Search Documents

By Edward Holloway

The basis for the selection of the ultimate pit for an open pit mining operation is generally opaque. Some form of value-based analysis will generally guide the final decision; however, the value will often gradually plateau whilst the ultimate pit size continues to increase. There is no established framework to guide specialists in the selection of the ultimate pit, with such decisions regularly made on a somewhat arbitrary basis. The key component that is missing from the analyses typically used to select the size of the ultimate pit is risk. Once risk is quantified within the analysis framework, the decision-making range is significantly reduced, and the process for selecting the ultimate pit becomes more consistent, replicable, and defensible. This paper provides an approach to including risk in the process used to select the ultimate pit.

Feb 21, 2024

By J. W. Rold

In 1973 housing and construction conflicts threatened Front Range gravel resources. The legislature addressed the problem by passing HB 1529, which required the Colorado Geological Survey to map the deposits and forbid local governments to change lands over commercial mineral deposits from zones allowing mineral development to zoning which conflicted with development. It charged counties to develop Master Plans for Extraction. Plans must consider resource quality, multiple-sequential-use potential, surrounding area compatibility, neighbors, quality of Life, extraction maximization and reclamation potential. Imprecisely worded statutes, budgetary constraints, lack of enforcement and political pressures have limited benefits from the law.

Jan 1, 1987

By S. Amirshenava, S. Nadimi

"Premature and unplanned mine closure can result in significant adverse impacts on the environment and community and need to be managed appropriately. Risk management techniques can reduce the negative impacts and risks of early mine closure. Risk Assessment 3D Model, is an efficient tool to quantify risk. The aim of this paper is to identify the mine closure risks in Choghart iron ore mine, and calculate the overall mine closure risk level. The result shows that 51.4% of assessed risks have low risk level and the overall risk level of early mine closure is low. Keywords: mine closure, risk assessment 3D model, Choghart iron ore mine INTRODUCTION The modern mining life-cycle can be divided into three main stages; exploration, mining (opening and production) and post mining (mine closure, and reclamation). Mine closure is the critical component of the modern mining life-cycle and it refers to the period of time when the operational stage of a mine has permanently ceases (Heikkinen et al, 2008). Planned closure occurs due to the depletion of ore reserves, but sometimes it is premature. Laurance (2006) shows that only 25% of mine closure in the past 30 years was due to resource depletion and in 75% of the cases the mines were closed for the other reasons. Ghanbari et al (2010) demonstrated that 48.6 % of copper mine closure in the past 100 years was due to resource depletion and 51.4 % of copper mines have been closed due to other reasons. The main reasons of premature mine closure are as follow (Laurance, 2006; Ghanbari et al, 2010; Maiti, 2013): • Economic, (low commodity prices or high costs) • Geological, (over-estimation of grade and tonnage) • Geotechnical (adverse geotechnical conditions) • Technical (equipment failure) • Regulatory, due to safety or environmental breaches • Social or community pressures • Closure of downstream industry or markets • Flooding or inrush Minaei Mobtaker and Osanloo (2013) developed a mine closure prediction model based on the data collected from closed iron ore mines in the past 100 years. They showed that economic factors, exhaustion of ore reserve and geological conditions are the main reasons of iron ore mine closure. They treated mine closure as a decision making problem in order to predict the causes of mine closure, including the uncertainties of some mine plan parameter such as iron ore price, production and consumption."

Jan 1, 2016

By Patrick Linzer, Lindsay Linzer

By its nature, seismology has been a data intensive field since the first digital computers were introduced in the 1950s. The first empirical models were developed in the same period and are still widely used today, for instance, the Gutenberg-Richter frequency-magnitude relationship (Gutenberg and Richter, 1956). Machine learning (ML) methods make it possible to redefine these empirical models using large datasets and examining considerably more parameters, where their significance to the problem being addressed is methodically and repeatably evaluated using robust statistical methods. In this paper we develop a simple logistic model for the short-term prediction of seismic events above a threshold magnitude from a mine’s event catalogue comprising more than a million events with 14 basic parameters from which a pool of over 830 derived parameters was developed, covering a series of 11 precursory time windows. The logistic model was fitted stepwise using SAS with α = 0.025 for both entry and acceptance. 25 variables from the pool met the acceptance criterion. The findings were surprising in that parameters a rock engineer or seismologist might have expected to be the most significant in the logistic model were not; instead, it was an increase in standard deviation of the immediately-prior seismic magnitudes that carried the most weight, followed by the average maximum source displacement and median apparent volume change. These findings make intuitive sense because the increasing scatter of the magnitude shows an increasing number of large events being recorded that could be indicative of instability in the system that could lead to large events. The model is rudimentary and enormous scope exists for more exploration in terms of data pre-processing, model types, and response variable definitions.

Apr 26, 2022

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 G. T. Lineberry

A systematic, comprehensive, balanced approach is presented for underground coal mine design, capable of being standardized and generalized. This approach epitomizes professionalism and must preceed the physical product. Design involves a varied senior staff and requires extensive selective input data. Engineering follows a total systems approach, operating in and for a constricting geologic setting, heavily constrained for safety, health, and environmental protection. It must also anticipate execution and operation. Engineering prominence and momentum are maintained, with sub-optimizations balanced by judgments--the "art and science" of engineering. The flow-chart starts with organized input data: Company Capabilities, Property Description, Geologic Analysis and Reserve Analysis. Engineering combines Ground Control with Excavating and Bulk Handling to map feasible Mining Methods, the crucial Milestone Diagram. Layout and Sequencing follow, with numerous alternatives examined. Scheduling is performed on the best designs, using predicted advance (performance) rates. Active and mined-out areas are isolated into time-related parcels, or increments, for the mine life. Bulk Handling, Life Support (especially ventilation and drainage), and Normal Support systems occupy each parcel. Regulations are then checked. Management concerns are covered, and an Economic Analysis is performed for profitability. This and the design represent an Initial Tentative Solution. Continued iterations produce multiple and improved choices.

Jan 1, 1987

By C. C. Clark, D. J. Benton, J. B. Seymour, L. A. Martin

"The U.S. National Institute for Occupational Safety and Health (NIOSH) is conducting research on jackleg use and related accidents in underground metal mines. This paper provides an analysis and overview of jackleg drill usage, accidents, operational characteristics and alternatives, based on information from injury reports, legacy research, stakeholder input and published literature. The results indicate that jackleg drills are involved in more groundfall accidents in underground metal mines than any other drill, and jackleg-drill-related injuries are most prevalent at the face in the course of installing initial ground support. Practical mechanized alternatives to jackleg drills for drilling and bolting under incomplete support in narrow underground openings have not yet been realized. Small, versatile mechanized bolting equipment needs to be developed to address jackleg-drill-related accidents and improve safety at mines where jackleg drills are being used. IntroductionJackleg drill is a generic name for a handheld, rotary, percussion rock drill equipped with an attached reaction leg to provide stability and thrust (Fig. 1). All of the drill and leg controls are located near the operator’s handle at the rear of the head portion of the drill. Jackleg drills are classified according to the bore size of their pneumatic pistons, which normally range from 6.03 to 8.26 cm (2.375 to 3.25 in.) (Kurt, 1982; Clark, 2012). Jackleg drills typically weigh 46.7 kg (103 lb), but the weight can approach 54.4 kg (120 lb) after being fitted for operation with drill steel and air and water hoses (McKibbin and Clark, 2001). In underground mines, jackleg drills are commonly used to drill 3.8-cm (1.5-in.) diameter holes up to 1.83 m (6 ft) deep in rock."

Aug 1, 2016

By MANZOOR ALI BROHI, IZHAR MITHAL JISKANI, Atta Ur Rehman, SHUAI HAN, MUHAMMAD TARIQ, NIAZ MUHAMMAD SHAHANI

A thorough improvement in mine safety is contingent on many factors that require scientific decision-making for selection and prioritizing of important factors for safety improvement. Their analysis using an established scientific method can improve mines’ safety conditions and assist the administration for informed decision-making. This research establishes a mine safety evaluation index and proposes an integrative model based on the entropy weight and grey clustering methods. In the evaluation index, 27 significant factors of safety are identified and categorized into 7 criteria. The proposed evaluation system analyzes all indicators according to Pakistan’s current mine safety situation and their significance for potential safety improvement in the future. Results reveal that current safety practices are outdated due to a lack of mechanization in the mining industry and minimal capability of the management to achieve the desired safety targets. Appropriate safety policies and safety education are missing in the daily working environment. The lack of overseeing the execution of safety operations and the lack of ambition and strong work ethic workers contribute to the paucity of mines’ safety conditions. The prevention and control systems to manage risks and hazard are not in place, and the working environment in mines remain difficult. Therefore, to have enhanced mine safety, important factors can be addressed in chronological order, as presented in this paper. The proposed methodological approach can be applied to other prioritization applications to analyze the indicators and determine the appropriate management strategies.

Jun 14, 2021

By MYRIAM FRANCOEUR, JOHN R.R. BOWLING, ADAM MCFADDEN

As duct-fan systems push the envelope of power, length and cost, their design calls for a more comprehensive technoeconomic analysis to ensure they deliver the expected results without failure and cost overrun. This work explores the numerous factors to include in the design of an extensive (semi-)rigid duct-fan system. Besides delivering a given airflow, the system must satisfy component limitations and power constraints during its lifetime. We evaluate the assumptions underlying the positioning of in-line booster fans in a long gapless duct-fan system and propose a strategy for specifying the location and blade pitch of successive booster fans to prevent system failure due to a partial vacuum.

Oct 1, 2022

By Roy A. Grancher

CYCLING WITH CEMENT "THE WHEEL IS COME FULL CIRCLE" Shakespeare's King Lear Act V, Scene 3, Line 176 The time clock of the cement industry has been turned back to the early 1950s. After the trials and tribulations of the decade of the Sixties, the hands now stand where they did just over twenty years ago. Cement shipments have steadily increased, with a record 419 million barrel level (78.8 million tons) being reached last year. Plants are operating at average utilization rates in excess of 85 percent of rated capacity. The spread between supply and demand has narrowed to where a definite shortage of cement now exists within the industry. The notable and unfortunate difference between the two periods however is that, back then, cement's returns were a respectable 14 to 18 percent, whereas today they stand at less than half those levels. Insufficient return forms the present foundation of the U.S. cement industry. This lack is destined to have a cumulative effect. Just as the industry's balance between supply and demand is returning to favorable proportions, promising a period that has historically and now should generate those profit levels required to modernize and provide for capacity addition, cement instead finds itself frozen by federal price controls into the semi-depressed condition that has existed for over a decade and from which it was just starting to emerge. Capital is not attracted to continued low returns, and increasingly restrictive pollution control measures are necessitating great non-productive expenditures be made as definite costs to stay in business. Even a clouded crystal ball would reveal that additional cement plant closings can be expected.

Jan 1, 1972

By J. L. Kearns

The importance of optimizing equipment replacement decisions becomes more critical each year due to the rising costs of buying new equipment versus maintaining old equipment. Replacing equipment when it is physically worn out, or replacing it too soon or too late relative to its Economic Life (when it is economically worn out), is very costly. After extensive literature review and research, Kennecott has developed its Equipment Replacement Guide (ERG) system which identifies, evaluates, and justifies the replacement of uneconomical equipment. The system considers such critical factors as inflation, decreasing work capability, increasing maintenance/repair and operating costs, taxes, time value of money, return on investment, salvage value, and investment tax credit. These factors are used in a system of equations which balance the costs of new equipment against the total operating costs of old equipment. The solution of the equations determines the Economic Life of equipment. Replacement of equipment at the determined Economic Life will earn the specified, required return on investment that is used in the calculation of the Economic Life.

Jan 1, 1979

By Chee Theng

"What would you do if you are an industry leader and disruptive technology threatens to overturn your business model? Although bearings and seals are in little danger of being displaced in the near future, one company is taking no chances in an age of digital disruption.“For SKF, digital transformation and the Industrial Internet of Things (IIoT) make this time right now arguably the most exciting time in our 100-plus years of history,” John Schmidt, president of SKF USA Inc., said during the SKF Technical Press Day in Philadelphia, PA.The company is not merely integrating digital technologies into its products and services but is taking a forward-looking, strategic approach. “To be successful, legacy companies have to undertake a process called digital transformation. It’s not just an IT initiative but is really about upgrading the strategic thinking,” explained Michael D’Argenio, vice president of digital transformation and customer experience at SKF Americas.Learning from those who went beforeD’Argenio cited the examples of two companies that saw entirely different outcomes in the face of digital disruption. The well-known case is that of Kodak, one of the storied brands in history, whose business was disrupted by the advent of digital photography. Although it invented digital photography, Kodak decided to box it up and put it on the shelf because it was scared of disrupting its business in photographic fim. Instead, it was disastrously disrupted from the outside.Less well known is the case of Encyclopedia Brittanica Inc., publisher of the longest-running English-language, general-knowledge encyclopedia in the world. Sales peaked at 120,000 sets in 1990, plunging to 8,000 sets in 2012. In 20 short years, it saw not one but two massive digital disruptions. The first was in 1993, when Microsoft published the first digital interactive encyclopedia on a CD-ROM, called Encarta, priced at just $99. The second was in 2001, when a communitycurated, free website called Wikipedia launched. Taking the opposite approach from Kodak, Encyclopedia Brittanica looked at its industry, its company and its customers through the lens of the new technologies, made a prediction about the future and, based on that prediction, took a bold move. Having identified its core value proposition as the delivery of reliable, high-value, verifiable knowledge, Encyclopedia Brittanica replanned, restructured and rebuilt its company from the ground up to deliver that same value proposition, only in a different way. It stopped producing the only product that it had known for 244 years and began producing digital products that it sold to educational institutions.“There is a lot to learn from the Encyclopedia Brittanica case,” said D’Argenio. “The company embraced its market change, it embraced its customer change, and it rethought what it needed to do to be successful. Because it owned that disruption internally, it was never disrupted from the outside. It continues to operate today and is as profitable as it has ever been.”"

Aug 1, 2019

By J. L. Coburn

The Huari-Huari ore body is located in Southern Bolivia, at an elevation of approximately 3,800 meters above sea level. The ore is a complex massive sulfide, slightly marmatitic sphalerite, in a fault fissure filled hypo- thermal vein in Paleozoic shales and quartzite-altered sandstone. The sphalerite has common associations with pyrite and quartz and is frequently intricately intergrown with stannite, chalcopyrite, and pyrrhotite. The sphalerite also contains numerous inclusions of pyrite, marcasite, galena, boulangerite, jamesonite, quartz, arsenopyrite, and cassiterite. A research program was undertaken to develop a flowsheet for the recovery of separate silver, zinc, and tin concentrates by selective flotation. Based on this experimental work and subsequent flowsheet development, engineering and construction of a 500 metric ton per day concentrator was undertaken. This paper describes the process that was developed for the Huari-Huari ore and the unique aspects of the Huari-Huari concentrator.

Jan 1, 1977

By A. K. Bhowmick

Size reduction is very energy intensive and is the single most power-intensive operation in mineral processing plants. Research has shown that only a small part of the energy is utilized efficiently. One of the major thrusts of all equipment manufacturers has been to improve this efficiency. Choosing the right equipment to maximize energy utilization in any comminution application has always been the utmost criteria. Due to the high energy cost and depletion of good grade minerals, it is becoming essential to optimize all the subsystems within a given comminution system for the overall economic success of such ventures. Bradley Pulverizer Company of Allentown, Pennsylvania recognized this and started offering its Feeder Controller in 1988 for automatic feed control. After its first successful operation, Bradley made this as a part of all of their grinding system standard offering. It was also recognized that the Feeder Controller was just a beginning and more automation and controls would be required for an overall, efficient grinding system.

Jan 1, 1993

As we are all well aware, the demand for coal is increasing very rapidly. This makes the coal industry one of great opportunity for both the miner and the-supplier. Up until the middle 1960's, the price of coal had been one of the most stable of all commodities for the proceeding fifty years. In somewhat oversimplified terms this was because the inflationary tendencies had been offset by improved mine techniques and more efficient, more productive, and more reliable equipment; but, in the last seven years the price of coal has doubled. It is not the intent of this paper to discuss the many reasons for this price increase, but to show how the cost of hauling coal can be sharply decreased with a new truck concept. Not long ago a mining executive stated that all haulage trucks now available are basically the same. They look the same; they cost about the same; they have the same engine, power train, and tires; and, they have about the same operating cost. Truck size has increased which has reduced the number of drivers, but the purchase price and maintenance and repair costs have increased proportionally. Pits must be widened and loading shovels enlarged, out, all this has not reduced the cost of moving coal. Another executive said that he saw no advantage in buying new trucks because his people now know how to maintain and operate the ones they presently have. They have all the right spare parts along with a good maintenance program. Most replaceable parts of the trucks now in operation have been replaced and improved at least once and the trucks are now running better than when they were new. Besides, the trucks are no pretty well written off.

Jan 1, 1972

By David Wright, Jerome Chamfray, Anthony Harding, Brian Boye

Conway’s Law states that unless we intentionally design automation tools around what we need, we will simply replicate our existing processes. While we may achieve some savings this way, there is an opportunity for greater benefits if we re-imagine the way we, as an industry, perform design. This paper examines current technology and shows how even small departures from merely encoding what we currently do could reap significant benefits. From these examples a framework is developed for a new and innovative approach tvo automation that will allow us to design more quickly, to a higher quality, and communicate outcomes more effectively.

Dec 1, 2022

By J. L. Boyd

The mining and processing of basic metals relies on water as a medium for transport. Metallurgical ores are ground, concentrated, leached and refined in an aqueous medium. Water is used for temperature control during processing and in air pollution abatement during smelting. All of these process steps result in liquid wastes. Many of the aqueous wastes from ore processing areas become the raw product for a second stage and water recycling may begin. The point at which water recycling or reuse has been initiated in the past, rather than water discharge, was where water conservation was manditory due to a shortage, where process conditions would allow or benefit from reuse, and where economic considerations demanded reuse. The Fontana, California plant of Kaiser Steel Corporation is an example of an integrated steel plant that was forced to practice water conservation and reuse due to its location in an arid environment.1 Only a small amount of water required to maintain the water reuse system in balance with respect to dissolved solids and product quality is discharged. The Butte, Montana copper ore processing plant of The Anaconda Company obtains 66% of the water required for production by recycling, after clarification and chemical treatment, 30 MGD of wastewater from its tailings ponds. This operation is estimated to save the company about $1200/day over a once through water system.2 Here plant location and economics favored water reuse.

Jan 1, 1975

By G. H. Lewis

This work was completed in a 440 KW pilot-scale combustor in preparation for a 50,000 Kg/hr industrial steam boiler limestone injection test program. The main objectives of the work were to: (1) identify the variables which affect sulfur capture, (2) determine the maximum sulfur removal, and (3) determine the effect of limestone addition on furnace operability and heat transfer. The variables which were identified as being important in sulfur capture were: Ca/S molar ratio, flue gas temperature at the limestone injection location, and limestone particle residence time. The maximum sulfur dioxide removal was 72%. The addition of limestone increased the particle deposition rate in the combustor; however, all deposits were easily removed by an air lance.

Jan 1, 1985

By L. Bomvisinho

As a result of today?s requirements for larger mills with higher power demand, and in order to cope with maximizing throughput, and optimize grinding efficiency, the minerals industry is increasingly relying on the robust Gearless Mill Drive (GMD) solution. This paper describes the new features introduced with the revolutionary ABB drive controller for Gearless Mills, and explains the benefits this can bring to the operation. Extensive surveys have been performed with GMD users to gather suggestions and understand the market wishes. As a result the new driver controller capabilities and functionalities focus on safety, high availability, operational flexibility and remote diagnostics.

Jan 1, 2010

By Raymond S. Shrode

Transportation is one of several important increments in the total market cost of most commodities. On a national average it has been reported that transportation accounts for about 25% of the total cost of a product at the market place. And industrial minerals are no exception. In fact, the proportionate cost frequently exceeds the 25% average. Further, it may actually determine the economic value of a deposit. Transportation may possibly be thought of as a specialized subject of concern only to a traffic manager and of only nominal interest to the mining engineer, the geologist or other technically oriented member of mineral producers' staff. However, in the industrial minerals field, interest is not commonly confined to exploration, development, production or marketing, but is in contrast an overlapping one. In a very real sense this broad area of interest in the total economics of the business is the specialty of the industrial minerals man. And transportation is a vital part of the total picture. Comments in this paper deal with rail transportation.

Jan 1, 1969