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Choosing the right valve for corrosive, abrasive slurry applications requires exacting analysis and a comprehensive understanding of the complete slurry process. Within the realm of flow control in abrasive and corrosive slurry applications, there is no room for a one-size-fits-all approach. To ensure minimal maintenance, maximum uptime and the lowest overall cost of ownership, the slurry processing toolbox must contain countless alloy and elastomeric pairings ? each carefully targeted to the particular process medium and conditions. This materials selection process is best tackled by turning to expert slurry application engineers and valve product managers who work closely with customers to specify the optimal valve for the given parameters. ?When plant operators and design engineers apply conventional valves in abrasive applications or use metal seated valves or simply apply the wrong valve for a particular flow control situation, it typically leads to rapid valve failure, the potential for hazardous leakage, unexpected shutdowns and costly downtime,? said Cal Cobb, valve products manager for Weir Minerals North America, manufacturer of Isogate slurry valves for service in mining, minerals processing and metallurgical environments.

Jan 1, 2011

By D. S. Dinsmoor

Boron, estimated to comprise about 0.001 percent of the earth's crust (Fleischer 10), as an element is never found free in nature, although its compounds are found in many localities. the borates are the most important. Sassolite (B(OH)3) and boracite (Mg6C12B1406), non-borates, are-of-minor importance. The crystal structures of most natural borates are still unknown. A classification based solely on the ratio of boron to the total number of cations has been devised (Palache 28). This classification divides the borates into four, sub-groups; anhydrous borates, hydrated borates, borates containing hydroxyl or halogen and compound borates. Only four or five minerals of the hydrated borates group have ever been used commercially. In more recent years, the sodium borates have comprised all but a 'small fraction of all borates used. Borax, the hydrated borate compound, is the most important of all boron compounds. It has been used so long and so often that the layman often confuses borax and boron and, applies the terms synonymously.

Jan 1, 1958

By D. W. Mitchell

Never increase, reduce, or remove ventilation without unquestionable, compelling reasons. This rule applies every day as well as when fighting fire, attempting to find survivors, or recovering the mine. Right now in some mine a miner is adjusting a regulator in one place to get more air into another. The chances are the desired result will be achieved. Has the miner done a good thing? NO! Solving the immediate problem reinforces the belief he or she can do it again. That "again" might be, to give but one of many examples, the explosion in Greenwich No. 1 Mine. Robbing the proverbial Peter can be the prelude to disaster in a mine. Reducing the airflow is a common practice when fighting a mine fire. In fact, some people have been taught to do that at MSHA's academy. People who believe that to be proper must be people who never experienced a fire. To fight most fires you have to scramble to get enough air. An explosion demands totally different "thinking". If people are soon to go into the mine, DON'T adjust the ventilation. If teams are in the mine, each affected area must be explored or sealed before making any ventilation change.

Jan 1, 1993

By P. C. Thakur

Methane has been a hazard since the beginning of coal mining and has influenced, more or less, every aspect of coal mine design. It is receiving increased attention lately because the rate of methane emission in coal mines is increasing as increasing demand for coal leads to exploitation of deeper seams and the use of higher productivity equipment. Consequently, the government and private industries have directed a great deal of effort towards understanding and solving the problem of methane emission in coal mines. In the United States, Consolidation Coal Company has pioneered research in this area since the early 1950's.1 Currently this work is being expanded by Consol through the Mining Research Division of the parent company, Continental Oil (Conoca), to find new techniques for degasification of virgin areas as well as control of methane in gob areas. Basic reservoir properties of coal seams, such as gas content, reservoir pres-sure, diffusivity, porosity and permeability are better understood today largely through the efforts of the U. S. Bureau of Minese2,3,4 It is possible now to identify and model the basic mechanism of gas emission from coal and to forecast steady as well as unsteady state emission of methane in coal mines with some degree of reliability. Combining this knowledge with any ventilation simulator should often identify problem areas in advance and permit adequate methane control measures to be planned.5 Another recent innovation in methane control is the horizontal hole drilling technology. The U. S. Bureau of 1-1ines and the Mining Research Division of Conoco have independently developed techniques for drilling horizontal holes 300 to 600 m deep6 The Bureau's method employs a rotary drill string while Conoco uses a non-rotating string with a down hole drill motor. It is the authors' view that the latter provides more positive control on bore hole deviation both vertically and laterally and appears to be faster, though somewhat more difficult to operate. The rate of methane emission depends on a number of factors which can be broadly classified in two groups. These are (1) the basic reservoir properties of

Jan 1, 1977

By Greg Border

Many unique ventilation problems have been faced as Avery Island Mine's large openings have been mined. High humidity of outside air combines with the hygroscopic salt to create a corrosive atmosphere. Massive rooms preclude routine use of brattices to direct air flow to the working faces. Large amounts of explosives are consumed in single blasts. Resulting concussion pounds air control structures and ANFO ignition creates large amounts of nitrogen dioxide in single rooms. Geologic constraints confine new shafts and slopes to areas thought to be free of potential ground water hazards. Dust control techniques are limited by dry product demanded by customers. The Avery Island Mine's ventilation system has evolved to deal practically with the conditions and to dependably provide fresh air to the miners. International Salt Company's Avery Island Salt Mine, a multiple level room and pillar operation, has been mined steadily since about 1900. It is known as one of the "Five Island" salt dome mines of South Louisiana's Gulf Coast. Production from the area places Louisiana first in United States rock salt mined tonnage, according to the United States Bureau of Nines, 1982 (1). International Salt Company is a major force in U.S. salt production, as it also operates mines in Detroit, Michigan; Cleveland, Ohio; and Retsof, New York; a solar salt facility in Bonaire, Netherlands Antilles; and a solution mining plant at Watkins Glen, New York.

Jan 1, 1983

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 Samuel S. M. Chan

Rock surrounding mine openings frequently is an impermeable type such as shale or granite. Most rock, however, has joints, bedding planes, cleavage planes, or other potential discontinuities. Permeability to fluids (gas or liquid) may exist via natural joints or fractures in an otherwise impermeable rock. In the mining situation, tectonic and induced tensile and shear stresses may be great enough to cause joints to open or fractures to develop in previously solid rock. The rock, as a result, becomes less self-supporting and may - require artificial support such as rock bolts or timber. Simultaneously, as fractures develop, permeable paths may be created. If fluid can be injected into a previously solid and impermeable rock mass, a logical conclusion is that a fracture (crack) flow path must be transmitting that fluid. The U.S. Bureau of Mines Laramie (Wyo) Energy Research Center has been evaluating results of in-situ oil shale fracturing (hydraulic or explosive) and retorting experiments by. a fluid (air) injection , and borehole air flow profile logging technique since 1956 (1, 14, 15). In the oil shale case, it is imperative to know the location and flow capacity (permeability) of natural fractures, if they exist, and induced fractures that inter-connect vertical wellbores at depths of fifty to several hundred feet. By injecting air into one wellbore in a system of several wells and measuring input volume and pressure while simultaneously measuring the output of other wellbores, the minimum areal extent of interconnecting permeable fractures can be determined. Exact locations (depths) of fractures and individual fracture flow capacities between wellbores can be determined by air flow profile logging (14, 15). Knowledge of fracture locations and permeability is essential to rational experimental in-situ retorting design.

Jan 1, 1973

By John S. Lagarias

When ore bodies are faulted or mill feed turns refractory, mining managers and engineers act vigorously to convert imminent failure into eventual success. The recent proliferation of onerous "environmental" regulations and restraints is likewise a threat to successful mining enterprise, in some ways more insidious and dangerous than the problems presented by natural obstacles. The regulatory burden has become so heavy that a pall of pessimism covers much of the mining enterprise. In this paper we frankly recommend a Pollyanna approach, making not just "the best of it" but directing the whole environmental process: first, to improve our planning, engineering, and operating procedures; and, second, to demonstrate the need for modification of laws and regulations which are intolerably burden-some to both the mining industry and the public. It is customary for government officials and environmentalists to point out how great are the new environmental regulations and how successfully these have improved the natural environment in particular and the quality of life in general.

Jan 1, 1978

By Fabio Mielli

Encompassing between 20 and 40 percent of the typical mining operational costs, energy in mining operations is a growing concern for the industry. However, this concern is a complex, multi-faceted variable that involves government regulations, societal pressures, cost and competitiveness. Managing energy efficiency is becoming a keystone of successful companies. The suggested energy strategy in mining and mineral processing operations must follow a well-structured approach to include the following: ? Understanding where energy is being used and why. ? Recommending and implementing energy conservation measures. ? Driving visibility to targets and results. ? Leveraging the energy spent across the enterprise. ? Developing a robust energy and sustainability strategy. Additionally, it must ensure that all decisions support the financial and operational integrity of the business.

Jan 1, 2012

By H. M. Park

Risk is a major factor in all mining activities, arising from many internal and external variables. The authors? research has resulted in a systematic method for the quantification of risk in mining projects (Park, 2012). This research will be presented in a series of papers, this one and two more that will be published on Mining Engineering?s web site, www.me.smenet.com. This paper identifies the variables associated with risk in mining projects, and their effects. The second paper discusses methods of assessing the overall risk associated with those variables, and presents a statistical model based on a survey of 31 experts. The third paper presents an evaluation of the statistical model, using data from previous mining investment decisions in which the authors have been involved. There are several major competing entities, including BHP Billiton, Rio Tinto, Anglo American, Xstrata, Freeport-McMoRan, Chinese government- run companies and Japanese trading companies, that have large foreign holdings, controlling deposits in most of the world?s established and productive mining districts. In general, the mining industry considers the United States, Canada, Australia and the European countries to have good mining investment environments, but because the major companies have already achieved market dominance in those countries, large investments are required there. Newcomers seeking to enter the industry, either as producing companies or as investing partners, often have difficulty breaking into these established markets. Thus newcomers are increasingly turning to new areas like South America and Africa, which are relatively less developed. The competition among businesses to secure a share of the new market is intense, but there are still good investment opportunities. However, because most of the countries in these areas are not well developed, several additional risks are associated with participation in mining projects in those areas.

Oct 1, 2013

By C. R. Nailler

Two recently published papers describing the use of psychological tests for selection and placement of coal mine personnel have created considerable interest within the Coal Industry, one paper, published in the April 1957 "Mining Congress Journal," entitled "Personnel Evaluation and Training," discusses the use of tests by the Christopher Coal Company, The second paper, published in the "West -Virginia Coal Mining Institute's 1957 Report" and in the September 1957 "Coal Age," entitled "Testing to Select Better Personnel for Coal Mining Today," outlines Hanna Coal Company's test and selection procedures. Since these rather detailed sources are readily available, and to avoid repetition of the material in them, we will confine this paper to a very brief review of the essential steps already taken by these companies and a more extensive look at newer material. Briefly, the Personnel Managers, Mr. Harold L, Durrett and Mr. Albert M,. Rowe, of the Hanna Coal Company and Christopher Coal Company, in conjunction with Dr. Quin F, Curtis, Head of the Psychology Department of West Virginia University, developed two different groups oftests for coal mine personnel, The first group oftests was designed to assist in the selection of supervisors. These tests of the supervisory group were "The California Short Form Test of Mental Maturity - Advanced Series," which gave an I.Q. rating, and the second test is known as "The Minnesota Multiphasic Personality Inventory," which measures several personality characteristics, These tests must be given, grade, and interpreted by a person trained in psychological testing. As a result of testing all of Christopher's supervisory employees (seventy in number) by this method, and then comparing the individual results with the individual ratings of the foremen on the job, a so-called foremen's scale was developed. If this resulting foremen's scale had been used to select the foremen who were rated as, the best men in on-the-job performance, it would have correctly identified seventy-four percent of that group.

Jan 1, 1958

By R. E. Gertsch

A mobile-modular carbon adsorption mill design and operation for small to medium sized heap leach precious metal mines is presented. In the mobile-modular strategy, charcoal columns with adsorbed metal move from small strategically located carbon adsorption loading stations to a central stripping facility and back. The design has many advantages: 1) It scales-up from pilot plant to full production. 2) It has low capital requirements. 3) Operational costs are competitive with other systems. 4) Mill production can react quickly to changes in ore grade or property area. 5) The solution circuits are simple and easy to maintain. 6) Charcoal damage is reduced.

Jan 1, 1993

By R. G. Hite, R. G. Rowe

The Crandon deposit, located in northern Wisconsin, is a 65.8 million ton Precambrian volcanogenic massive sulfide deposit which averages 1.4% copper and 5.8% zinc. The deposit is classic in origin, mineralogy and shape. Comprehensive understanding of the geology of both the deposit and the project site has been fundamental to the credibility and success of project feasibility studies and regulatory permit preparation. Mine development in the current investment and regulatory climate requires thorough and timely application of geologic tools. From 1977-1980 geologic activities were focused on the typical objectives of orebody delineation, reserve estimation, depositional geology, and general site investigation. Results from these programs formed the basis for the project's preliminary feasibility studies. Since 1981 further geologic investigations have provided criteria for project design, site management, and operational permitting. Activities have included mine entry position definition drilling, devel reserve modeling, large diameter (150 mm) core drilling for mill pilot samples, rock mechanics testing, and evaluation of the glacial overburden/deposit geohydrology for computer simulation.

Jan 1, 1992

By K. Thomson

The Mule Canyon gold deposit, located 14 miles ESE of Battle Mountain, Nevada, was discovered in 1986 as the result of a GFMC grass-roots exploration program. Drilling to date has identified six discrete orebodies which contain a demonstrated gold reserve of 8.487 million tons at an average grade of 0.136 oz/ton, totaling 1,152,000 ounces. Mineralization is associated with argillic alteration and silicification, localized along NNW trending high-angle faults within Miocene basaltic andesites. Trace element geochemistry at Mule Canyon is typical of upper level hot spring precious metal systems, displaying elevated Ag, As, Sb, Hg, and Se.

Jan 1, 1993

By Russell Barr

Operational excellence is generally known as a management system integrated across critical functions that is geared towards continually improving operational performance. Functional areas such as health, environment and safety, quality and human resources are the focus of many corporate-wide operational excellence programs. Operational excellence also focuses on improving areas such as customer orientation, employee empowerment as well as process, and systems optimization. It is widely viewed as critical to sustaining business performance improvement. Although it is difficult to find a universally accepted definition, or even common foundation in many respects, operational excellence remains a popular term in the business world. Many organizations have developed their own version of organization excellence, influenced by such individual factors, other similar institutions or even third-party service providers. A mining organization is no different from other organizations in that adopting and implementing effective operational excellence programs can dramatically improve business execution and performance across regional or global interests. This paper brings together various perspectives of operational excellence and reconciles them for a useful composite for the mining industry. While most agree that operational excellence should include normal functions in a manufacturing operation such as production, maintenance and engineering and processes such as quality, environmental and continuous improvement, many other factors for operational excellence seem to vary from perspective to perspective. Thus, programs that manufacturers engage in may seem the same, but may, in fact, be different in key areas. This may affect organizational performance in tangible ways. Management must buy into the company?s definition of operational excellence and be dedicated to achieving it. A review of many of the existing definitions of operational excellence, explicit or embedded as part of a program, seems to yield the following common factors: ? It should help organizations better execute their processes and services. ? It should be geared towards improving quality ? It requires that the various operations should be aligned with the overall enterprise strategy. ? It should be geared towards continuous improvement. A composite of operational excellence definitions suggest that it is: ? Geared towards helping the organization achieve sustained profitability; ? tied to strategic alignment and business objectives; ? tied to solid investment strategies; ? integrated as part of the culture, process, time plan and performance; ? a relevant performance measurement system; ? extended to include all aspects of the supply chain (including external suppliers); ? integrated with health, safety and environmental (HSE) aspects. And, while the pursuit of operational excellence intuitively suggests that businesses should improve, it is very difficult to achieve given the difficult challenges facing companies today. Mining businesses face numerous pressures to perform in a global marketplace such as demand, energy cost, variable cost and pricing fluctuations as well as infrastructure challenges to further confound the environment. Companies generally must look to the following:

Jan 1, 2009

The Global Mining Standards and Guidelines Group (GMSG) is building an international, multi-stakeholder community to advance the availability and use of standards and industry guidelines for the global mining community. Standards and guidelines are key strategic tools for operational excellence, enabling companies to move forward with efficient, innovative operations with reduced risk. Launched in May 2012, the GMSG is the first international center to bring together information, resources and collaborative projects for mining standards and guidelines, in an open, knowledge-sharing forum. The GMSG is supported by five partner organizations providing outreach and helping to guide GMSG activities: the Canadian Institute of Mining, Metallurgy and Petroleum (CIM), the Society for Mining, Metallurgy and Exploration (SME), the Australasian Institute of Mining and Metallurgy (AusIMM), the Southern African Institute of Mining and Metallurgy (SAIMM) and the Surface Mining Association for Research and Technology (SMART). GMSG was formed under the CIM Surface Mining Society, though its mandate extends to include underground mining as well. ?SME is supporting the GMSG as a key international activity to advance the implementation of standards and guidelines in our industry, and to provide a forum for our members to access, and contribute to, projects and information to assist their operations,? said SME Executive Director David Kanagy. ?We see the GMSG as a good example of ways the major mining associations can work together for the benefit of all our members.? The GMSG charter encompasses all standards and guidelines that apply to mining; however, a number of subject areas are now being spearheaded by six working groups, namely: ? Access and usage of data from mobile mining equipment onboard systems. ? Operational safety. ? Situational awareness (namely, a unified equipment operator interface). ? Underground operations. ? Asset management and operations data definitions and KPIs. ? Energy in communition.

Oct 1, 2013

By Floyd C. Bossard

In underground mining operations, the over- riding issue has to be protection of worker health and safety. The employees underground, making a living in a dangerous occupation, know these are major issues. These men bargain their lives and health on the presumption that the operating management knows its business, and they, the underground employees, can pursue their occupation with the assurance that management has provided a safe and healthy ambient underground environment. When management assumes the mantle of protection of underground workers, it has to be positive that qualified engineers have designed the project, and that capable operating personnel are in charge and always available. Those persons with these responsibilities must be knowledgeable in the engineering and occupational health aspects of sine ventilation. The ultimate function of a mine ventilation system is to provide a comfortable, healthy and safe ambient environment for the underground workers. The attainment of these objectives has been complicated with the increased application of electrical equipment and diesel-powered mechanized mining equipment underground (discharging toxic diesel emissions); increased production rates with the attendant increased production of airborne dust; and mine development in increasingly hostile mineral formations containing combustible strata gases, radon gas emissions, along with high heat and humidity. In general, the modern mechanization of present mining operations has resulted in a sore complex set of problems for the engineer planning the underground ambient environment.

Jan 1, 1983

By A. Heriba

Cyanide is highly toxic to humans and other organisms. Concentrations of RCN as low as 0.05 ppm can be lethal to fish (Scott and Ingle', 1981). In wet climates and in colder climates where natural degradation is slow, it is becoming mandatory to destroy cyanides in effluents before they can be discharged. The disposal of spent gold ore as tailings from cyanide heap leach processing facilities is a matter of concern to the public, the mining industry, and regulatory agencies. South Dakota mining laws and regulations require that spent ore be neutralized to a suitable level with respect to cyanide before disposal (Durkin, 1990). To safeguard the environment and protect ground-water and surface-water supplies adequately, a reliable test is needed to determine the amount of cyanide in the solid spent ore.

Jan 1, 1993

By L. Hoffman, F. Seymour, S. Hoerger

Newmont has a large integrated operation in Northern Nevada with numerous mines, stockpiles, and processing facilities. There are over ninety defined metallurgical ore types and over sixty defined gold recovery process options. To take better advantage of the available synergies, a complete Nevada wide mine plan and process model along with a mixed Integer and Linear Programming optimization tool has been developed and implemented. This system is maintained and operated by a Nevada Planning Group. Standard in-house planning software tools and methods have been implemented at all mine sites. While increasing the effectiveness of planning in Nevada, these changes have allowed a significant reduction in overall Mine Engineering staff.

Jan 1, 1999

By Arthur S. Cornford

According to Arbiter (Reference 1), the ball mill was invented by Brückner in Germany in 1876 and was first used in the United States on ores about 1905. The basic concept was a simple rotating cylindrical drum in which the tumbling action of the charge of material and grinding media resulted in size reduction of the material. Despite the very low mechanical efficiency of this method a number of factors have caused the tumbling mill to remain, by far, the most widely used piece of equipment for mineral grinding. The principal factors influencing this situation have been simplicity of design, ease of manufacture, ready adaptability to familiar material handling layouts and the absence of practical alternatives acceptable to the industry. In the early mills, the material was ground in batches, the mills being charged and discharged through doors in the shell. The shell was supported by means of solid trunnion shafts resting in plain bearings and the drive was accomplished through one of these shafts. In some later batch mills, the mill shell was supported on rollers which were also used to drive the mill. At an early stage, continuous operation was made possible by feeding and discharging the mill through hollow trunnions, the method still in most widespread use. The mechanical and structural design of the early mills was not an onerous engineering task. Norse sense and good practical knowledge were key qualifications. The mill shells had to be heavy enough to withstand the physical abuse they would receive in the field and the bearings had to have low enough unit pressures and sufficient wear retol to ensure several months of operation before the need for replacement occurred. When these requirements were satisfied, stresses developed in the equipment during operation were insignificant and the majority of structural failures were probably due to the use of inferior materials in manufacture. Over the years, the ever present demand for increased productivity has resulted in a steady Increase in the size of units of production equipment, including grinding mills. Arguments have been presented elsewhere, for and against the Idea of a high throughput single line grinding operation as opposed

Jan 1, 1972