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By E. Siami-Irdemoosa, S. R. Dindarloo

"Discrete event simulation is a stochastic mathematical modeling tool with applications in queuing systems. Many mining operations, both surface and underground, can be simulated in the context of queuing theory , for example open pit loading and haulage operation, underground level and vertical transportation, and mineral processing circuits. A computer simulation model of the operation is an invaluable tool to study both the system’s dynamics and conducting sensitivity analysis on different effective elements on system performance. In this paper, merits of discrete event simulation in decision making in mining engineering is discussed. Moreover, a stochastic simulation framework for selection and sizing of shovels and dump trucks in surface mining is presented to elaborate one example for applicability of the method in mining operations. INTRODUCTION Mathematical modeling is a valuable tool in design, optimization, and decision making in both surface and underground mining operations. Several researchers have tried to study different aspects of mining operations using a wide range of mathematical techniques such as linear programming[1], analytical hierarchy process [2], non-linear programming[3], genetic algorithms[4-5] ,mixed integer programming [6], machine repair model[7], queuing theory [8], and conventional spreadsheet calculations based on experience and engineering judgments. There are different uncertainties in typical mining operations (e.g. material loading and haulage, drilling, and blasting). For example, in a truck-shovel operation, different governing activities such as loading, haulage, and dumping cycles are stochastic variables. Moreover, analytical modeling of a large truck-shovel operation is very complicated. Thus, application of analytical and/or deterministic techniques cannot guarantee a solution for different problems that are encountered in daily mining operations. Discrete-event system simulation (DES) is a modeling method for such time discrete and probabilistic phenomena [9]. DES has been employed by different researchers in mining engineering through available software and languages such as GPSS, SIMAN- ARENA, and SLAM [10-14]. Most of the studies so far, tried to evaluate some “what-if” scenarios, to understand the possible effects of changing different input variables on overall mine economics. For instance, Baffi and Ataeepur (1996) used Arena to simulate a truck-shovel operation [10]. Also, Sturgul has conducted extensive studies in the application of DES in the mining engineering field [15- 17]. A very good background review of application of this technique in the industry can be found in [15-16]. Previous studies have shown that, different approaches including deterministic, stochastic, and experimental methodologies result in considerable differences in outputs [18]. These techniques lead to different solutions, regardless of the quality of technique/software itself or knowledge of the modeling team. Hence, the first step is to develop a comprehensive simulation framework to obtain nearly the same optimal results for the same input variables, regardless of the employed technique."

Jan 1, 2016

By Bill Morgan

This paper discusses the economic zones of application for several different types of earthmoving equipment: dozers, wheel loaders in load-and-carry applications, wheel tractor scrapers, articulated trucks, rigid-frame trucks and wagons. Only the medium to large pieces of equipment were considered. From this chart (Figure 1), you can see the size range, in tons of carrying capacity, of Caterpillar equipment and the specific models analyzed.

Jan 1, 1994

By D. A. Huggins

Column flotation is finding increasing use in the flotation of copper, molybdenum and other heavy metals and coal. Columns have proven operational, cost and metallurgical advantages which caused us to investigate their use in the proposed Escondida flowsheet. A comparative pilot plant test with 35 tons of ore showed that one column can replace three stages of cleaning and result in a significantly higher concentrate grade with no loss in recovery.

Jan 1, 1987

By D. Spitty

Mining companies often have many disparate systems and repositories of data in their organization for planning and scheduling outbound mining supply chains. To optimize ore quality, throughput, transport logistics scheduling and delivery to contract, planning teams need to model and manage the value chain accurately and achieve a consolidated, enterprise view of operational performance. Planning teams coordinate a complex series of activities to ensure production forecast accuracy. They also negotiate and execute complex contracts often with disconnected and limited visibility of production forecasts, quality, and variability with little ability to accurately market potential product specifications over longer time horizons. This market is becoming increasingly dynamic, with increasing variability and the time for planning teams to react is decreasing. This is driving the need towards using science to generate the necessary scenarios required to support the decisions made by planners on a frequent basis. Resource-to-Market is a highly flexible, user-configurable supply chain management system for the mining and metal processing industries. This provides an integrated view of the supply chain that supports the dynamic nature of planning in a mining company, embraces variability of elements across the supply chain with the ability to optimize across all the functional areas of the operation to enable optimal decision making for often competing objectives such as throughput, quality, cost, revenue and profit.

Feb 23, 2014

By G. M. Clarke

Minerals are certainly where they are found. The undemocratic distribution of the world's mineral wealth has created an incongruous inbalance: mineral-rich, scarcely populated countries supply highly-populated industrialised countries that in turn consume more minerals than they produce. This has been as much a generating force for colonisation, invasion, and war as religion, political ideals, or megalomania. The Industrial Revolution of the seventeenth century was born in Britain, a country with large domestic resources of coal, iron, lead, zinc, copper, tin, etc., as well as a large population. As consumption outstripped production imports filled the gap, particularly from its worldwide colonies. For example, when Canada was founded in 1867 more than 905 of its investments were British financed, and much of these were mineral-based. The British made similar investments in South East Asia, Australasia, the Caribbean, and elsewhere, as did the other industrialised Western European countries hungry for raw materials. Later the United States emerged as a leading industrial power, again due largely to its abundant natural resources. Consumption soon exceeded production and foreign sources were saught. American business went exploring abroad ant many a mineral resource was developed almost totally on the basis of the US market many .thousands of miles away. Closer to home, Canada was also an obvious target for the US with its rich mineral resource base, small population, and geographical juxtaposition, so much so that about the time of the 1914-18 War the US took over from Britain as the major investor in Canada, and this peaked in 1967 when the US accounted for 80% of the country's foreign investment. After the 1939-45 War Japan joined the ranks of the USA and Western Europe as industrialised powers, and they too searched the world for the deposits lacking in their homeland.

Jan 1, 1981

By Earl A. Berry

Someone once said, "The safest mine is one in which no one goes into." We all recognize this as being perhaps wishful thinking. We also recognize in it a certain amount of truth and an ultimate goal if we are optimistic. All of us are aware of the many things that have been done, are being done and will be done to reduce manpower in mining. For those of us; who are optimistic about this ultimate goal it would appear from the records-we are more than well on our way to the so called safest mine. Let us see what has been done in the past 20 years. T e period from 1935 to 1956. For example in the coal mining industry: In 1935 there were employed 462,903 men who produced an average of 805 tons per man per year or 4.50 tons per man per day. In 1955 there were employed 225,093 men who produced an average of 2,064 tons per man per year or 9.84 tons per man per day. There are no comparable figures compiled for the metal mining industry as a whole that can be broken down in this manner. However, from examination of figures available for different groups in metal mining there is a trend similar to that in coal mining. No-dbout the above figures reflect the intense development and perfection of machines and mining systems to tear out, transport and process our mineral wealth. The figures also show the mining industry has been able to double its production and at the same time reduce its manpower by half. When you compare the number of men employed today with the number which would have been employed 20 years ago to gain todays production at that time it become apparent that greater safety has been accomplished. For example the years 1935 to 1956 for all mining show. In 1935 there were approximately 649,226 men employed in mining and reports show 1,399 fatalities and 74,913 non-fatal injuries. In 1955 when there were 313,883 men employed in mining 496 fatalities and 25,365 non-fatal injuries were reported. To have produced the same tonnage of material in 1935 that was produced in 1955 it would have required the employment of approximately 1,298,452 men. 2,798 could have been fatalities and 149,826 could have had non-fatal injuries. You can now measure the full impact of what has been accomplished in the past 2o years by the aggressiveness of mine management, the wizardry of our engineering personnel and the thoughtfulness and devotion of our safety people and their programs. Therefore, there is a trend towards the goal of our opening statement. We whoare toptimistic believe this trend will accelerate at a-faster pace. Why? Because anyone engaged in the mining industry today can well afford to invest a minimum of $30,000.00 in capital equipment todisplace the labor of one man. This fact alone is a terrific incentive for mine management to apply and manufacturers to develop equipment of a type to get the men out of the mine. Now you can determine this problem not only becomes one of safety but also one of economics, When productivity is stepped up and manpower reduced management is learning the hard way what it means to them; in the profit and los s column when a few minutes of delay or downtime of costly machines and processes occur. They have learned that fast and efficient communication systems are the best means of combating breakdown, delays, bottlenecks, supply problems, the saving of lives and property and increasing production. One large western metal mine was able to increase Its tonnage by 4000 tons a day by using modernup to date electronic type communication system. The National Coal Board of Great Britain recently allocated 45,000,000.00 to study and develop faster and more efficient communications when a survey indicated what a serious bottleneck poor communication in their present systems of mining turned' out Lobe.

Jan 1, 1958

By J. A. Farinelli

In the Appalachian region of the United States, approximately 40% of the underground coal reserve base exists in seams 0.7 - 1.1m thick. These seams are, in general, often of premium quality and are frequently accessible through above-drainage drift-type openings. Unfortunately, there are no apparent advantages to mining thin seams, if quality is disregarded. The thin-seam mine is faced with the same legal and economic pressures as any other underground coal mine. But in addition to these common problems, thin-seam operations must also deal with the unique problems associated with mining at such a restrictive height. Small-scale, short-lived operations appear to be the most feasible means of mining these reserves. The purpose of this paper is to evaluate the production and safety potential of various thin-seam mining systems. Recommendations will be made regarding present and future thin-seam operations.

Jan 1, 1987

By E. Allen Hendt

It is a pleasure to be invited to speak before a gathering of executives representing America's leading mineral companies, I welcome this opportunity, particularly because it comes at an important period in the development of U.S. commodity policy. This morning, I discussed our general commodity policy primarily in the. Context of the north-south dialogue between developed and developing countries. This afternoon, I would like to focus more specifically on potential cartel activity and U.S. mineral import dependence.

Jan 1, 1978

By R. W. Ballmer

Bingham Canyon lies in the heart of the Oquirrh Mountains, 25 miles southwest of Salt Lake City, Utah. In it is located the world's largest open-pit copper mine, owned and operated by the Utah Copper Division of Kennecott Copper Corporation. From the beginning of open pit mining operations in 1906 until 1963, the pit haulage, or materials transportation, was primarily by rail. In 1963, phase-in of a truck haulage system in the upper two-thirds of the pit was begun. The details of that conversion, its associated problems and the resulting pit operation have been covered in an earlier paper.1 The purpose of this paper is to discuss various factors for consideration in transportation system selection, and to discuss some of the alternatives considered prior to making the change from rail haulage to truck haulage for a portion of Bingham Canyon.

Jan 1, 1968

The Penetrating Cone Fracture (PCF) technology 1 is a new method of rock excavation developed by Sunburst Excavation, Inc. of Denver, Colorado. PCF is a rock excavation method which employs tensile breakage mechanisms under controlled conditions to enable the continuous excavation of rock?in underground and some surface applications. The technology has developed rapidly over the last two years to the point where it is now being prepared for commercial application in the mining and civil construction industries. The initial commercial application of PCF will be undertaken at the Perseverance Nickel Mine of Western Mining Corporation Limited in Western Australia beginning in May, 1994.

Jan 1, 1994

By J. Kretschmann, P. Goerke-Mallet, C. Melchers

Mining always leaves a mark behind. Dealing with this legacy is not only a tremendous challenge in Germany, but internationally too. The Technical University Georg Agricola (THGA) in Bochum, Germany, has established a Research Center for Post-Mining. Researchers combine expertise from a variety of technical and nontechnical fields in their quest to shape the post-mining era that completes the mine life cycle. In this respect, the Research Center focuses on four research areas: Perpetual tasks and mine water management, Geomonitoring, Material sciences and site transition. With more than 200 years of successful partnership with the mining industry in Germany and abroad, THGA offers a perfect setting for fresh and sound ideas in order support mining’s social license to operate. The aim of the paper is to describe the Post-Mining Research Center along with exemplary research projects that are of interest to the mining industry globally and to foster technical communication and research networking.

Mar 2, 2022

By Sean Dessureault

The ubiquity of big data, internet of things (IoT), and smart devices is radically changing society; our personal lives are being tracked, digitally motivated through gamification, where information has become an addiction at all income levels, genders, and generations. These forces should not be held at bay in mining; rather, we should embrace and take advantage of this phenomenon to improve safety and productivity. It is time to rethink long-held conventions behind Fleet Management Systems, such as permanently mounted hardware, connecting through cables and Bblack boxes^, equipment centric rather than operator-centric, wireless requirements, minimal to no feedback to the operator, and high costs. We should also reconsider how we are collecting much of our safety, training, and preoperational forms on paper that then, must be entered into computer systems for compliance, and rarely if ever used in analytics, rather than entering the data directly into a digital device. Collecting safety and location data directly digitally also unlocks the information contained in safety forms and audits enabling new data mining and analytical approaches. Managing then gaining value from this new, greatly expanded mountain of largely unstructured data, requires the use of modern tools and approaches, such as gamification and big data, as well as skill sets, not traditionally available in mines. Furthermore, tablets can now provide a better user experience as well as new sensors when compared with traditional fleet management systems (Mining Magazine 2019, 2016, 2015), at a fraction of the cost, employing the extremely esthetic and engaging visuals derived from the video game industry. Real case studies of these applications of both technology and approach, such as gamification, show that these tracking technologies can bring high visibility and large amounts of data to even the smallest operations and the challenge of making use of the data can be facilitated through the application of gamification. As with our personal smart devices, these technologies are poised to deliver huge improvements in operator feedback, tracking, and performance management, at a much lower cost per unit.

By Juan Camus

To understand why some companies excel in creating value, Jim Collins (2001) and a group of postgraduate business students engaged in a comprehensive, five-year research project. They examined 1,435 U.S. companies for more than 40 years, seeking those that made significant improvements in their financial performance over time. The distinctive pattern sought was: ?Fifteen-year cumulative stock returns at or below the general stock market, punctuated by a transition point, then cumulative returns at least three times the market over the next 15 years. ?The search identified 11 outperforming companies, all in different industries, that were called the ?good to great? companies. To contrast these companies with similar peers within the same industry, the search also selected a group of comparison companies that failed to make the leap from good to great. Collins then set out to examine the transition point. What distinguishing features did the good-to-great companies have that their industry counterparts did not? At the heart of the findings about these outstanding companies is what Collins refers to as the ?hedgehog concept? ? how to find the one big thing that the company must focus on. According to Collins, those who built the good-to-great companies were, to one degree or another, hedgehogs. Those who led the comparison companies tended to be foxes, never gaining the clarifying advantage of a hedgehog concept, being instead scattered, diffused and inconsistent. This insight is complemented by Peter Drucker (2004), an influential management guru, who asserts that the first question an effective executive should ask is: ?what needs to be done?? Asking this question and taking it seriously, he asserts, is crucial for managerial success; and that the answer almost always has more than one urgent task, but the effective leader only concentrates on one task. In this last respect, Drucker emphasizes: ?If they [executives] are among the sizeable minority who work best with a change of pace in the working day, they pick two tasks. I have never encountered an executive who is effective while tackling more than two tasks at a time.?

Jan 1, 2011

By Richard Thomas Newcomb

The trend towards proportionately rising volumes of surface mining through- out the world and especially in the United States has led some observers to predict that the future of underground mining is quite limited. Certainly, the simple extrapolation of current trends1 gives evidence of a compelling sort for the hypothesis that technological progress is proceeding at a faster pace in surface than in underground mining. This paper attempts to examine the basis for these predictions by searching the historical record on differential rates of productivity as these are observed in iron ore and coal mining. In recent years economists have discussed "technology gaps" among industries or segments of the same industry, by which they mean that mechanisms for invention and its diffusion are faulty or retarded in such a way that feasible cost-cutting innovations are not applied or developed, even though technicians regard them as practical.2

Jan 1, 1968

By D. R. Willmer, E. J. Haas

As national and international health and safety management system (HSMS) standards are voluntarily accepted or regulated into practice, organizations are making an effort to modify and integrate strategic elements of a connected management system into their daily risk management practices. In high-risk industries such as mining, that effort takes on added importance. The mining industry has long recognized the importance of a more integrated approach to recognizing and responding to sitespecific risks, encouraging the adoption of a risk-based management framework. Recently, the U.S. National Mining Association led the development of an industry-specific HSMS built on the strategic frameworks of ANSI: Z10, OHSAS 18001, The American Chemistry Council’s Responsible Care, and ILO-OSH 2001. All of these standards provide strategic guidance and focus on how to incorporate a plan-do-check-act cycle into the identification, management and evaluation of worksite risks. This paper details an exploratory study into whether practices associated with executing a risk-based management framework are visible through the actions of an organization’s site-level management of health and safety risks. The results of this study show ways that site-level leaders manage day-to-day risk at their operations that can be characterized according to practices associated with a risk-based management framework. Having tangible operational examples of day-to-day risk management can serve as a starting point for evaluating field-level risk assessment efforts and their alignment to overall company efforts at effective risk mitigation through a HSMS or other processes.

Jan 1, 2016

By K. T. Brashear

Since the MINER Act of 2006, the minimum static load of in-situ underground mine seals has been increased from 20-psi to either 50-psi if monitoring is conducted or 120-psi if left unmonitored. These minimum strength requirements in seals must be designed, built, and maintained throughout the lifetime of the seal. Due to this, it has become necessary to assess the effectiveness of non-destructive testing (NDT) technologies to determine seal integrity, which in this case, are explored using sonic waves and tracer gases. Through both small and large scale testing, two NDT methods will be evaluated for their abilities to determine integrity of the seal. A sonic wave technique to observe a change in wave velocity to identify faults within the seal material. As a NDT method, tracer gases may be used as a potential indicator of a connection between both sides of the seal material through a series of faults and cracks within the material itself. This paper reviews the history of underground mine seals and discusses the overall assessment of sonic waves and tracer gases to serve as NDT methods for estimating the integrity of these seals.

Feb 23, 2014

By Michael J. Miller

The demand and supply of wollastonite has gone through a dynamic period in the 1990's. A 10% -15% growth rate of demand stimulated interest in evaluating new projects. However, the mid-1990's brought declining prices for commodity applications and natural barriers to entry for technical applications, making many of these potential projects uneconomic. Successful projects that were brought to market were done so by incumbent producers. This work examines the competitive structure of the wollastonite market by evaluating the strategic decisions of the industry leader, NYCO Minerals Inc., and a new market entrant, Orleans Resources, in an attempt to identify the environmental threats and opportunities of this industry. Results suggest new entrants like Orleans Resources face significant entry barriers for technical applications, while NYCO Minerals could improve its profitability by having less exposure to commodity applications.

Jan 1, 1999

By Francis F. Pitard

North America had an Important role in the early development of sampling theories. Unfortunately many progressive ideas were soon frozen into a series of guidelines based on the philosophy that "honest sampling only requires good judgment and practical experience". Such a philosophy appeared to be good enough In the early age of the mining Industry; however, it became quickly necessary to find new approaches. During the last thirty years, Pierre Gy's sampling theory provided tremendous breakthrough in the comprehension of this new science, nevertheless went unnoticed in North America. Sampling always generates complex problems and as the philosopher and mathematician Descartes suggested: "A complex problem can often be dissociated Into a series of several simpler problems, only then you try to solve those one by one". The only way to solve sampling problems is to consider each component of the overall sampling error: components of a continuous model such as long-range quality fluctuations, periodic quality fluctuations, weighting fluctuations; components of a discrete model such as materialization errors, delimitations errors, extraction errors, fundamental errors, grouping errors, and segregation errors. PAST AND CURRENT PRACTICES Many sampling methodologies have been developed, improved, and standardized during the first half of this century. Accordingly, sampling equipment has been proposed, selected, and used by standards committees. Today, there is a tremendous variety of sampling methodologies and corresponding tools offered to anyone with limited experience in sampling and it is very easy for a chemist, metallurgist, geologist or miner to spend considerable money in equipment transgressing the most basic rules of sampling correctness. Sampling stations that never worked properly in modern plants often cause engineers to abandon them and return to a primitive form of grab sampling.

Jan 1, 1986

By L. Sandbak

"CURRENT BASIS OF GROUND SUPPORT DESIGN ANALYSIS The current strategy used in determining what kinds of support are needed is based on empirical design charts (Grimstad and Barton, 1993). Figure 1 is an example of the topcut analysis used for a 14 foot wide (4.3 meter) drift, which is the current design width used for topcuts at TRJV mine. The majority of our topcuts are situated in ore of the Type IV and Type III weak rock class categories that necessitate the use of bolts, mesh and 2”-4” of shotcrete. This type of empirical chart gives excellent guidelines for the kinds of support, and it is based on case histories of civil tunneling and mining properties. It is a good starting point for determining the kinds of support needed, but not to the detail needed to optimize the number of bolts, type of mesh, or combination of types or strengths of shotcrete. This report is an attempt to help quantify the safety factor and optimum design parameters to include mesh and shotcrete as part of the design criteria and subsequent safety factor.SAFETY FACTOR ANALYSIS: BOLTS ONLY One type of safety factor analysis used at TRJV for the past 7 years is described as the “dead weight” method, developed by Pakalnis (2008). It involves the support of a conservative “dead weight” of rock held in place by bolts in which the depth of failure is approximated as a wedge whose height is one-half of the span. The failure or dead weight wedge resembles a triangular wedge that must be supported by the remainder of the bolts going through the wedge (see Figure 2).The support capacity of the system is determined by the bond strength of the bolts holding up the wedge, which is in turn based on the RMR. The method assumes the total support capacity is the sum of the individual bolt values defined by either the breaking strength or the bond strength of the bolts (whichever is lower) passing through the failure surface."

Jan 1, 2017

By Michael Gobla

"Since 1994 the Bureau of Reclamation (BOR) has used risk analysis to evaluate dams. Risk considers both the likelihood of failure and the expected consequences should failure occur. Risk analysis relies on the detailed formulation and critical analysis of all possible potential failure modes. Potential failure modes are formulated by describing the sequence of events that must occur to result in failure, where failure is defined as the uncontrolled release of the impounded reservoir. Failure occurs in response to loadings such as water seepage through a dam (static forces), shaking from an earthquake (dynamic forces), sudden flood inflows (hydrologic forces), or accidental overfilling (operational errors). Reclamation has, to a limited extent, applied risk analysis to inactive and abandoned mines to evaluate tailings dams, pit lakes and flooded underground mines. Case histories of potential failure mode analysis, as applied to mine impounded water, illustrate what critical technical information is needed to determine if failure is likely, what the consequences of failure are likely to be, and what are the highest risks that should be addressed first.IntroductionImpounded water and high water content wastes at mining and industrial processing sites are potential threats to public safety and the environment. Recent failures such as the TVA Kingston flyash impoundment failure in Tennessee in 2008 (4.1 million m3 or 5.4 million cu yd) release, the Mt. Poly Tailings Dam failure in British Columbia in 2014 (4.4 million m3 or 5.8 million cu yd) release, and the Samarco Fundao Tailings Dam failure in Brazil in 2015 (59 millon m3 or 78 million cu yd) release have renewed attention to this issue. Potential risks from impounded water at mining and industrial sites originate not only from tailing dams, but also from water in process ponds and conveyance pipelines, sediment retention dams, water retention dams, mine pit lakes and flooded underground mine workings.Conventional water retaining dams also have a record of failure. Notable examples of failure include Vajont Dam in Italy in 1963 (2,600 lives lost), Banqiao and Shimantan Dams in China in 1975 (171,000 lives lost), and Machhu-II Dam in India (10,000 lives lost). After the 1976 Teton Dam failure in Idaho, the U.S. Bureau of Reclamation (BOR) established a Dam Safety Program. By 1984, the agency developed and began using risk analysis methods. BOR operates and maintains an inventory of hundreds of aging dams which were designed and constructed over a period of 100 years. Many of these facilities were designed and constructed prior to the development and adaptation of modern soil mechanics in dam engineering. Diligent observational monitoring, detailed site investigations and the application of risk evaluation to the BOR dam inventory has identified many deficiencies resulting in significant demands on available funding for remediation efforts. The application of risk analysis has allowed the agency to rank sites by risk. By giving priority of remedial efforts to high-risk sites, significant improvements to dam safety have been achieved."

Dec 1, 2016