Design improvements in the reclamation slope of WRF for erosion control will be discussed. Continuous improvement (CI) methodology will be introduced in the process of WRF operations. Current practices and future recommendations towards sustainability and consistency in operating WRF will be discussed in conclusion.

Jan 1, 2011

By James P. Dorian

Dramatic economic and political reform is under way in the transitional economies of the world. Transition extends beyond the restructuring of a nation's economy and political thinking. It also affects social, cultural and even religious aspects of society. Transition is a long-term process and generally unstable as the pace of reform is rarely the same across the many spheres of society. As nations modify their economies, industrial activities - including minerals exploration, extraction, processing and trade - are also being affected, according to a Financial Times of London management report. Mining policies are being revised to encourage greater foreign involvement, while legal regimes are being rewritten to protect foreign investments. From India to Peru, and South Africa to Russia, countries have been preparing, improving and expanding foreign investment laws, mining codes and economic stimulus measures to accelerate their minerals development. Privatization of mining is proceeding in many nations. Meanwhile, corporatization of former ministries and government agencies responsible for mining is also occurring. According to Minerals and Mining in the Transitional Economies: Poised For the Future, common objectives in the restructuring of a mining industry are to enhance overall economic and industrial growth, improve efficiencies in mineral recovery and use, acquire newer, advanced technologies, reduce environmental repurcussions of mining and improve safety conditions. The nature of mining is changing noticeably within the transitional economies. The industry is becoming more re¬sponsive to market forces and private sector concerns. The new report examines the changing characteristics of mining in the transitional economies. These include nations moving from centrally planned to market economies, as well as countries in the midst of economic and political reform, including the liberalization of industry. Information is presented to help business planners understand the impacts of transition on mining activities and re-evaluate their longterm strategies and market development policies. The document is divided into 10 chapters. Five of them are devoted to the evolving mining industries of Russia, South Africa, India, Peru and China. These countries were highlighted because their minerals sectors are undergoing changes. These include the opening up of their resources to foreign mining companies. According to the report's author, mining in the transitional economies during the next decade will be characterized by: ? Continued rewriting of national mining policies to create more favorable investment climates. ? Increased exploration for gold and selected base metals in newly opened regions. ? Innovative project financing schemes involving multiple partners and international lending institutions, such as the European Bank for Reconstruction and Development (EBRD). ? Increased gold and copper ore production capacity resulting from new investment and expansion of existing operations. ? Continued geographical shifting of metallurgical processing facilities from developed to other mineral-producing nations. ? Privatization of state-owned mining and processing assets requiring advanced technologies for improvement or expansion. ? Increased awareness of environmental concerns in business decisions related to mining and metallurgy.

Jan 1, 1997

By Steve Kral

The mining industry has had three difficult years. Commodity prices have remained low and investor confidence in the industry has been shaken. And even though the Asian economy appears to be improving, it will be some time before this improvement will translate into better commodity price conditions for mining. In addition, increased environmental and social restrictions that have been placed on the industry in developed and developing countries have made mining a more difficult proposition. And, if that is not enough, the global mining industry has found itself in fierce competition with Internet businesses for investor capital. Despite that gloomy picture, more than 10,500 mining industry professionals from about 70 countries gathered in Toronto, Ontario March 5-10, 2000 for the Mining Millennium 2000 conference. This meeting was a joint effort between the Canadian Institute of Mining, Metallurgy and Petroleum(CIM) and the Prospectors and Developers Association of Canada (PDAC).The joint meeting also featured two trade exhibitions and more than 150speakers. PDAC’s trade show attracted about 400 exhibitors and an additional 200 in the concurrent Investors’ Exchange. CIM’s exhibition attracted about 600 equipment and service companies.

Jan 1, 2000

By Martin G. Casto

Mixer-settler extractors, among the oldest forms of extraction equipment, have been used since the beginning of this century. Over the past years, a very large number of mixer-settler devices have been designed and operated. Both batch and continuous flow mixer-settlers have been used. The continuous flow mixer-settler extractor offers a great number of advantages over other extraction equipment. The main advantage of the continuous flow mixer-settler is that it is a compact device. A large number of stages can be assembled in a relatively small area, and more stages can be added fairly easily. Many improvements have been made in the design of mixer-settlers. These improvements occurred in almost every phase of mixer-settler' operation; interface control, mixer design, intrastage pumping, interstage flow of the two liquid phases, and stage construction. It is believed that Barstow1 used one of the first continuous mixer-settler extractors. This mixer-settler had concurrent flow within each stage and countercurrent flow overall. The flow for both phases took place by gravity. The Barstow device and other early mixer-settlers had no separate interface control for each stage, therefore, "tilting" of the stages was necessary. In 1934 Holley and Mott2 designed a mixer-settler in which the heavy phase was recirculated within each stage by the use of a valve controlled central line instead of by a pump. Gordon and Zeigler3 in 1939 were among the first to use an adjustable valve to control the interface levels in a mixer-settler, making tilting of the extractor unnecessary. In 1952 Coplan et al. 4 used a modification of the Holley-Mott idea to build a highly improved mixer-settler with flat common walls, and with the

Jan 1, 1971

By Luciano Ramos, Daniel Santos

Igarape Bahia Mine, which is currently the largest gold producer in Brazil, belongs to Companhia Vale do Rio Doce - CVRD and is situated 250 miles south of Belem, state of Para, Brazil. It came into operation in 1992 with the startup of the CIP plant, fed with high grade ore, presently at 3.4gAu/t. The ore is totally oxidized, containing extremely fine particles of free gold. The ore is soft and low cyanide consumer, with a maximum work index of 12kwh/sht. In 1993 a Heap Leaching Plant was set into operation, handling low grade ore of · 1.s g Ault. The Heap Leaching Plant has undergone two major expansions. In 1994 its capacity was raised from lMtpy to 2,2Mtpy and in 1998, with a thorough remodeling of crushing operations, it was raised again to 3.5Mtpy. The CIP plant, which was originally designed with a capacity for l. lMtpy of ore, was expanded to a 2.2Mtpy capacity in 1994. Presently, the CIP plant accounts for most of Igarape Bahia's total gold output, with approximately 220,000oz per year. Igarape Bahia's annual output is around 360.000 oz. Over the last three years, work has been intensified to improve performance of both processes, aiming at maximizing productivity of the two industrial plants. Reduced costs and increased revenues have been given a special emphasis in the unified improvement program. Cost · reduction has involved developing methodologies to rationalize consumption of materials and inputs, while increased productivity has been given top priority as a means of generating increasing revenues. Thus, all of the improvement and development efforts have had a common goal: to increase operating income.

Jan 1, 2000

By C. L. Kosmoski

The mining industry faces many workplace hazards that are a threat to human health and safety. The Bureau of Labor Statistics has found that employees in coal mining are more likely to be killed or sustain an injury or illness than workers in private industry. These injuries are also likely to be more severe (Bureau of Labor Statistics, 2007). In recent years, coal mining injuries have attained national attention due to highly publicized disasters. Despite these threats to worker safety and health, the U.S. relies on the mining of coal to meet its need for electrical power, with42% of electricity in the U.S. generated through the burning of coal (U.S. Energy Information Administration, 2012b; United Mine Workers of America, n.d.). Furthermore, the production of coal continues to increase and reach record levels every year(National Mining Association, 2012; U.S. Energy Information Administration, 2012a). For this reason, the coal mining industry must continue to find ways to protect its workers while maintaining productivity. One potential approach to protecting workers while maintaining productivity is through improving the safety culture at coal mines. In order to achieve this culture, operators, employees, the inspectorate, etc. must share a fundamental commitment to safety as a value. This type of culture is known in other industries as a ?safety culture? and can be defined as the characteristics of the work environment, such as the norms, rules, and common understandings that influence facility personnel?s perceptions of the importance that the organization places on safety. Fundamental to improving safety culture within an organization is understanding the existing safety culture; improvements cannot be made without first elucidating areas that require improvement. This manuscript details the process undertaken by researchers at the National Institute for Occupational Safety and Health (NIOSH) Office of Mine Safety and Health Research (OMSHR) to assess the safety culture at five underground coal mines across the United States. The purpose of this manuscript is to introduce the mining industry to a multi-methodological approach to safety culture assessments. Further, it is the goal of this manuscript to highlight the value of including both quantitative and qualitative methods into safety culture assessments in order to obtain the most comprehensive view of an organization?s safety culture. Because this manuscript focuses solely on the methodology implemented, data and results obtained during the five safety culture assessments will not be presented in this manuscript, but will appear in a future publication.

Feb 27, 2013

By T. Freeman

In the past ten years, the Geotechnical Baseline Report (GBR) has arguably become the key document for tunnel construction. This report not only allocates much of the risk involved with the work, it serves as the basis for bid preparation and is used extensively in resolving disputes during construction. This paper discusses some important issues related to the GBR and presents suggestions for improving these vital reports.

The theme of the 2012 North American Tunneling conference (NAT) was ?Tunneling: Driving Value.? This theme best reflects where the tunneling and underground construction industry is to-day. Major advances that have been made in technologies have provided tremendous improvements in productivity, which, in turn, have allowed the industry to deliver more cost-effective and less disruptive solutions to the nation?s infrastructure needs. Despite a weak economy, domestically and globally, cities and states continue to spend billions on infrastructure improvements. For the underground construction industry, that means more transportation and water, wastewater, storm water projects and other underground structures. And, for each project completed, underground construction and tunneling technology grows. The NAT conference, put on by the Underground Construction Association (UCA) of SME, provides an outlet for technology transfers among professionals. This year?s conference, held in Indianapolis, IN June 24-27, attracted 918 attendees, up from 803 at the last NAT in 2010. The accompanying exhibit also featured 116 exhibitors occupying 140 booths. That was up from 108 booths in 2010. So, the meeting continues to grow as underground construction professionals throughout the world seek to learn from their peers.

Jan 1, 2012

By N. Kuyucak

Uranium ores leached with sulphuric acid typically have poor dewatering properties. Applicability of controlled neutralization where gypsum precipitates as crystalline particles, improving dewatering properties of material was examined. Neutralized material was then dewatered using paste thickener to increase underflow density. The objectives are to maximize water recovery due to water scarcity and to produce suitable cemented paste fill material for optimizing underground ore recovery. Work was performed on acidic slurry samples collected after leaching but before the resin-in-pulp uranium recovery. Controlled neutralization greatly reduced volume of neutralization precipitates giving higher densities and improving the dewatering (filtration) properties. As a result it would be possible to increase the water recycled to the mill. Another benefit is that sulphate in the recycled water was reduced to saturation limit minimizing scaling of process equipment. Additional test work is needed; however, Unconfined Compressive Strength results imply that controlled neutralization increases the strength of paste fill and possibly offers opportunities towards a viable backfill option.

Jan 1, 2010

By R. A. Winters

At the operations level, productivity is a principle key to profitability. If you are competing with other mines that are paying roughly the same wage rate and the same prices for capital, materials, and energy, the only way your profit can be greater is by producing more output per unit of input. Mines with higher productivity have higher profit margins. Higher profit margins lead to greater operating cash flow, and cash flow is what distinguishes a dog from a cash cow. The turnaround in U.S. metals during the 1980s was in large part due to incredible improvements in productivity. According to statistics compiled by Kaufmann, 1991, labor productivity, measured as tonnes of primary production/manhour, increased 64% in steel, 94% in copper, 75% in lead, 143% in zinc, 132% in molybdenum, and 75% in gold. These improvements were hard won. However, with most modernization programs now complete, measuring and monitoring productivity becomes even more important as producers strive to maintain the gains they have achieved.

Jan 1, 1993

By C. J. Toberman

Improvements in fine (28x0) and ultrafine (200x0) coal cleaning is an acknowledged goal with potential benefits in both steam and metallurgical coal markets. This work focuses on adaptation to fine coal flotation of FLOTE, a computer simulation model of the froth flotation process originally developed in the hard minerals field. FLOTE describes the flotation of solids based on particle surface activity, composition, and size. The quasi steady state model was applied to predict flotation performance at an Eastern Kentucky, full scale metallurgical coal preparation plant. Parameter estimation and model testing used detailed flotation test data from a five stage rougher flotation bank. Overall grade/recovery predictions compared well with known plant performance under variation of principally feed grade, plant throughput and reagent addition; however, grade/ recovery predictions for each cell weaken under overloading conditions. Analysis of grade/recovery over a range of sizes is presented. Suggested model improvements and extensions are discussed.

Jan 1, 1984

New Mexico?s active coal mines have reclamation challenges that are being successfully resolved through the application of geomorphic grading methods. Soils and overburden material are often of poor quality, and annual precipitation is low. Revegetation on south and west aspect slopes often failed to persist. The New Mexico Mining and Minerals Division had therefore been encouraging topographic diversity on reclamation to improve water harvesting and reduce the percentage of south aspect slopes. Steeply dipping, multiple coal seams may be mined by open pit methods. Structurally-controlled trellis drainage patterns that exist premine have to be replaced with dendritic drainage patterns on reclamation where the overburden had been pulverized. Sodic spoil material is prone to differential settling and the creation of piping features in areas where runoff ponds, which may lead to downslope instability. In each of these scenarios, the approximation of natural drainage patterns on the reclamation has reduced erosion and sedimentation by creating shorter slopes with correct profiles, and by improving conditions for revegetation establishment.

Jan 1, 2010

By James M. Peay

This paper discusses the recently completed organizational development research project, which was addressed to the underground mining industry. The three specific purposes of the project were as follows: (a) to determine whether Organizational Development approaches are feasible in the mining industry, (b) to provide a demonstration that Organizational Development methods can successfully contribute to the safety of underground mines, and (c) to compare the efficacy of classical Organizational Development methods, which are highly trainer- intensive, with trainer-nonintensive management development approaches. The term "Organizational Development" (OD) is here broadly defined as a management intervention for the purpose of assisting an organization with the solution of problems, which are seen by the organization as important. More specifically, we can define OD as a planned effort to improve the effectiveness of an organization through (a) team building and problem solving, which concentrates on the issues of immediate concern to the organization, and (b) efforts to improve organizational communication at all levels of the organization.

Jan 1, 1983

By Kadri Dagdelen, Steven Hoerger

For gold mines, orebody uncertainty is one of the leading causes of differences between planned and actual production. Geostatistical conditional simulations create multiple equally probable orebody block model realizations which are conditional to the current drilling information and demonstrate the sampled grade distributions and spatial statistics. These simulated block models are key inputs for a stochastic evaluation to show the likely range of grades and cash flows to be delivered by a mine plan. The stochastic evaluation outputs can be used to compare different mine plans in terms of expected values and risks to planned grades, production, costs, Net Present Value (NPV) and other plan metrics. For the McLaughlin gold mine, risk profiles are demonstrated to show how different mine, cut-off and stockpile strategies can reduce risk and improve expected value. The strategies considered were effective in improving expected NPV and reducing or eliminating tonnage uncertainty, but the strategies had little impact on reducing the uncertainty of NPV’s or mill grades. The stochastic evaluation process is also used to compare the risk impact of orebody uncertainty against the risk of not achieving planned mining tonnages or vertical advance rates. Risks for plans created with and without stochastic mine plan optimization are also compared.

Feb 1, 2025

By William Mark Hart

Newmont Mining's executive management launched an initiative in 1999 that was designed to engage the entire workforce in a continuous effort to systematically drive inefficiency out of the corporation. Built on a foundation of teams and teamwork, Gold Medal Performance (GMP) has had a significant and positive impact on the reduction of costs. At the same time, it has increased productivity, improved cash flow, and helped Newmont to further enhance health and safety programs. Currently, more than a hundred teams are working on improving line-balancing production and external communications at all levels of the corporation. The training and rigorous set of tools avail- able to and used by these teams were designed to help them improve communications, identify inefficiencies and their financial impact, develop and implement solutions, and finally, to measure the results of the process enhancement. GMP harnesses the energy, creativity, and productivity of the entire workforce.

Jan 1, 2001

By A. Roper

Since the Toronto conference in May 2002, the International Council on Mining and Minerals (ICMM) has made progress on the road to sustainability. Fifteen of the world?s largest mining and metal producing companies and twenty-five associations have made a long term commitment to ICMM to improve the environmental and social sustainability of their activities. Sir Robert Wilson (Rio Tinto) assumed the chairmanship of ICMM in October 2002. By December 2002, the Council had approved a Strategic Vision and an operating plan for 2003. Both have been posted on the ICMM website (www.icmm.com). ICMM?s Operating Plan sets out three priority tasks: - Providing strategic leadership to achieve improved sustainable development performance in the mining, minerals and metals industry. - Contributing to international policy discussions on cross-cutting issues of importance to the industry, in collaboration with national and commodity associations. - Promoting dialogue and partnership with other organizations to catalyze sector?wide sustainability initiatives.

Jan 1, 2003

Capital budgeting and investment analysis have, to this point, been beyond the scope of this text. However, a recent conceptual development by John K. Shank and Vijay Govindarajan in the capital budgeting literature is of interest to operations managers because it (1) employs some of the cost management tools outlined earlier in this text and (2) provides a useful framework for using cost management techniques to improve the competitive position of the firm. ft Shank and Govindarajan present a method of analyzing proposed expenditures that is not based on discounted cash flow measures. Their approach employs a combination of three analytical tools: value chain analysis, strategic positioning analysis, and cost driver analysis. In each of these, cost and revenue information is used in ways normally not associated with conventional budgeting. Using this framework, capital projects are selected based on their ability to improve the firm's strategic position. Shank and Govindarajan have termed this approach "strategic cost management."

Jan 1, 1999

By B. Elevli, M. D. G. Salamon

Production scheduling of an open-pit mine is one of the most important steps in open-pit mining. The mine's production schedule defines the distribution of cash flows and, as a result, directly influences the net present value (NPV) and overall economic feasibility of a project. The need to plan and operate a mine with an optimum production schedule has been obvious for some time, but the methods used to obtain such a schedule have not been so obvious. The current practice is to do a trial and error analysis by hand. In an attempt to improve the way production scheduling is currently done, a new computer based production scheduling algorithm was developed. This paper describes the fundamentals of this newly developed heuristic scheduling algorithm and its application to a gold deposit. The results of this case study show that the schedules, based on the new method, provide improved cash flows compared to production schedules done manually.

Jan 1, 1992