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By J. F. Burr, D. Snyder, W. Calder

"INTRODUCTION “Explosion protection” refers to techniques used to minimize the potential for electrical and electronic equipment to create an ignition while operating in a hazardous location (HAZLOC). In particular, U.S. coal mines are required to use equipment in certain areas of the mine that has been approved by the Mine Safety and Health Administration (MSHA) for use in a methane and coal dust environment to limit the risk of the equipment creating an ignition-capable spark or a thermal energy ignition. In general, MSHA’s regulations for explosion protection recognize two techniques: the use of explosion-proof enclosures (XP boxes) and 2-fault intrinsic safety for electrical and electronic equipment. For 2-fault intrinsically safe (IS) equipment, the U.S. mining industry requirements are unique in that the equipment is certified by MSHA. The criteria MSHA uses to evaluate equipment for intrinsic safety, as required by Title 30 of the Code of Federal Regulations (30 CFR) [30 CFR, Sections18.20(b), 18.68(a)(1), 19.1(b), 20.1(c)(2), 22.6, 23.6, and 27.20(a)], is published in a document referred to as ACRI2001 (1). Outside of U.S. underground mining, many industries and countries accept equipment that is designed to a consensus-based international standard (ANSI/ISA 60079-11 is the U.S. version). The purpose of this study is to provide an overall assessment of the ANSI/ISA 60079-11 standard on 2-fault intrinsic safety and the MSHA ACRI2001 acceptance criteria, and determine if the ANSI/ISA document can be an alternative to ACRI2001 while maintaining an equivalent or better level of safety for miners. There are many drivers for this study. First, immediately after the 2006 MINER Act (2) was passed, there was a perception in the industry that the unique MSHA requirements were contributing to delays or restricting the availability of equipment to meet the requirements of the Act. Additionally, the MINER Act required that mine operators submit an accident response plan for MSHA approval, to be reviewed every six months. MSHA is required to determine if these plans reflect the most recent credible scientific research and make use of currently commercially available technology. There is a concern, as expressed in a recent National Academy of Science (NAS) study (3), that the unique requirements for U.S. mining may be limiting the technologies available to coal miners and technology options for mine operators. Accordingly, the study recommended that the National Institute for Occupational Safety and Health (NIOSH) and MSHA re-examine their technology approval and certification processes to ensure they are not deterring innovation, and explore opportunities to cooperate with other international approval organizations to harmonize U.S. and international standards without compromising safety. Lastly, the National Technology Transfer Act (NTTA) and the accompanying Office of Management and Budget’s OMB-119 circular mandate the use of consensus-based standards by federal agencies. However, for U.S. mining operations, MSHA cannot accept such standards unless a determination is made that such standards provide an equivalent level of protection for the miner, per the requirements of the 1977 Mine Act, the 2006 MINER Act, and 30 CFR Part 18 regulations."

Jan 1, 2017

By L. Widdifield, R. Riggle

"In today’s challenging mining environment the “Big Picture” (Caterpillar, 2013) approach to mining is often neglected. With haulage costs approaching up to 45 % of the overall mining costs, all too often the load-haul-dump- return cycle is not investigated in its completeness. This paper will discuss the aspects of taking the time to observe an operation from the “Big Picture” approach. In today’s mining business miners, engineers, trainers, supervisors, and managers have ever increasing roles and responsibilities as never seen before in the past decade. The endless human resource, safety, environmental, cost control issues and performance initiatives, detracts from precious time that may have been dedicated to examining the day to day operation. Having examined numerous mining operations over the past several years, one common denominator is lack of time to properly observe operating practices in the field and recognize both positive and negative observations. The old fashioned vocation of observing the operation to assess the haulage, loading and maintenance processes to adjust, maximize or enhance operations have sometimes vanished. Four areas to be discussed in this paper: (1) Look at the “Big Picture”(Caterpillar, 2013), (2) Use common sense, (3) Areas identified for biggest improvements in the operations, (4) Observation of small details for big impacts to lower cost per ton and increased production. The objective of this paper is to provide low cost recommendations to lower cost per ton and increase production. INTRODUCTION Whether miners claim to have been around and experienced it all or the “rookie” on the mine site, miners are expected to execute the mine plan at the lowest cost possible. So why is it so difficult to execute this task? Shouldn’t supervisors just have to man the equipment, tell operators to have a safe day and tally up the numbers at the end of the shift? And let the technology system do the rest? So what could go wrong? Lots. Mining companies seek help from consultants, training departments, performance reporting systems and an arsenal of resources. Armed with all this information, the supervisors just hop in the pick-up and tell the shovel operator to speed up. Sounds simple enough. When the improvements don’t happen, what could have gone wrong? It comes down to people, the simple things that were not executed over the months previously and as a result today the mines performance is not where it should be. A mine is built by people. Managers who have the vision to develop the ore body in a manner that follows sound engineering practices. The infrastructure to mill the ore and support the equipment needed to move the material. Along the way equipment is procured and operators trained to run the gear. Engineers and geologists set up the design, the material movement, and haulage routes. Sounds easy to this point. So, why mine after mine is there this constant struggle to move more with less and get the costs down? Understanding how to make “Great Miners” out of these people is critical to lowering your cost per ton."

Jan 1, 2016

By Gerald C. Smith

Introduction Newmont Mining Corp.'s Carlin Gold Mining Co. mines gold ore and waste material from four open-pit mines in Northeastern Nevada. Combined production rate is 24.5 Mt/a (27 million stpy). The company is producing gold bullion from the 2.4 kt/d (2600 stpd) Carlin Mill No. 1. and the 2.3 kt/d (2600 stpd) Maggie Creek heap leaching plant. In August 1985, the 6.3 kt/d (7000 stpd) Carlin Mill No. 2 at Gold Quarry came on-line. The total combined throughput of 11.2 kt/d (12,000 stpd) will make Carlin Gold Mining one of the largest US gold producers. Feasibility studies are underway to increase the total gold out-put from Gold Quarry. This will be done by adding a continuous dump-leaching process that will recover gold from lower grade ore. History In 1961, Newmont exploration geologists located claims in the Lynn Creek mining district near Carlin, NV. An exploration drilling program revealed significant gold mineralization. A stepped-up drilling program revealed an ore body with an estimated 10 Mt (11 million st) of ore containing 109 t (3.5 million oz) of gold. Test results in 1963 allowed metallurgists to develop the flowsheet and design for a 1.8-kt/d (2000-stpd) countercurrent decantation (CCD) cyanide plant. Carlin Gold Mining Co. was formed to operate the property. Carlin purchased its first mining equipment in 1965. This consisted of two Bucyrus-Erie 2.7 m3 (3.5 cu yd) shovels and nine 27.2 t (30 st) Wabco Haulpak trucks, two Inger¬soll-Rand track-mounted drills, one Chicago Pneumatic T-650 rotary drill, one rubber tired Michigan 280 dozer, one Caterpillar D-8 36A track dozer, one Caterpillar 16 motor grader, and the necessary ancillary equipment. The fleet was capable of mining 3.2 Mt/a (3.5 mil¬lion stpy) working two eight-hour shifts, five days a week. In 1967, one P&H 1500 3.8 m3(5 cu yd) diesel electrical shovel and three 59 t (65 st) Dart trucks were added to the fleet, along with a Chicago Pneumatic rubber tire mounted rotary drill. This equipment addition increased the mining capabilities to 5.7 Mt/a (6.3 million stpy). Three separate pits, the Main, East, and West, within a 1.6-km (1-mile) radius of the Carlin mill were being mined. The crew consisted of 46 hourly men and three supervisors. This equals 497 t/ total hourly manshift (548 st) or 407 t/total manshift (515 st). Rising gold prices in the early 1970s allowed lower grade deposits to be mined at greater distances from the mill. The Boot-strap pit, 19.3 km (12 miles) north of Carlin, was started in 1973. Two Hough 45.4 t (50 st) front-end loaders, four Wabco Haulpak 45.4 t (50 st) trucks, and a second track type D-8H dozer were added. The higher grade ore was trucked to the Carlin mill using three

Jan 11, 1985

By Takuya Tani, Tomoyuki Aoki, Kazuo Saskai

"The authors have proposed a unique methodology in the evaluation of rock mass stiffness for the range of five to twenty meters ahead of the tunnel face, with the use of small diameter inclinometers. The inclinometers are installed at the tunnel crown at a pre-determined constant interval, about one meter behind the face in order to obtain the slight change in inclination angles during tunnel excavation. This method was developed as a daily control measurement such that the geological condition and its possible change ahead of the face could be detected early by monitoring the trend of inclination angles. This paper describes the results of the ground stiffness ahead of the tunnel face evaluated at a mountain tunnel construction site. This stiffness is evaluated automatically and displayed visually by the current system equipped with a result display screen, together with a warning message against a weak zone when detected. 1. INTRODUCTION In a conventional planning of a mountain tunnel, according to the Japanese Standard (JSCE, 2006) seismic refraction surveys from the ground surface are performed and tunnel support patterns are then designed based on the seismic wave velocity. The resolution of the velocity profile estimated by this technique, however, is poor as the tunnel overburden becomes large. The tunnel face is therefore often encountered by unforeseeable fault zones or weak rocks. Such an unpredictable weak zone occasionally causes the collapse of the tunnel face. Clarifying the forward geological information during excavation is hence significant for safe and well-controlled construction. According to the geological conditions ahead of a face, auxiliary methods typified by forepiling and face bolting could be preliminarily prepared for prompt execution. For the purpose of acquiring forward geological information, pilot borehole drilling and seismic reflection methods represented by the TSP (Tunnel Seismic Prediction) or HSP (Horizontal Seismic Profiling) are often applied. Those exploration are carried out near the tunnel face for a couple of days. This often leads to the interruption of excavation procedure and has no small effect on the construction schedule. On the other hand, some forward ground prediction methods in the daily control measurement have been developed e.g. by Schubert et al. (1995). In this method, tunnel displacements in the direction of the tunnel axis are used together with the crown settlements. We have tested their method at a few of our tunnel projects and found difficulty in the evaluation of the forward ground condition due to insufficient resolution of the axial displacement measured by a total station theodolite that we usually use for the tunnel measurement. We have therefore developed a novel methodology of monitoring slight inclination at the tunnel crown near the face, so that the forward ground conditions can be predicted and evaluated as part of a routine measurement procedure."

Jan 1, 2016

By William N. Poundstone

Consolidation Coal Company, through the mining research division of Continental Oil Company, is now undertaking the installation of a full-scale hydraulic transportation system to carry coarse coal from the mine face to the preparation plant. The facility will include all elements of a fully integrated haulage system including face haulage for both longwall and continuous miner sections, multiple slurry feeds, hydraulic hoisting and 2.4 miles of overland slurry transport. This undertaking is a result of more than six years of extensive research and testing, some of which has been previously releasted to the literature. To provide a reference framework for system description, a brief history of recent coal mining technological developments will be discussed. Following World War II, mechanization resulted in mining machines that were bigger, faster, more powerful, and more reliable. These changes were essentially refinements in an established mining system. They made mining more efficient than before, but they did not change the system itself. By about the mid-1960's, it was apparent that further improvements in the extraction machinery would have a declining payoff, simply because .the worst bottlenecks were in other components of the mining system. A modern continuous miner cannot be run continuously because other operations underground cannot keep pace. In fact, most continuous miners today run at less than 20% of capacity. Consequently, in 1969 Consol and its parent company, Continental Oil, undertook a long-range R&D program to try to change the basic haulage system for the better. Most coal at present is removed from the mine by a hand-off system in which the coal is transferred from the continuous miner to a shuttle car, often with the aid of a separate loader; then from the shuttle car to a system of conveyor belts; and finally from the conveyors to rail cars. The system involves a large amount of moving equipment underground, many transfer points, and the everpresent chance of operational delays and safety hazards. By removing the haulage bottleneck, we believe we can speed up underground operations substantially; and perhaps more important, we could make it feasible to develop a whole new generation of mining equipment that is inherently safer. What we wanted was a truly flexible, continuous haulage system with inherent safety advantages. Ideally the system had to meet three major requirements: First, the coal had to enter the transport system at the face, and remain in that same system all the way to the preparation plant. Second, the system had to be flexible and extensible so that it could- follow the mining machine as it advances and retracts. And, third, the system must be inherently safer than current haulage technology.

Jan 1, 1977

By Joseph W. Leonard

Much progress has been made in the application of geostatistics to hard rock ore deposits.1,2,3 4,8 Progress in the application of geostatistics to coal deposits has developed over a period of time out of hard rock technology.5,7 Exploratory drilling in many hard rock deposits is frequently significantly more productive than exploratory drilling in coal deposits. For example, hundreds of feet of drilling and/or many drill setups are frequently necessary to obtain a few samples from a typical 4 to 6 foot thick coal seam. With hard rock deposits, which are frequently thick or volumetric, less drilling dead work is involved in sampling the deposit. To produce a variogram, which is the basic element needed for geostatistical analysis, a few well positioned holes drilled into a hard rock deposit where the core(s) can be divided into many sections can produce a detailed variogram. To produce a similar type variogram in coal, it is necessary to drill many dozens of holes with much of the core length consisting of overburden data which is frequently of only secondary importance. To apply geostatistics to coal, not only are many separate sample sites needed, but frequently a problem exists in that the interval distance between samples cannot be controlled with the ease that hard rock drilling intervals can be controlled where it is only necessary to cut core segments according to some preassigned interval of distance. Because the uses of existing coal deposit samples are frequently handicapped by irregular sample distances and lack of sampling density along certain directions needed for the development of variograms, the application of geostatistics to coal deposits frequently does not proceed with the same efficiency and rapidity as when these techniques are applied to ore deposits. Grid-fitting was developed by the writers, as a logical and evolutionary improvement over the long and successful application of geostatistics to coal seams.6,9 Grid-fitting combines the trending of variance as well as other aspects of probability theory to optimize informational yields from the commonly less productive data derived from coal exploratory programs. Grid-fitting is basically a technique where a hypothesis involving numerous grid patterns, where each pattern is of a given geometry, size and direction is repeatedly matched against actual sample data to determine which match results in the closest fit of the hypothesis to the data. To determine the closest fit, a special index known as a selectivity index was developed. The selectivity index is basically the product of the mean and variance of the variances contained within each of the grids. hence, if SI is the selectivity index then [SI = Xs E (S i - Xs) /N] where [X]s is the mean of individual grid variances Si2 for any pattern of given geometry, direction and size.

Jan 1, 1984

Where space is limited, as it is throughout most of the northeastern United States, new construction either takes place high above street level, or below it. In Lower Manhattan, NY both kinds of expansion can be found in abundance. That is good news for the nearly 200 attendees at the George A. Fox Conference, presented by the Underground Construction Association (UCA) of SME at the Graduate Center, City University of New York, on Jan. 30. Among the many projects taking place in Lower Manhattan?s massive trans-formation process, are expansions to the city?s vast underground network of subways and other tunnels. ?New Yorkers either live on the ground or below it,? said keynote speaker Charles J. Maikish while explaining how an attempt to build above street level walkways never caught on in the city. Maikish is the executive director of the Lower Manhattan Construction Command Center. His job is to oversee the $22 billion project that will transform the island by 2010. From the construction of Freedom Tower at the site of the fallen World Trade Center buildings, to the expansion of the Second Avenue Subway, the extension of the East Side Access, No. 7 line, the new trans-Hudson line and numerous waterway tunnel expansions, including City Water Tunnel No. 3, the task Maikish is charged with is a huge one. He is primarily responsible for coordinating the scheduling and staging of the overall rebuilding plan, along with the day-to-day coordination of construction work down-town. He places particular focus on mitigating impacts on the environment and mobility, maintaining and improving access and alleviating congestion of any kind related to construction. At the time of the Fox Conference, there were 59 projects under way in Manhattan. All of those projects need things like concrete and steel delivered to sites in very tight working environments. And some need the equipment in even tighter spaces. ?This is not just about the recovery of Lower Manhat-tan (from the 2001 terrorist attacks) but this is a plan to restore it and to maintain its integrity,? said Maikish. ?I think that is the appropriate response to the terrorist attacks.? When Freedom Tower is completed, it will stand 541 m (1,776 ft) about the skyline. That will be a strong statement to the world about America?s strength. But it is the work that takes place much lower that was of interest to the conference attendees. On this respect, Maikish said Manhattan?s efforts below ground aim to provide relief to the city?s street level congestion and to make sure Manhattan ? already essential to the economy of the United States and the world ? stays current by upgrading the existing telecommunications and technological network while also allowing room for growth in that area.

Jan 1, 2007

By Thomas P. Kwiatkowski, Len Cobb, Christopher D. Orlandi, Judith H. Jones

The Inland System supplies raw water to the industrial and domestic users in the City of Birmingham, Alabama. The Inland System, which is nearly 60 years old, consists of an approximately 57.9m (190 feet) high earthen dam across the Blackburn Fork of the Black Warrior River, a 39.6m (130 feet) high reinforced concrete intake structure, a 1524mm (60inch) diameter Dresser coupled steel transmission pipeline, and various distribution lines extending into Birmingham. The Inland System was owned, operated and maintained by the Industrial Water Board (IWB) of the City of Birmingham, an agency of the city government, from 1958 until 1994. In 1994, the City of Birmingham consolidated all water and distribution functions under the Birmingham Water Works Board (BWWB). In 1988, the IWB determined that the Inland System had reached a point where its reliability could not be assured without an in-depth evaluation and renovation. The IWB engaged Christy/Cobb, Inc. (CCI) of Birmingham as its consultant for the renovation work. CCI evaluated the Inland System and submitted a report to the IWB in April, 1992. The report contained several recommendations for capital improvements to the system including increasing the emergency spillway capacity, reconstructing the fuse plug, relocating public access to the lake away from the dam area, constructing a new intake structure, and constructing a tunnel through the dam abutment to deliver the water from the proposed intake structure to the existing 1524mm (60 inch) diameter supply line. The new intake structure and tunnel would provide for a future maximum demand flow rate as well as provide bypass and level control capabilities. CCI was authorized in 1992 to proceed with the engineering design for the renovation of the Inland System with emphasis on the spillway and intake structure. PROJECT DESCRIPTION The major component of the renovation of the Inland System was the new intake structure and tunnel through the dam abutment. CCI engaged Jenny Engineering Corporation (JEC) of Springfield, New Jersey as a consultant for the tunnel design. JEC was responsible for the design of the tunnel, the connecting shaft between the intake structure and tunnel, and the steel pipe final lining, while CCI was responsible for the intake structure and the connection to the existing supply pipeline as well as overall project management. CCI and JEC evaluated the project site in order to select the location for the new intake structure and set the alignment for the tunnel. A factor in the evaluation process was that the level of the lake could not be lowered to construct the new intake structure since the supply of water from the Inland System had to maintained. Therefore, a location was required which was

Jan 1, 1997

By Russell L. Wood

Introduction It is the morning after and there is one monumental hangover among many, if not most, of the oil companies that invested in mining in the past decade. How an oil company looks at mining depends on the time period. A few years back, around the time of investment, they were probably looking at a balance sheet of their own that was beginning to go wild. Many of their commodity prices already increased two-, three-, or fourfold, with no end in sight. There was a need to invest their earnings someplace before the stockholders or the government got too interested. And that someplace needed to be an industry where their own management skills could be applied. In mining there was an industry amazingly similar to their own. Both worked with nonrenewable natural resources, dealt with the same types of government agencies, and had the same type of critics and pressures from the general population. Oil executives saw mining as an industry that was somewhat backward as compared with their own. They also saw how a generous ration of the capital and management skills, so handsomely bestowed upon the oil industry, could be used to great advantage. But, looking at mining through the eyes of an oil company today, this is what might be seen: • An industry that has been spectacularly unprofitable for the past few years; • An industry of many commodities, any of which can go bad on short notice for protracted periods, for a variety of unpredictable and uncontrollable reasons, or for no reason at all; • A labor-intensive industry, often beset by labor problems. And with only limited potential for further economic mechanization or automation in today's primitive mining environment; • An industry confronted with external, foreign, and political problems, with no reasonable expectation of near-term relief; and • An industry that does not appear to have many "up" periods in its immediate future. And, there is little chance for either big, fast bucks or long periods of large, steady earnings. What Went Wrong? The visions of a few years back seemed as correct then as today's viewpoints seem to be now. What happened to change these views? What went wrong? The simplest and easiest answer is that if the economy was normal back then, nothing would have gone wrong. This is an easy answer but, unfortunately, probably incorrect. Let us take a broad overview. Certain events enabled and prompted oil companies to invest heavily in mining. These same events were major factors in precipitating the worldwide recession that has grievously injured mining and has brought those mining investments into disrepute. Taking a somewhat narrower, but still broad overview, the simi-

Jan 3, 1985

By Bruce Kennedy, William Hustrulid

Georgius Agricola in 1556 wrote De Re Metallica, one of the first and probably the most famous of mining reference works. In Book 1 he reflects rather elegantly on mining and miners. "Many persons hold the opinion that the metal industries are fortuitous and that the occupation is one of sordid toil, and altogether a kind of business requiring not so much skill as labour. But as for myself, when I reflect carefully upon its special points one by one, it appears to be far otherwise. For a miner must have the greatest skill in his work, that he may know first of all what mountain or hill, what valley or plain, can be prospected most profitably, or what he should leave alone; moreover, he must understand the veins, stringers, and seams in the rocks. Then he must be thoroughly familiar with the many and varied species of earths, juices, gems, stones, marbles, rocks, metals, and compounds. He must also have a complete knowledge of the method of making all underground works. Lastly, there are the various systems of assaying substances and of preparing them for smelting; and here again there are many altogether diverse methods. ... "Furthermore, there are many arts and sciences of which a miner should not be ignorant. First there is Philosophy, that he may discern the origin, cause, and nature of subterranean things; for then he will be able to dig out the veins easily and advantageously, and to obtain more abundant results from his mining. Secondly, there is Medicine, that he may be able to look after his diggers and other workmen, that they do not meet with those diseases to which they are more liable than work- men in other occupations, or if they do meet with them, that he himself may be able to heal them or may see that the doctors do so. Thirdly follows Astronomy, that he may know the divisions of the heavens and from them judge the direction of the veins. Fourthly, there is the science of Surveying that he may be able to estimate how deep a shaft should be sunk to reach the tunnel which is being driven to it, and to determine the limits and boundaries in these workings, especially in depth. Fifthly, his knowledge of Arithmetical Science should be such that he may calculate the cost to be incurred in the machinery and the working of the mine. Sixthly, his learning must comprise Architecture, that he himself may construct the various machines and timber work required underground, or that he may be able to explain the method of the construction to others. Next, he must have knowledge of Drawing, that he can draw plans of

Jan 1, 1982

By Paul D. Tomlingson

A new sense of urgency permeates the mining industry concerning maintenance. Mining's continuous process environment demands around-the-clock maintenance support. And profitability conscious mining operations require that production targets be met on time - and economically. These goals require nothing less than an effective maintenance program. In turn, the effectiveness of the maintenance program depends on quality information: easily procured, complete, timely, accurate, and properly used. Information picture is changing Some of the fully integrated, mainframe maintenance information pro¬grams of better days remain. Their upkeep and cost of operation, though, is becoming more difficult to justify. Some operations, faced with production cutbacks a few years ago, downscaled and found they liked it. Now, during an upswing, these operations question the need for the more elaborate, administrative-heavy programs they used to operate. Package programs are not taking their place. Too often, the packages are vague and generic. Some vendors claim that if their offerings work in a hospital complex, they must work in an underground mine. That is not so. Maintenance information in the mining industry is different. The situation has changed There are now smaller, self-contained maintenance groups whose information needs are different. These include an electrical crew in a smelter, an underground mobile equipment shop, or a remote service shop between several distant operating pits. These working environments have changed the character of the information needed as well as the methods for obtaining and using it. Operations-maintenance link In coming back from a downturn, operations people realize that their ability to meet production targets hinges on reliable equipment and avoidance of downtime. They have become familiar with the need to use maintenance services effectively. They also want quality maintenance information. When coupled with the sense of urgency about maintenance, a business-like working environment emerges that has significant new differences in both work control and information. Work control impact Work control has been streamlined to improve communications. Supporting information has been streamlined as well. • Verbal orders are the rule rather than the exception to quickly bring a multi-craft crew to the flotation section or a pit crew to a disabled haulage truck. • Written work requests and work order forms are seldom used, or even needed. Rather, electronic work control logs permit operations to request work, maintenance to acknowledge it, get ready, and do it - quickly, without delay. • Routine servicing is triggered by operating hour accumulation (mobile equipment) or tons of throughput (fixed equipment). Operations is now taking the initiative in delivering mobile equip¬ment to the "bad order line," or switching to a bypass conveyor. Operations wants immediate follow-up reports on equipment condition.

Jan 1, 1989

By N. Arbiter

During the first four decades of flotation practice, close to 200 machine designs were patented, although only about a score were ever used commercially. By the end of that period, the rigors of use had resulted in obsolescence of most pneumatic cells, with a few mechanical cells dominating the field. After World War II, newer designs began to appear but most were modifications in varying degrees of older designs with special features added. Of the dozen or so most recent developments, almost all are pneumatic, relying on compressed air instead of impellers for motive power, although in several cases pumps supplement compressors. Table 1 lists a few of the more fully documented new cells, with their significant characteristics, along with similar characteristics of a widely used mechanical cell. New designs in general are emphasizing: bubble size control; in several cases, methods for delivering feed directly to the froth; methods for introducing and dispersing air through nozzles, eductors, packed beds, or permeable walls; and variable cell volumes, relative to capacities, ranging from very small, with less than a second of retention time, to the largest, with retention times of over 20 min. An important question is the extent to which any of the newer designs are based on locating weaknesses in current mechanical cell designs and then using these as a starting point for innovations. In the present study, the key subprocesses which must take place in a cell are outlined; mechanical cells are analyzed to establish where weaknesses may exist; and then alternative subprocesses are considered which could effect improvements. COMPONENTS FOR CELL DESIGN It is assumed that mineral surface chemistry has been modified as necessary to provide optimum potential floatability. While the cell process may affect this to a degree, cell design is primarily concerned with actualizing the existing potential floatability. The cell design problem is to provide more effectively for the following: 1) Dispersion of air to obtain an optimum bubble size distribution at an optimum ratio of air volume to feed volume. 2) A hydraulic environment which permits most effective contact of potentially floatable particles with bubbles: [Table I - Cell Comparisons* Cell Type Mechanical Column Deister Miller ASH No. of units Multiple Single Single Single Retention time min.10/20 17/27 3.8 ca. is Capacities mt/m3s 0.022/0.066 0.066/0.20 0.11 10.4 st/ft3d 1/3 0.3//0.9 m5.0 469 Air hold-up % 15/20 20 n.a. 50/80 Air escape velocity m/s 0.015/0.0200.020/0.025 n.a. n.a. ft/m 3/4 4/5 n.a. n.a. * References: Mechanical (Harris, 1976,1985), (Bassarear, 1985); Column (Travis, et al. 1987); Deister (Zipperian and Christophersen, 1985); ASH (Air-Sparged Hydrocyclone) (Miller 1989).]

Jan 1, 1989

By R. H. King, D. R. Schricker, R. E. Cameron

Mine managers rely on their experience, section foreman's daily reports and occasional time studies to make important production, maintenance and forecasting decisions. This information is often subjective and imprecise, consumes expensive engineers time, is often biased and is restricted to short time periods. Managers need better information. Furthermore, if a recently purchased machine is being evaluated, a large increase (>10%) in productivity may be obvious, but small increases are usually masked by other variables. In today's highly competitive markets, cumulative small changes are important, especially since managers have already exhausted most available, obvious avenues of improvement. A technique to separate these charges from effects of other variables and to quantify the target effect is necessary. CSM researchers are addressing this need by developing an intelligent decision support system (IDSS). It provides key production and maintenance information to support management decisions by recognizing patterns in mining machine sensor data and representing knowledge about mine management, operations, layout and equipment. A continuous miner section at Western Fuels-Utah Inc.'s Deserado Mine in Rangely, CO is the test facility for the research. Power transducers located in the sections load center provide kilowatt versus time data from continuous section equipment. The IDSS pattern recognition algorithms classify the kilowatt versus time patterns into individual machine operating modes. It produces an output similar to a typical industrial engineering time study but continuously, automatically and without an engineer in the section. It is relatively easy for a time-study engineer to identify the stop and end points of a cycle element and classify it by looking at the machine and glancing at a stop watch. The problem is that monitoring system hardware and software do not have these unique capabilities. Consequently, IDSS algorithms must automatically define the begin and end points of machine tasks and identify the task by recognizing patterns in kilowatt versus time data. However, many mines have file drawers of time-study type data that are not very useful. So, IDSS contains the knowledge representation subsystem (IDSS/KRS) to produce short reports containing only key information. This is difficult because mine environments continually change and information requirements differ for each management level. Consequently, IDSS/KRS must learn and adapt to new conditions in a dynamic mining environment. Western Fuels-Utah owns and operates the Deserado Mine, located about 19 km (12 miles) northeast of Rangely, CO (Upadhyay, 1988; King and Eros, 1988). One longwall and two continuous miner sections produce about 900 kt (1 million st) of coal annually for the Deseret Generation and Transmission Cooperative's 4000 MW power plant located near Bonanza, UT. Three mine monitoring systems control the underground mine, the preparation plant and the unit train load out. Pattern recognition IDSS/PRS produces a listing of begin and end times for each machine operating event as shown is Table 1.

Jan 1, 1991

By Bonn J. Macy, David A. Gulley, William A. Vogely

INTRODUCTION Some of the most famous and graphic environmental incidents have arisen from mineral extraction, including oil spills, the Reserve Mining asbestos tailings case, Kaiparowitts surface mining and coal combustion, and other environmental causes celebre. The remote location of much of the mining industry to some extent reduces the human health hazards from pollution, but often times the pristine locale in which mining is conducted provides a sharp contrast to the impacting industry. This prompts questions as to what the research literature says about the true costs and benefits of environmental compliance. We survey the state of this knowledge. Where possible, we discuss studies focused on mining and related industries, such as primary metals production. In many cases, how- ever, the studies pertain to the economy as a whole. For present purposes, the mining industry is defined as companies engaged in the production and refinement of minerals, including metals, fuels, and nonmetallics (e.g., phosphate, sand and gravel). There are several stages in mining, with environmental effects occuring at every stage. The exploration stage comprises the period from initial prospecting to the point where the deposit has been located and delineated in sufficient detail to permit development decisions to be made. Geophysical and geochemical surveys, diamond drilling programs, and exploratory stripping and excavation are activities that may be employed during this stage. Some forms of prospecting are relatively benign, al- though even airborne surveys and motor vehicles generate noise pollution. Roads and the passage of vehicles and equipment affect land surfaces and vegetation, and attract heavier backcountry use. Clearings, stream crossings, and borrow pits can lead to increased erosion and sedimentation of streams. Geological survey grids disrupt vegetation and appearance. Moreover, prospecting can involve the excavation and stripping of overburden, resulting in soil and vegetation disruption as well as in- creased sedimentation of streams and lakes. The effects of exploration are often temporary, and frequently less severe than for other activities. Nevertheless, exploration-related impacts vary with the intensity and type of exploration effort, and can be significant. During the development stage of mining, shafts are sunk, pits excavated, buildings erected, and transportation facilities established. Dust, noise, and other socioeconomic and environmental impacts are generated by the relatively large and sudden influx of people, equipment, and activity. Surface disturbance and solid waste are generated by development, and liquid wastes form when mines are dewatered. The extraction phase is associated with a variety of environmental impacts. These impacts may differ for surface and underground mines. In surface mining, surface disturbance is obviously a major consequence. Piles of overburden and waste accumulation mar land surfaces. Wind and water erosion tend to spread the dis-

Jan 1, 1985

By Gary English

"Tunnel safety is evolving as science, engineering and technology make advances. Applicable safety codes and standards simply do not cover all the potentials of design, construction and operation. This paper reviews a series of tunnel projects code gaps in Seattle USA that were uncovered during the design and construction of a new highway tunnel, conversion of bus tunnels to combined road and rail tunnels, new rail tunnels using TBM and NATM, conversion of a road tunnel to light rail, and retrofit of an existing road tunnel to add lanes and improve safety systems. The perspectives of the ‘fire code official’ (Authority Having Jurisdiction) on methods to identify and resolve gaps in safety code and standard regulations, while garnering the consensus of the owner, designer, and contractors are presented. Additionally, the emergency responder command perspective on safe tunnel design, tunnel rescue during construction and operational safety is explained TUNNEL SAFETY EVOLUTION The underground has become nearly the only option to provide essential transportation corridors to continue our economic growth in key global areas. Tunnels are not built on a whim. Often significant portion of a regions wealth are invested to meet current, and hopefully future transportation demands. There are more transportation tunnels being built now than at any time in the planets history. The location of these tunnels is often selected for us based upon regional demand. Most commonly under densely populated urban centers and between populations’ centers to bypass geologic conditions like mountains and water bodies. Tunnels are being built in unforgiving soils, between tectonic plates, in extremes environmental conditions and often, under the very heart of the highest density population centers on the planet. All of these locations can bring with it conditions that challenge our common assumptions about safety. These extraordinary locations and soils create risks for both those constructing the tunnel, and in design engineering to meet the ‘minimum’ requirements at the lowest costs. There is lengthy history of above ground safety. Most countries and major local jurisdictions have adopted, or created safety requirements for the construction of above ground buildings. Through decades of use, these safety requirements have evolved, changed and been expanded to cover a wide gamut of actual and potential safety risks. However, the use of the underground for tunnel transportation corridors has grown exponentially with limited attention to safety requirements."

Jan 1, 2016

"Metallurgical process development in greenfield projects must define the comminution flowsheet and establish the equipment sizes that are required to deliver the project design criteria. These are critical steps that heavily influence the financial performance of the project, requiring a detailed understanding of the ore properties of the project resources and the best practice methods to size comminution machines. This paper reviews current practices for determining the ore characteristics relevant to comminution circuit design. Particular attention is given to the design of sampling and testing programs, and the methods commonly applied to size crushers and mills for conventional size reduction applications in mineral processing. IntroductionMetallurgical process development in greenfield projects requires the selection of a comminution flow sheet and must establish the equipment sizes required to deliver the project design criteria. This necessitates a detailed understanding of the ore properties that define the project resource. For brownfield projects the same objectives may apply for plant expansions, or the project objective may be simply to define the capacity and operating cost of an existing facility for a new ore source. The process development phase in either instance will typically comprise the following key activities:• Geometallurgical classification and sampling of the ore deposit or deposits.• Determination of comminution energy requirements.• Benchmarking similar projects.• Identification of flow sheet options.• Equipment selection and sizing.This paper is concerned specifically with process development testing and will as such focus on the first two activities on the list: sampling and testing of the deposit. The discussion will focus on testwork programs to support the design of comminution circuits commonly in use in mineral processing today, specifically crusher, tumbling mill and stirred mill technologies.It is important that any testwork program is designed giving consideration to the types of flow sheets that are viable for the project, and the data that will need to be generated to support the final equipment sizing. Designing a testwork program to only provide information about one particular type of flow sheet will not allow sufficient information to be generated for a rigorous trade-off analysis of options, and may therefore preclude financial optimization of the project. Testing programs should be designed to collect sufficient data to ensure that any backtracking at a later stage to fill in missing information is minimal."

Jan 1, 2016

By K. N. Mayfield, T. Novak

"The applications for automation continue to expand within the mining industry. These applications can range from the startup, control, and shutdown of processing plants to the autonomous operation of surface haulage trucks. However, the term “automation” should not necessarily be interpreted as the total elimination of human interventions since numerous mining processes can be partially automated. The future survivability of many mining operations will be influenced by a company’s willingness and ability to understand, accept, and utilize this technology. The mining workforce, including management and engineering, should be familiar with the technological capabilities and limitations for effectively implementing automation into mines for improving safety and productivity. The Department of Mining Engineering at the University of Kentucky has recognized this educational gap and developed an automation laboratory, along with project-oriented courses at the undergraduate and graduate levels. The laboratory and the course objectives are described in this paper, as well as the skills and abilities that students obtain at the completion of the course(s). BACKGROUND The touted benefits of automation include: improved productivity, lower operating costs, reduced drudgery of repetitive operations performed by workers, and the removal of workers from hazardous locations. The acceptance of advanced technology by the mining industry, however, has traditionally been slow. This cautious approach is understandable considering the complex and harsh conditions routinely encountered in mining operations. Bad experiences with some premature installations of newly hyped technologies may have also resulted in lingering skepticism by many mine operators. Nonetheless, with thoroughly demonstrated reliability and proven applications, automation based on programmable logic controllers (PLCs) has made significant inroads into the mining industry. Programmable logic controllers (PLCs) are the workhorses of automation. They were originally conceived in the late 1960s, long before the invention of the personal computer (PC). Initial PLC applications were directed towards sequential relay control in manufacturing plants, which subsequently eliminated the use of “relay logic” that was based on hard-wired electromechanical relays. With continuous advancements in electronics and computer technology over the years, PLCs have evolved into sophisticated and powerful devices with very stable operating systems. They are designed for deterministic logic execution with extreme consistency in timing, along with a high tolerance to temperature, humidity, and vibration (Smith 2003). Because of their robust characteristics, PLC networks now provide the backbone for most industrial automation applications."

Jan 1, 2017

By Dan Witkowsky

In an increasingly environmentally conscious world, mining's importance to society has often been misunderstood and even maligned by the public. Extreme and impractical ideas have often been presented to children because of the lack of accurate, timely resource materials available to educators. In the late 1960s. two mining engineers, S.P. "Pi" Warren and C.L. "Lindy" Barker, became aware of this situation. They proposed to develop a summer field course to provide a factual overview of the minerals industry for teachers. The pair believed that teachers could become better informed to educate students, and future generations, about mining. These two Colorado Mining Association (CMA) members felt that such a course could reduce much of the misunderstanding about this vital industry. This could be done by providing a balanced perspective of mining, not only for kindergarten-through-grade-12 teachers, but also for the students they would be teaching during their careers. Students who better understood the minerals industry could better formulate an unbiased view of it. The course would seek recognized authorities from industry, academia and government who would lecture in their respective fields of expertise. The course would provide a total concept of the coal, aggregate, metals and industrial minerals industries. It would include geology, geophysics, exploration, mining, processing, marketing, product applications, economic, mining history, careers, and environmental responsiblity. When possible, site visits would permit educators to view operations and to meet the men and women who are industry leaders. Teachers would pay a small tuition fee. The balance of the program expenses for each teacher would be paid through scholarships provided by industry and individuals. The "total concept" idea obtained the support of the minerals industry. The support of CMA's Education Committee and the Colorado School of Mines (CSM) was obtained in 1968. Colorado's Commission on Higher Education approved teacher recertification credits through CSM's Office of Special Progams and Continuing Education for those successfully completing the program. The first six-week series of classes presenting the total concept of the indus¬try was held at CSM in 1969. In 1977, the CMA Education Foundation Inc. (CMAEF) was established as a Colorado nonprofit corporation. The "Total Concept of the Mining Industry" (Total Concept) course was placed under its sponsorship. CMAEF is dedicated toward this continuing education program (Table 1). In 1994, the course was streamlined to four-weeks for six hours recertification credit.

Jan 1, 1997

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

By T. Faulkner, S. A. Richards

"The Scale-Distance formula is one of the primary means of determining the maximum amount of explosives that can be safely detonated at one time by a single delay. This paper describes a method of applying the Scale-Distance formula to the entire mining area using gridded surfaces. Using this technique, the operator can better determine the economic impact of nearby structures on the mine plan. INTRODUCTION As the surface mining of coal and stone encroaches near populated areas, precautions must be taken to minimize blast vibration damage to protected structures. The common method employed to minimize vibration damage is not to reduce the total amount of explosive in the hole (which would negatively affect fragmentation), but rather to introduce delays to reduce the amount of explosive detonated at any point in time. The Scale-Distance formula, an industry-accepted standard, may be used to calculate the maximum weight of explosive that can be detonated at one time without damaging the structure. This information may then be used to determine the number of delays required for each hole. Detonators make up a large part of the cost of blasting. At roughly $15 per detonator an additional detonator in the hole can be significant. It is normal to set off hundreds of holes at in one shot. An additional detonator in each hole can cost additional thousands of dollars per shot. The number of detonators is also a function of the depth of the holes and the hole spacing. Being able to accurately forecast the economic impact of blasting near structures improves a company’s ability to make informed decisions on how to approach property owners. Operators basically have three options when dealing with property owners: 1. Buy the property and blast without restriction 2. Negotiate with property owner for a waiver to allow unrestricted blasting 3. Comply with the legal blasting restrictions This paper proposes a method for the engineer to forecast for all points in the proposed mining area the impact of nearby structures upon the blast design. Being able to create a contour map and ultimately estimate the number of delays required for the entire forecasted mining area, the engineer can create accurate economic forecasts of the cost of blasting. The objective is to reduce the level of uncertainty in the forecast of the blast component portion of the forecast."

Jan 1, 2016