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By Danny Chan, Shahram Tafazoli, Nicholas Himmelman, Edmond 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 article 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 his or her primary task and aware of mission-critical events. This focus and awareness allows the user to work more efficiently and safely. 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: timecritical 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, 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, 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 (Fig. 1)."

Jan 1, 2014

By William Gleason

"There are signs that the commodity downturn that has battered the mining industry for the past five years is beginning to ease up. As the dust begins to settle and mining companies begin to take stock of the battle, Newmont Mining Corp. will be one that is standing strong with just a few scrapes and bruises thanks in large part to the leadership of president and chief executive officer Gary Goldberg and his right hand man and chief operating officer, Chris Robison.As he closes in on retirement (for a second time) Robison, a third-generation miner from Nevada, took time to speak with Mining Engineering about a 33-year career in which, among other things, he is credited with not just helping Newmont survive the turbulent times but with steering the company to a safer, more productive and more profitable heading.“I think we did it better than anyone else,” Robison said when asked how the company fared during the past five years. “We didn’t talk about it a lot, we just put together a strategy and we delivered.”What Newmont, the world’s second-largest gold mining company by production, delivered since Robison took the position of chief operating officer in 2013 are improvements in costs, porduction, projects and safety.Operating under the mantra of “live within your means,” Robison was pulled out of retirement from Rio Tinto and into a challenging situation at Newmont. The price of gold was in a nose dive from a high of nearly $58/g ($1,800/oz) and heading to levels closer to $38.60/g ($1,200 oz).“Newmont is a big ship that can’t be turned, but has to be steered,” said Robison. “We recognized that we had to set a new course. The direction the ship was going was great for $1,600 to $1,800/oz gold but we were chasing ounces.”Like the rest of the gold mining sector before the falling gold prices, Newmont was focused on volume and was looking for gold wherever it could be found. The slogan at Newmont in 2011 was “7 million ounces a year by 2017.”When Robison came on board it was a different reality.“We had to begin focusing on value over volume as the cornerstone of Newmont going forward,” he said."

Aug 1, 2016

"One of the major issues that the Rare Earth Elements Mining Industry has to deal with is the legislation vacuum that exists in many countries around the world. Among these, are countries which have long history and tradition in mining. In many cases the lack of direct legislation for REE mine management as well as for other potentially polluting industries can be a barrier to sustainable development. Moreover, the case of lax legislation in China has led to environmental pollution problems and extended smuggling of rare earth elements. This paper looks into the current regulatory status on the mining of REEs, identifies the loopholes and suggests some elements for a new global legislation framework for sustainable development in the REE mining industry. The setting of this regulatory framework will be in line with the present and future challenges of the rare earths market as well as with the policy strategies that are defined internationally. The aim of such a legislative framework will be to strengthen the global rare earth elements supply chain, appease social concerns and ensure the preservation and conservation of the environment. INTRODUCTION The general public received their first introduction to rare earth elements (REEs) in 2010, when the previously inconspicuous commodities became the subjects of front-page headlines. It was when China created a furore in global high-tech markets after imposing an embargo on Japan following a minor marine dispute (Barakos et al. 2015b). Soon enough the Chinese embargo was extended on REE export restrictions all over the world and thus aroused concerns to many countries over potential supply disruptions. The world had suddenly realized that these wonder materials underpin products that they care about. Governmental and industry executives, policymakers and material scientists voiced concerns and conducted numerous reports stating the situation and the risks of a supply crisis. The price spike of 2011 intensified the crisis and the public turmoil, yet the drama did not last for long as the prices declined significantly in 2012. Nevertheless, the world was nonplussed by the fact that China has the total control of the market with more or less the 90% of the global production. More potential entrants became interested, thus initiating an exploration boom during the recent years that has resulted in a significant increase in known global REE reserves that could have potentials for exploitation."

Jan 1, 2016

By T. A. Laser

"INTRODUCTION A positive workplace environmental, health, and safety (EHS) culture affords organizations and corporations many benefits, including increased trust and employee morale, sustainable EHS performance improvements, and reliable productivity and profit margin growth. Unfortunately, many leaders and EHS professionals struggle daily to achieve and maintain positive workplace cultures and consistent business results. While lack of management support, corporate or employee buy-in, resources, and time are common factors that conflict with an EHS culture and safe work behaviors and processes, there are many other actions that threaten the positive attributes of an organization’s culture. Often these culture killers are not recognized, or worse yet, ignored because they are considered taboo. For example, voicing observations or questioning long-held management practices or process that were initially designed to promote EHS values, but no longer do so. Unfortunately, this could be viewed as challenging authority, not being a team player or even not valuing EHS. And for those that speak up, the potential for negative consequences can be real impediments to positive change. Having an open mind, constantly striving to identify culture killers, and putting forth the effort to eliminate them are the first steps to begin reaping the benefits of having a sound workplace culture. This paper helps readers to: • Recognize culture killers that negatively impact fostering and maintaining sustainable EHS cultures in the workplace. • Understand how to prevent, avoid, and respond to culture killers, before they wreak havoc in your organization. • Assess EHS culture strength, and implement plans to continuously improve it. The desire to draw boundaries around concepts, put things into boxes, and nail down requirements for something that is virtually impossible to solidify for any length of time is quite fascinating! These desires can pose challenges when trying to define what the perfect EHS culture should look like. The very act of trying to define our culture tends to create silos, and these silos, in turn, can become “culture killers”. The following is one of the most common culture killers. UNBALANCED ORGANIZATIONS TRIGGER CULTURE KILLERS Unbalanced organizations occur when an organization’s constantly shifting focus forces other important needs to take a back seat--until the focus changes again. This balancing act can be detrimental and lead to catastrophic results including low morale, lack of trust, employee dissatisfaction, high turnover, increased incidents, poor profit margins, loss of market share, and ultimately into organization-wide failure."

Jan 1, 2018

By William Gleason

"Despite the difficult economic climate for the mining industry, more than 6,300 people joined SME for its 2016 Annual Conference & Expo in Phoenix, AZ, Feb. 21-24.Nearly every commodity has been bruised and battered during the past year, leading to one of the more difficult cycles for the industry in the past decade. Coal has taken some of the hardest hits and other commodities, such as copper and iron ore, have felt the sting of a slower growth in China and an oversupply on the market.The difficult conditions could not be ignored, but they did not deter SME from offering a forum for the industry to share knowledge, network with peers and learn about the best products and practices while visiting the sold-out exhibit hall (844 booths and 627 vendors) or while attending any of the 121 technical sessions that were offered.The current state of the industry was one of the overriding themes of the conference and during the challenging times there are often cutbacks as operations look to become leaner and more efficient, however, there is one area that cannot be cut – health and safety.The conference kicked off with a fascinating presentation from Colonel Mike Mullane, a former NASA astronaut who, in 1978, was selected as a Mission Specialist Astronaut in the first group of space shuttle astronauts. He completed three space missions and logged 356 hours in space aboard the shuttles Discovery and Atlantis before retiring from NASA and the U.S. Air Force in 1990.In his speech to a packed audience, he warned of the dangers of cutting corners to get the job done more quickly by guarding against the “normalization of deviance.”Normalization of deviance is a long-term phenomenon in which individuals or teams repeatedly accept a lower standard of performance until that lower standard becomes the norm. Usually, the acceptance of the lower standard occurs because the individual or team is under pressure (budget, schedule, etc.) and perceives it will be too difficult to adhere to the original higher standard. Their intention may be to revert back to the higher standard when this period of pressure passes. However, by getting away with the deviation from the higher standard, it is likely they will do the same thing when the same stressful circumstances arise again. Over time, the individual/team fails to see their actions as deviant."

Apr 1, 2016

By Chee Theng

"Mineral processors know you can put in the best technology in the world but it won’t work optimally without the support of the operators. Conversely, you may have complete operator support but won’t get top results without the right technology. When the two come together, the returns can be phenomenal.The first day of talks at the 68th Annual Colorado MPD Conference, held April 26-28 at The Broadmoor in Colorado Springs, covered the ground on these industry wisdoms.Coming together as a team“Think of the people, not just the lab and the numbers. That makes all the difference,” said Dee Kippers, of FMI Henderson Mine, in her talk on “Process optimization during a market downturn (A Moly MacGyver story).” Kippers told an entertaining story of the journey she and her team took in tackling the issue of an annual spike in iron content in the product at Freeport- McMoRan’s Henderson primary molybdenum mine near Empire, CO.As the metallurgists tried one thing after another — cranking up the iron depressant, adjusting pH with sodium hydroxide and hydrated lime, modifying reagent levels — Kippers found that when she shared her results with the operators, communicated with them on what she was doing and got their input, they were more willing to work with her, and more understanding and supportive of her efforts.The results make the case for getting people on board and coming together as a team. The cost savings from their optimization efforts, with little capital investment, have been “enough to cover the annual salaries of our metallurgy department and then some,” Kippers said.Considering the environmentDavid Lemieux, of Dundee Sustainable Technologies (DST), talked next on “Cyanidefree process for gold extraction,” presenting the results obtained from a demonstration campaign of the company’s novel chlorination process for gold extraction and associated arsenic stabilization process. Developed at an investment cost of C$35 million, they are ready for commercialization, having been demonstrated on the laboratory, pilot and demonstration scales.The DST process is differentiated from the Plattner chlorination process, which was in use from 1851 to 1916, by moderate process conditions of atmospheric pressure and ambient temperature — the result of using sodium hypochlorite solution, or bleach, instead of direct injection of chlorine gas — and new, cheaper materials of construction, such as polymers, plastics, fiberreinforced plastics and Teflon, resulting in lower capital and operating expenditures."

Jan 7, 2018

By C. S. Davis

In being asked to present this paper on the improvements in loading and hauling equipment and the effect on unit costs, Mr. Van De Water, your program chairman, stated that his reason for coming to a contractor was due to the wide experience of, and I quote: "a large contracting firm using a variety of equipment on varying types of earth moving jobs." We people in Utah Construction Company are flattered that Mr. Van De Water singled out our Company for this assignment. Utah Construction Company's participation in open pit mine stripping antedates the 1920's, when overburden was being removed from copper ore in Bingham Canyon, Utah. Our first stripping con¬tract for the Copper Company was finished in 1912. Since that early beginning, Utah has, as a contractor, been engaged to strip and mine iron ore properties, coal properties, copper properties, uranium properties, phosphate,-gypsum, limestone and dolomite properties. And, as you know, the Company has become a major producer of iron ore from Company-owned open pit mines. Utah Construction Company has been instrumental in the evolution of open pit mining tools. Some of the first tools were the old wood and coal fired stream shovels which had to be fired hours before a shift started to insure a full head of steam, providing power to excavate with the then large 1-1/2 cubic yard buckets. Today, Utah's strip mining is done, with 18 cubic yard and 10 cubic yard crawler shovels. Yesterday's horse and mule drawn, iron wheeled wagons, with 1 and 2 cubic yard capacity, which were hand dumped by removing the false bottom, one 2 x 4 at a time, have been replaced by today's- 50-ton capacity, hydraulic, rear dump trucks and giant 40-ton coal haulers. Utah Construction Company used the early fresnes and wheeled scrapers which were horse and mule drawn. Often, an operator holding too tightly to a handle was thrown into his horses when a hard spot turned the scraper, a contrast with today's 20 and 25 cubic yard, self-powered diesel and diesel electric Gargantuan rigs; with power controls that relieve the operator of practically all physical work. This Company has pioneered many of today's advances in equipment with shop made prototypes, features of which were adopted and elaborated upon by equipment manufacturers.

Jan 1, 1959

By D. M. Ziebarth

"During the mid to late 1960s, the underground potash industry in Saskatchewan was born. For the next four decades the industry operated at a steady pace, supporting a large part of the world demand, until 2008 when the potash market heightened. Operators were motivated to capitalize on this increased demand, new mines were proposed while existing mines were planning upgrades. Potash Corp. of Saskatchewan (PCS) was one of the major producers planning upgrades to its production facilities quickly, including modifying the existing headframe and shaft at the PCS Cory Site to accommodate a new 1.5-kt/h (1,650-stph) hoisting plant. Upon completion of the project, the innovative operations group continuously reviewed methods to increase production and reduce operating costs, allowing PCS to continue being competitive on the world market.BackgroundPotash production is a major Saskatchewan industry and has played a significant role in the economy for more than 40 years. Production commenced in 1962 when water problems were overcome at the International Minerals and Chemical (IMC) Mine near Esterhazy, Saskatchewan. A surge of development by other companies resulted in 12 companies opening 10 mines by 1970. In 1975, Potash Corp. of Saskatchewan was created by the government of Saskatchewan, and shortly thereafter purchased several mines in Saskatchewan, including the Cory Mine, near Saskatoon.Cory has been in operation since 1968 and is located 12 km (7.5 miles) west of Saskatoon in central Saskatchewan. The mine is located in the center of the world’s largest potash deposit, 1,000 m (3,300 ft) below surface.PCS has embarked on sizable capital expansions of more than CDN$7 billion.The $1.6-billion Cory expansion was expected to raise operational capability of the site to 2.7 Mt/a (3 million stpy), an increase of 1.9 Mt/a (2.1 million stpy). To achieve 2.7 Mt/a (3 million stpy) of finished product and considering the 22.6 percent average production recovery (Potash Corp, 2013), 12 Mt/a (13.2 million stpy) of ore must be hoisted to the surface for processing. To deliver this rate required upgrading of the hoisting plant to 1.5 kt/h (1,650 stph). To accomplish this ambitious challenge, creative thinking, careful planning and a cohesive team was needed to work together to ensure the schedule, budget and most importantly that the work was completed safely (Potash Corp., 2013)."

Apr 1, 2017

By D. Hulse

"The science of “optimal economic pit design” has been highly refined in the last decades. Even with the proliferation of optimizing and heuristic algorithms exploiting ever faster computers, the most common input is a single block model and a single set of cost assumptions, each of which is an estimate and prone to errors. An analysis of price assumptions produces a suite of nested economic shells, each with its own quantities of ore, waste, grade, and profit, but due to irregularities in the mineralized body, the growth of these shells can be erratic. To control the impact of the errors of the model and cost assumptions when choosing the pit shell for design, graphs of pit shells characteristics, such as stripping ratio, cost per unit of product and profit/ton, can be analyzed to consider points with higher stability, or robust pits. Selection of robust shells for a pit limit and for push backs can help to understand the impact to profit and risk. The robust shells also guide the preferred solution sets for final pit and cutoff optimization. INTRODUCTION “An open pit mining operation can be viewed as a process by which the open surface of a mine is continuously deformed. The planning of a mining program involves the design of the final shape of this open surface.” Optimum Design of Open-Pit Mines, Lerchs, H. and Grossmann, I. Transactions C.I.M. Volume LXVIII 1965. Traditionally an analysis of economic pit shells and sensitivity was performed by varying the input metal price. This was done with both floating cone algorithms as well as early versions of the Lerchs-Grossmann (L-G) algorithm. This gave an indication of the pit sensitivity to price but since other variables also change, some with metal price (perhaps steel and equipment), and some independently (fuel and tires) the understanding of these different pits was restricted. In addition, a run of the program could take hours, making a detailed analysis of small changes unwieldy. The L-G algorithm was programmed by a variety of people and sold as part of commercial mining packages, however it was first and most successfully commercialized by Jeff Whittle in 1984. When Whittle’s 3-D™ was expanded to 4-D the parameterization of the economic inputs was considered and the ability to run a suite of “pit shells” became automatic. The competing NPV Scheduler™ program sold by DataMine™ offers similar pit shell analysis capabilities."

Jan 1, 2018

By William Gleason

"The mining industry tends to focus on very large numbers, whether it’s talking in terms of size of deposits, tons of material mined, the equipment used or the dollars spent. The numbers associated with mining projects are often in the hundreds of millions, but sometimes it’s the little things that can have the biggest impact.Take, for example, the Rosemont Copper Project in Arizona. Owned by HudBay Minerals, the Rosemont Copper project, when in production, is expected to be one of the largest copper mines in the United States, accounting for about 10 percent of total copper production with annual production expected to be 110 Mt/a (243 million lbs/year). However, the project is currently mired in a years-long permitting process. At the 2017 SME Arizona Conference in Tucson, AZ, Kathy Arnold, director of environmental and regulatory affairs for Hudbay Minerals, spoke about the project and the efforts to get it into production.She opened her presentation with the unfortunate news that her 2017 presentation would not be that much different than the 2016, 2015 or 2014 presentations she gave to the same conference. That’s because, as of Dec. 4, 2017, the project had been in the permitting process for 3,797 days, more than 10 years. The process began when Rosemont submitted its initial mine plan in 2006 and a revised one in 2017. The official start to Rosemont Copper’s National Environmental Policy Act (NEPA) started in 2008.In June 2017, the project received its Final Record of Decision from the U.S. Forest Service, moving it a step closer to production. Yet it still faces stiff opposition from opponents while it works to secure the Clean Water Act Permit from the U.S. Army Corps of Engineers and to complete its final mine plan of operations.In her presentation, Arnold said the long process taught her many lessons, including approaching things with a different mindset. More than 130 pages worth of public comments have been collected over the years. The concerns expressed range from lighting issues to pavement to preserving land for a jaguar that was spotted on the property and named El Jefe.“A lot of things that people worry about seem to be small things, but we had to have a different mindset and be open-minded to the concerns,” Arnold said. “That is the commitment we made.”"

Jan 1, 2018

By S. W. Arambur

INTRODUCTION "Mujeres Roca" is a program developed by OMA in association with the Chamber of Commerce Canada Peru inspired in “Women who Rock”, a Canadian initiative to promote a greater participation of women in the mining industry. The program includes a coaching workshop called “Kallpa Warmi”, that means “Woman Strength”, to reinforce basic skills and values and 8 mentoring sessions with top executives of the mining industry who share their experiences and knowledge with a group of 10 selected young professional women from around the country. HISTORY OMA is a nonprofit association founded in 2014 dedicated to contributing to the education of low-income university students with high academic performance in careers related to mining and earth sciences. Our mission is to empower the future professionals by strengthening their soft skills and enhancing their capacity to become leaders and agents of change in their own regions. The Chamber of Commerce Canada Peru has a long-standing commitment to gender equality and promotes women participation in male dominated industries. As it is well known, the mining sector is and has always been key to Peru’s economy, representing about 10% of the country’s GDP. Thus, mining can contribute significantly to our economic development and we believe that women can make a positive difference. A study prepared by PwC and "Women in Mining” provided indicators on the advantages that mining companies have when including women in their executive’s positions. These indicators sustain that when a mining company includes women in its management staff, its net profit increases by 6%. This information clearly shows that women participation is not only a matter of human rights and gender equality, but of productivity and profitability. Nevertheless, the mining sector has the fewer number of women on boards of any industry group in the world. Having this in mind, OMA decided to expand its activities and create together with the Chamber of Commerce Canada Peru, the program “Mujeres Roca”, in order to inspire and attract young women to the mining sector, a traditionally masculine industry. The program also aims to encourage mining companies to more actively recruit and keep women in their boards. The program was launched in 2016 within the framework of EXPOMINA PERU, the largest international mining exhibition that take place in Lima every two years.

Jan 1, 2019

By B. M. Kunar, C. S. N. Murthy, B. Rao K

Rock particle size has a very important significance in the mining industry, starting from blasting till the mineral processing. The present study was carried out to understand the particle size distribution in various sieves after conducting the ball milling process. The time of the grinding process was varied at different intervals. It was observed that 80% of the particles of both granite and marble rock samples passed through the 4800 μm sieve when subjected to grinding time of 40 minutes. Also, it was observed the number of particles that were retained in the smallest sieve of <75 μm was higher in the case of granite sample when compared to a marble sample. INTRODUCTION India is a major exporter of granite and marble stones. The major use of marbles and granites are constructing walls and floors. There are several machining processes that are applied before it is used as floors and walls. During this process, wastes are produced these wastes are used in various ways. These include use of powders for clay products (Segadães, Carvalho, & Acchar, 2005), as an additive in cement production (Aruntaş, Gürü, Dayi, & Tekin, 2010), to enhance the properties of brick ceramics (Saboya, Xavier, & Alexandre, 2007), in constructing bricks (Bilgin et al., 2012) and as an additive in concretes (Aliabdo, Abd Elmoaty, & Auda, 2014). Usually, the powder form of marble and granites are used as an additive in the above-mentioned applications. Powders of marble and granite are obtained through the grinding process. One such process of grinding is the ball milling process. In the ball milling process, a quantity of samples along with the charge quantity consisting of steel ball is subjected to a grinding process within a closed chamber as shown in Fig. 1. An even particle size can be obtained through sieving the material after subjecting it to grinding. The present study is planned to understand the particle size distribution in various sieves due to varying time and charge quantity in the experiment. Only time was varied to understand the amount of particle distribution in the case of granite and marble rock samples and a comparison is drawn. A statistical model was developed for marble rock specimen considering the data obtained by varying time and charge quantity in the ball mill experiment.

Jan 1, 2019

By P. James

"INTRODUCTION Dissolved salts build up in leach solutions over time as leach solutions mature. Iron can be particularly problematic for hydrometallurgical copper production as it can compete with copper for separation during solvent extraction (SX), leading to iron bleed through and reduced electrowinning (EW) efficiency. In its ferric form (Fe+3) it precipitates as a hydroxide at fairly low pH and can promote clogging and disrupted flow within leach pads as a result of localized pH deviations – such as might result from weather events. The solids formed can cause relatively irreversible degradation to pad productivity. The precipitation pH point for solids formation falls as the ferric (Fe+3) concentration increases, making the issue more prevalent as leach circuits for ore bodies containing appreciable iron get older. It can also be more of a concern when leaching lower grade ore like tailings where lower copper content may increase iron/copper ratios which may increase iron accumulation rates. The precipitation pH point for solids formation falls as the ferric (Fe+3) concentration increases, making the issue more prevalent as leach circuits for ore bodies containing appreciable iron get older. It can also be more of a concern when leaching lower grade ore like tailings where lower copper content may increase iron/copper ratios which may increase iron accumulation rates. Control of ferric (Fe+3) levels could be used to lower ferric (Fe+3) levels and keep the ferric hydroxide [Fe(OH)3] precipitation pH sufficiently high to avoid the associated solids formation and potential leach pad occlusion. Control of ferric (Fe+3) and ferrous (Fe+2) tenors and ratios may also provide benefit for improving sulfide ore leaching or bioleaching performance and effectiveness. Traditionally options for such control were rather limited with bleeding contaminants off or chemical dosing treatments being prominent methods. Now Blue Planet Strategies introduces a new option. Blue Planet Strategies (BPS) focuses on improved resource utilization targeting electrolytic treatment and waste conversion into resources and has now demonstrated that its proprietary DeMet™ (Dynamic Electrolytic Metal Effluent Treatment) platform is highly effective at efficient low-cost conversion and control of iron content in leach streams in addition to targeted dilute metal recovery.[1-6] This powerful new capability provides a new treatment opportunity to control leach solution ferric (Fe+3) and ferrous (Fe+2) tenors to enhance leach operation production."

Jan 1, 2015

By L. J. O’Connor

Mining activities in the small historic mining camp of La Colorada in the state of Sonora, Mexico can be traced back to the mid eighteenth century when gold was discovered and exploited by Jesuit missionaries. Following one hundred and twenty six years of activity, the mines were shut down due to the Mexican revolution. Very little activity took place until 1989 when a company, Minera Las Cuevas, spent US $350,000.00 in mapping and sampling and diamond and reverse circulation drilling over a period of three years. During 1991 HRC Development Corporation entered into a joint venture agreement with Minerales de Sotula, S.A. de C.V. that allowed an earn in of 70% interest. Exploraciones Eldorado, S.A. de C.V. and it&apos;s parent company, Eldorado Corporation Ltd. were subsequently incorporated by HRC to hold the La Colorada project. Property evaluation ensued and a thirty thousand tonne Run of Mine test heap was leached from August of 1992 until May of 1993. Full scale commercial production commenced in late November, 1993 and the first gold/silver doré bar was poured early in January of 1994. Pre-production costs were a total of approximately four million dollars U.S. During the fall of 1994 a buyout of the venture partners&apos; interest gave Eldorado one hundred percent ownership of the property. The first two years of mining have utilized a local contract mining fleet and have placed nearly two million tonnes of ore on a run of mine heap. Low cost ripping and dozing mining methods have been employed in conjunction with drip irrigation leaching. An initial pilot plant carbon adsorption circuit was supplemented with a Merrill Crowe recovery circuit in June of 1994 and was completely replaced with the construction of a second Merrill Crowe circuit in July of 1995. Approximately fifty thousand troy ounces of gold and over one hundred thirty thousand ounces of silver will have been poured by year end 1995. Ongoing, on site exploration continues to increase mineable reserves in the known deposits. A feasibility study is ongoing concurrent with the operations and will provide the basis for future elevated production levels. Exploraciones Eldorado continues to explore outward from the current operations and several anomalous outlying zones may play part to the long term economic growth of the company in Mexico.

Jan 1, 1996

By Cyril W. Draffin

Introduction Americans have long been proud of their ability to recognize a need, define it, and then develop workable solutions. The U.S. underground coal conversion (UCC) program is a good example. In 1974, the need to utilize coal resources that could not be mined was recognized, and Congress gave the Bureau of Mines $1.7 million to gain a better understanding of the UCC technology and its potential applications. Since 1977 when the U.S. Dept. of Energy (DOE) was formed, workable technologies have been tested, the market for underground coal conversion has been recognized, and extensive industrial interest has developed. Perspective The U.S. is blessed with extensive coal resources. Coal supplies about 19% of our national energy needs, yet recently promulgated environmental standards and increasing mining costs have limited direct coal use. UCC potentially can use coal that is economically or technically infeasible to mine because the coal is too thick, deep, dirty, high-ash, and wet; has an excessive angle of dip; or has unpredictable and poor overburden characteristics that make mining unsafe. Coal can be gasified underground or perhaps liquefied below the earth’s surface. Underground coal gasification (UCG) is the prime element of the underground coal conversion program. It enables coal to be converted to gas underground. UCC Coal Resource Recent data show a total U.S. coal resource base of about 6.4 trillion tons. Of this, 1.8 trillion tons might be accessed by UCC, including some minable coal. A commercial UCC process could quadruple roughly the 450 billion tons of U.S. coal reserves, which presently are recoverable by mining. The U.S. coal resources are divided into five sectors. The two most eastern sectors contain relatively thin, swelling bituminous coals that are difficult to gasify. Of the two, the bituminous coal in the Eastern Province is the most difficult because it is deeper than , in the Interior Province and the terrain is more rugged. The sector along the Rocky Mountains contains huge amounts of thick low-rank coals that are the most promising for early development by UCC. The coal has good continuity and the terrain is suitable. Low-rank coals such as subbituminous and lignite are highly reactive and tend to shrink and disaggregate when heated. Most of the coal in the Pacific

Jan 1, 1980

By William J. McCloy, Robert L. Gamble

A coal-fired fluidized bed steam generator rated at 12.6 kg/s has demonstrated the industrial and institutional application of fluidized bed combustion by burning high sulfur coal in an environmentally acceptable manner within a populated area. Designed to provide steam for heating and cooling, the unit was placed into service at Georgetown University in Washington, DC, and has already logged 5275 hours.* The unit has consistently operated well within Washington&apos;s strict regulations governing emissions of sulfur dioxide (SO2), nitrogen oxides (NOx), and particulates. The Georgetown program, cofunded by the university and the US Department of Energy, has shown that fluidized bed combustion is a promising way to realize the full potential of coal, the nation&apos;s most abundant energy resource. In a fluidized bed steam generator, a layer of granular limestone is placed on top of a grid designed to prevent particles from falling through. Air is passed upward through the bed with sufficient force to lift and float the particles. At this point the bed material resembles a boiling liquid. Crushed coal is then introduced into the bed and ignited. When high sulfur coal is burned, limestone absorbs the SO2 produced. The operating temperature of a fluidized bed steam generator is relatively low (approximately 871°C). As a result, NO, formation is minimal. Another potential problem encountered in burning coal is fly ash, a form of particulate. A feature of the fluidized bed design, developed by Foster Wheeler Energy Corp., is a fly ash reinjection system. Fly ash is reintroduced into the bed where it is burned again, thereby enhancing fuel efficiency. Nearly all remaining fly ash is captured by a baghouse dust collector. At Georgetown, the fluidized bed steam generator and all auxiliary equipment are enclosed in a structure aesthetically compatible with the surrounding university complex. The steam generator has two separate beds that can be fired independently, and operation to date has been with one and two beds in service, based on steam load demand. During several operating periods, when the fluidized bed unit was the only boiler in service, it supplied all the steam required by the 18.5 hm2 of buildings on campus. Initially fired with low sulfur coal, the unit was quickly switched over to higher sulfur fuel which will be used most of the time.

Jan 3, 1981

By Michael Drozd

Introduction Flotation is a recovery process that utilizes natural or chemically-introduced hydrophobicity of minerals to separate ore from gangue by attaching the ore particles to bubbles. Flotation has been known since 1906, when it was patented by E. L. Sulman, H. G. K. Pickard and John Ballot. Flotation&apos;s first documented plant use was in 1911, when it was used on gravity tailings from a zinc plant. Cyanide leaching was first patented in 1887. Most early precious metals flotation was linked to lead or copper concentrates. Most precious metal flotation is linked to sulfide recovery and utilizes such reagents as xanthates, dithiophosphates and thiocarbanilides. But the involvement of flotation in precious metals recovery does not have to be limited to active flotation of the gold and silver bearing minerals. Flotation can be used to remove interfering minerals, such as carbon, or cyanicides, such as copper, arsenic bearing minerals or other cyanide complexing minerals. Cyanide Leaching The use of cyanide to recover precious metals is the backbone of the industry. The various recovery processes that use cyanide are: 1. Leaching-Counter Current Decantation(CCD) Merrill-Crowe 2. Carbon-in-pulp (CIP) 3. Carbon-in-leach (CIL) 4. Vat leaching 5. Heap leaching These processes are selected depending on ore grade, ore leaching characteristics, reserve size and capital limitations. Ore grade is used as the first criteria to determine the type of cyanide plant required. However, the reserve size can determine whether a ground ore alternative is used. The ore leaching characteristics may indicate that the higher recovery, associated with a process that employs grinding, is the only economic recovery alternative. There are some extremely large leaching plants with grades that would be non-economic for some existing heap leach plants. Many factors, such as strip ratios, metal recovery and reserve size, determine what the ultimate plant design will be. The exact processing scheme that is used, is a multifaceted decision matrix, which gives the process metallurgist some job security. Precious Metal Recovery Using Flotation Flotation recovery can conceivably be used on any ore that has been ground. Many operations utilize gravity separation on the ore to remove native gold from the ore prior to sending it to cyanide leaching. On certain ores, where the gold is in visible nuggets or particles, this processing alternative is advantageous because the native gold cyanide recovery is

Jan 1, 1993

By Cyril W. Draffin

Introduction Americans have long been proud of their ability to recognize a need, define it, and then develop workable solutions. The U.S. underground coal conversion (UCC) program is a good example. In 1974, the need to utilize coal resources that could not be mined was recognized, and Congress gave the Bureau of Mines $1.7 million to gain a better understanding of the UCC technology and its potential applications. Since 1977 when the U.S. Dept. of Energy (DOE) was formed, workable technologies have been tested, the market for underground coal conversion has been recognized, and extensive industrial interest has developed. Perspective The U.S. is blessed with extensive coal resources. Coal supplies about 19% of our national energy needs, yet recently promulgated environmental standards and increasing mining costs have limited direct coal use. UCC potentially can use coal that is economically or technically infeasible to mine because the coal is too thick, deep, dirty, high-ash, and wet; has an excessive angle of dip; or has unpredictable and poor over-burden characteristics that make mining unsafe. Coal can be gasified underground or perhaps liquefied below the earth&apos;s surface. Underground coal gasification (UCG) is the prime element of the underground coal conversion program. It enables coal to be converted to gas underground. UCC Coal Resource Recent data show a total U.S. coal resource base of about 6.4 trillion tons. Of this, 1.8 trillion tons might be accessed by UCC, including some minable coal. A commercial UCC process could quadruple roughly the 450 billion tons of U.S. coal reserves, which presently are recoverable by mining. The U.S. coal resources are divided into five sectors. The two most eastern sectors contain relatively thin, swelling bituminous coals that are difficult to gasify. Of the two, the bituminous coal in the Eastern Province is the most difficult because it is deeper than in the Interior Province and the terrain is more rugged. The sector along the Rocky Mountains contains huge amounts of thick low-rank coals that are the most promising for early development by UCC. The coal has good continuity and the terrain is suitable. Low-rank coals such as subbituminous and lignite are highly reactive and tend to shrink and disaggregate when heated. Most of the coal in the Pacific

Jan 9, 1980

By David Hurth

JOHN HAMRIC: Our next topic leader is David Huth, superintendent of sulfuric power generation, DAP, and shipping for IMC-Agrico, Nichols Plant, Mulberry, Florida. With a title like that it&apos;s no wonder he believes in empowerment. His topic today is "The Triumphs and Pitfalls of Using Empowerment Techniques." DAVID HUTH: Empowerment and its benefits are a desirable alternative to the traditional management structure. The difference between the two is the amount of decision- making authority and responsibility given to individuals by a supervisor. Just what is empowerment and how does it work? Empowerment is relinquishing to individuals the authority and responsibility to make daily decisions. Can everyone be empowered? What if they make a wrong decision? Will I empower myself out of a job? These are questions that all managers have when they hear the word empowerment. In today&apos;s fast-paced and high-pressure business environment, the old way of managing people must be replaced with a new approach. No longer can we, as managers, make all the decisions. The increased work loads due to downsizing, consolidation, and synergies have stretched us too thin. What about our employees? How can we motivate them into the high-performance teams that our companies are demanding? What possibly could satisfy both these issues? The solution to these problems can be solved with the power of employee empowerment. Employee empowerment will not only lessen the load on managers but will build teamwork, motivation, and pride into the employees who work for the managers who use it. American business was rudely awakened in the early 1980s when the Japanese companies not only caught up to American companies but literally flew by them. America was fat, dumb, and happy after World War II. Why wouldn&apos;t they be? They had all the factories. Everyone else had to rebuild. So for 40 years American business lounged in the limelight of very little true competition. But times change. Unfortunately, American business did not. Now the cry to perform in the new global economy has come down from the corporate boardrooms. Down through the ranks it has been felt. Guess who is supposed to make it work? But where are all those people who are going to make this rejuvenation and corporate renaissance possible? Many of them are gone-lost in downsizing, synergies, and rightsizings

Jan 1, 1998

By Bernard Scheiner

A number of wells were drilled at two phosphogypsum stacks, one at P-21 owned by IMC and the other at Agrico&apos;s South Pierce Stack. Each well was sampled, and composites representing 5-ft increments were leached with synthetic rainwater to determine the extent of metal and nonmetal migration. To simulate what was occurring in the stack, composite samples were placed in a column, so that the column represented the stack in miniature form. Leaching experiments showed that both metals and nonmetals moved down the column when water was added to the top of the column. Data obtained from P-21 showed that with time the concentration of metals and nonmetals reached equilibrium values. The concentration of Ca, SO4, F, Si, and PO4 were -600 ppm,~1,500 ppm, 32 ppm, 14 ppm, and 22 ppm, respectively. Column leaching of South Pierce material, representing 0 to 55 ft of stack, showed that after 355 in. of water, the stack was near equilibrium values down to the 33-ft level. With continued addition of water, the portion of the stack at equilibrium would continue to increase and eventually reach the values observed for P-21. The test showed that the sulfate concentration of the effluent from the stack would never reach the USEPA standard value of 250 ppm. During the leaching test, it was determined that the permeability of the phosphogypsum in the columns was 0.000103 cm/sec. This number was used in the modeling. The data obtained from the leaching experiments cast some doubt on the practice of entombment now being practiced for closure of phosphogypsum stacks. The data clearly shows that with time, the amount of material leaching from the stack is low in concentration, with only the calcium and sulfate at higher levels. When a stack is closed at an existing operating plant, allowing rainwater to fall on the stack and capturing the solution in the existing pond system would eliminate the need for covering the stack, since with time the closed stack would continue to leach and at some point reach the equilibrium values of the P-21 stack. Entombment means that the leachable material in the stack will always be there and will require monitoring forever. Allowing rainwater to decontaminate the stack may be the best environmental solution to the problem.

Jan 1, 1999