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By C. Roos

"Nearly every input to a mine plan is based on an estimate. The estimates may be from sample data, historical information, models, or personal opinion, but in all cases, these values are simply expected values (means). In real life, we do not get to iterate the exact conditions at our mining operation many times to ensure that that average value is attained. The expected value also tells us nothing about the spread of values that that input might take on. The result is a significant amount of unquantified uncertainty in our mine plans. Unfortunately, it is often too expensive or time consuming to update planning processes and software. This paper presents a proof of concept spreadsheet scheduling tool that can be utilized to incorporate many geologic realizations (simulated models) into the mine scheduling process. While this POC is not intended to be a detailed model of uncertainty, it is to show that there are stepping stones available for mine planners to begin to embrace uncertainty and produce more achievable plans without requiring a significant change in their planning process. INTRODUCTION Mining companies have included quantifying uncertainty, or at least risk, as a requirement of project justification for many years, however many times this process lags behind the traditional mine planning process and the results are rarely used to improve the plan. Nearly every parameter used in a mine plan is an estimate and the mine planning engineer should recognize and even embrace the inherent uncertainty in those parameters and its effect on their forecast results. While many of the uncertainties are beyond the scope of the traditional mine plan (e.g. global market uncertainty, socio-political uncertainty, environmental uncertainty), some uncertainties can, and should, be included in the mine planning process. Many mining engineers have incorporated techniques such as Monte Carlo Simulation or Discrete Element Simulation to understand the range of productivity that can be expected for an operation but most still rely upon one estimated model for what is likely the critical component of technical uncertainty, the geologic resource. Modern geostatistical methods can provide multiple ore body realizations to provide a thorough unbiased “picture” of the geologic uncertainty but most traditional mine planning techniques are not formulated to allow for multiple (100-200) realizations of each material quality/grade parameter. Commercial software companies and research groups are progressing with development of tools that can incorporate geologic uncertainty, and even optimize extraction plans in the uncertain environment. Unfortunately, this author believes that a significant number of mining operations will not be able to adopt these techniques due to the computational requirements of the advanced techniques and the costs associated with implementing proprietary software. In an attempt to encourage mining engineers to embrace the inherent uncertainty in their mine plans, this paper presents a cost-effective alternative that can be developed in-house, at any mine, to schedule mid to long-term mine plans while continuously monitoring the uncertainty in the results. The author hopes that by demonstrating the usefulness of such a system that mining companies will encourage engineers, geologists, and geostatisticians to find ways to incorporate this powerful data into their processes and procedures."

Jan 1, 2017

By Bryan Ulrich

Knight Piésold?s annual roundtable discussion was held at the Red Lion Hotel and Casino in Elko, NV on March 14. This year the title was, ?Roundtable discussion on material co-disposal/ co-placement in the mining industry.? This topic was chosen because of the benefits that the mining industry could realize through the advancement of improved methods of storing tailings and mine waste and from reducing short-and long-term environmental hazards while reducing the footprint of these facilities and making strides toward attaining a walk-away solution. Knight Piésold had a local representative, Bryan Ulrich, as well as representatives from its Denver, CO office, including Tom Kerr, president of Knight Piésold?s U.S. practice, and Jeff Coffin, Ph.D., geotechnical engineer, to help facilitate the discussion. The event played host to about two dozen attendees from several western states. Attendees included personnel from more than 10 mining properties, various corporate offices and academia. The purpose of the roundtable was to exchange ideas and information pertaining to broad topics revolving around the subject of co-disposal/co-placement in the mining industry. Compared with traditional conferences and symposia, the roundtable forum tends to provide a less inhibited format for discussion. In the roundtable format, lively discussions and applicable tangential departures are encouraged. This was the seventh in the series of the Elko Roundtable events. Previous roundtables pertained to: ? Heap leach pad design, construction and operation. ? Design, construction and operation of tailings storage facilities. ? Site-wide water considerations. ? Mine closure and cover design. ? Strides toward sustainability in mining. ? High-density tailings, paste and filtered tailings. Acid rock drainage for engineers and environmental scientists.

Nov 1, 2013

By T. W. West

During the design and construction of a coal preparation facility, there are many items that can cause serious problems if not properly handled in the early stages of a project. These problems can be a detriment to smooth owner/ contractor relationships, the designing of a flow sheet, the selection of equipment, the design of the facility, the maintenance of schedule and budget, and a smooth start-up. It is the purpose of this presentation to identify some of these problems and to suggest steps that can be taken to reduce or eliminate their impact.

Jan 1, 1977

By A. Delgado-Jiménez, O. J. Restrepo-Baena, G. Aristazabal

"Mining industry as a source of raw material is essential to society however, it lacks of good reputation due to the type of management historically applied to many of its social and environmental impacts. It is argued that this situation has hampered the obtaining of social license to operate of a lot of mining projects around the world. The last considerations are very common in Latin American countries. As a result, the mining sector has understood that the viability of the business long term is associated with more profit for the shareholders but also with activities that improve the livelihoods of local communities, enhance the capabilities of local governments and preserve the ecosystems around the projects. Nevertheless, recent studios have shown that most of the current advances to incorporate sustainability concepts in mining have been mainly focused on control and the prevention of environmental and social impacts of extractive activities. Thus, contributing to the development of territories around mining projects constitutes a fundamental aspect of the business competitiveness through reducing cost and risks of stopping projects, innovating new ways of relationship with stakeholders, improving the level of reputation of the industry as well as its position in the market. However, this contribution requires formal strategies and models that enable companies understand the different resources in the territories where their mining activities are developed and those resource transformations, in order to establish the best way to articulate the project with the territory, pursuing an effective contribution to its development, truly sustainable over time even after the mine closure. CONTEXT Currently in the world but especially in developing countries such as Latin Americans, different stakeholders are increasingly vigilant of how mining companies carry out their activities in terms of socio-economic and environmental management of territories, not only for its impact on the livelihoods of the communities that inhabit them, but also because many demanders of raw materials -both countries and companies- have set sustainability standards as a prerequisite to establishing business relationships with mining companies, such as the recently declared Sustainable Development Goals by 2030 (UN, 2015). Accordingly, decide underinvest or not to invest in sustainability issues carries risks for mining companies. However, invest much in the wrong way may involve the same risks. Managers are concerned to ensure profits, and therefore they decide carefully how to invest in the areas of production, R & D or marketing. Likewise, they should think strategically about investing in initiatives related to sustainability. This if they really want that those investments in fact help to improve the competitiveness of the company. The mining industry benefits from natural capital that extracts, so it should implement strategies that lead to remunerate such benefit to the territories (Almaguer, 2007). One option is through the transformation of natural capital in other types of non-existent capital or poorly developed in their areas of influence. In this way, the value generated by the extraction of underground resources is shared and additionally contributing to improving the quality of life of the communities. Historically, mining industry has been into several problems to achieve this, which represents one of the aspects that has most influenced the current reputation of mining industry in some regions of Latin America. Many communities, local governments and civil society organizations continue to associate this activity with the destruction of the social fabric and ecosystems in the territories, and their opposition against companies working in the areas has led to affect the operational continuity of many projects (Hamann, 2003; Prno and Scott, 2012; Slack, 2012)."

Jan 1, 2017

By Josh Swank

Albert Einstein once said, ?the important thing is not to stop questioning.? In the mining industry, a lack of inquisitiveness may lead to a blissful ignorance but it certainly will not increase efficiencies. While one may claim necessity is the mother of invention, questioning and analyzing how methods and systems can be improved is the catalyst to discovering necessities. Understandably, when working in the middle of Canada?s oil sands, where trucks operate around the clock every day of the year, it is nearly impossible to pull the nose from the grindstone long enough to provide thorough analysis. But, fortunately, some manufacturers/inventors have assisted by examining the process and the ensuing headaches within this application.

Jan 1, 2013

By Manuel S. Rivera

Abstract. Instrumentation in concentrators has evolved from a few isolated indicators to compu- terized control within twenty years. This evo- lution has caused a drastic change in the phil- osophy, personnel and equipment used in a pro- gram of servicing and utilization of present day automation.

Jan 1, 1980

By I. R. Miller

The purpose of this discussion is to try to offer some suggestions as to how the zinc and lead markets will perform over the balance of the decade, review some of the factors influencing production and come to some conclusions regarding prices. The past 2 years have been simply awful in terms of consumption, prices and overall profitability for the industry. In looking ahead to the year 2,000, it is probably not a bad idea to look back about 20 years to see where we have been and how we got to where we are. Zinc consumption from 1950 to the early 1970's increased steadily and rather nicely at an annual average rate of close to 4.0%. It was starting in the early 1970's that things started to get volatile and at times, difficult for the industry. The general economic boom of the early 70's was marked by annual consumption rates close to 5.0 million tons, a level not seen again for over 10 years. The First Oil shock of 1973-74 was followed by the sharpest consumption drop in memory. In two years, Western World zinc consumption fell 27%. While our chart shows a rather dramatic recovery thereafter, the average annual growth rate since 1970 has only been a rather modest 1.5%.

Jan 1, 1992

By William Gleason

"Caterpillar is the largest manufacturer of mining equipment in the world. In hundreds of surface mines around the globe, Caterpillar’s flagship 793 haul trucks can be found moving material for copper, coal, gold, iron ore and other mines. Likewise, its iconic yellow bulldozers are at mine sites the world over — the company recently announced the sale of its 40,000th large dozer. And since its acquisition of Bucyrus in 2011, Caterpillar has positioned itself to become a worldwide leader in the underground mining sector as well.But don’t think that the company is resting on its reputation. As evidence of its commitment to the global mining sector, as well as its confidence in the future of mining, Caterpillar invited mining trade press, including Mining Engineering, to its Tinaja Hills Training Center near Tucson, AZ in November to introduce the latest editions to its mining portfolio. The two-day event focused mostly on the newest electric drive haul trucks, the Cat 796 AC, which will operate in the 326-t (360-st) class, and the 798 AC in the 360 t (400 st) weight class.Caterpillar representatives also spoke about new offerings in the underground space as well as the newest version of the D11 large dozer.“It has been 10 years since we launched the F Series,” Jean Savage, Caterpillar’s vice president, surface mining and technology said. “Since then, we have been on a journey to serve our mining customers and we wanted to have trucks in every application. Today, we are launching two new trucks that will allow us to fill out our portfolio.”While Caterpillar previously offered the broadest range of off-highway haul trucks to the mining industry, it was noticeably absent from the 326-t (360- st) and 360-t (400-st) weight classes."

Dec 1, 2018

By C. Haycocks

The evolution of longwall mining is briefly traced from its inception in England in the 1620's. In the beginning this method recovered 90% of coal with roof closure controlled by packs and walls. Mechanization began with kerf cutting, crude face conveyors, and improved face support. Full face mining was accompanied by the introduction of self-advancing hydraulic supports. U.S. longwalls evolved a retreating system to recover blocks of coal outlined by room and pillar panels. Computer control combined with the most modern technology has greatly increased productivity. Past trends are used to predict future technological directions.

Jan 1, 1997

By Jose Agapito

Roofbolts with expansion anchors have been used at White Pine for more than twelve years, but always with an understanding that their performance was not entirely satisfactory. Some bolts fell out, some were obviously loose, and, when roof failures did occur, very few bolts actually broke. Obviously, there was an anchorage problem. A program was started in May, 1967, to define the problem and to solve it. This paper describes briefly those parts of the program which led to the development of a roofbolt assembly which performs much better in the medium-hard rocks at White Pine. As a result of the changes, significant improvements were found in the torque:tension, tension loss, and pull tests.

Jan 1, 1970

By John B. Patton

No academic program of reasonable duration can provide a geologist with all the skills that may be needed for applied work in industrial minerals, but any curriculum that does not provide background in such basic subdisciplines as mineralogy-petrology, stratigraphy, sedimentology, structure, and geomorphology will leave the practitioner handicapped. Enough geochemistry to understand materials requirements, and sufficient geophysics to utilize geophysical data, are essential. In addition to purely scientific considerations, the industrial minerals geologist must be able to evaluate economic factors and may be faced with legal, social, and political problems in land use, zoning, environmental protection, and reclamation.

Jan 1, 1981

By R. E. Cook

"Mineral deposits require substantial amounts of energy to transport and be processed into useable form, and as such present a real processing challenge in that the deposits are never homogeneous and ore body compositional characteristics are all over the map! Extracting the desired mineral(s) from the deposit at sufficient profit margin, despite severe fluctuations in market price, requires process automation architecture capable of supporting an integrated enterprise solution. Such an architecture will encompasses the activities of individuals, process units, process areas, plant level activities, mine management and business planning and accounting systems. Key to the automation process is the aspect of value generation. This paper brings together the various requirements for the automation of a mining enterprise and presents the different aspects of how to obtain value across the entire mining operation.INTRODUCTIONMinerals’ processing sites are historically long lived, 20 year life of mine is not uncommon and 75 years is not unheard of. Considering that hardware technology advancements are introduced every six months, or less, it is prudent to select process automation systems that adhere to “open” industrial standards versus proprietary based systems. In the minerals processing industry, the key to survival is driving the cost of production per unit volume to the lowest possible level and provide enough profit to sustain operations. Control system architecture and Business information technology are rapidly becoming important tools in the quest for productivity. Getting key dynamic business performance information at the right time to the right person or process unit is crucial to successfully achieving corporate goals. The process automation architecture selected must therefore be able to integrate to the various networking enterprises and business systems.The mining industry is generally known as an “extractive” industry that is very physically-oriented with respect to operations and the activities in which workers engage. Large numbers of people performing manual tasks in difficult surroundings, produce very variable outputs. But, times are changing – and so are industry best practices. While the nature of work still consists of activities such as ore extraction, ore movement, ore concentration, refinement and logistics, automation innovations are starting to change the nature of many of the production steps. The industry has transitioned from requiring more physical activities by workers, to more information management, automated control and collaboration within the operation. Humans are good at situational intervention and non-linear reasoning and do best when empowered with an overall production perspective. Machines and automation are good at repetitive functions, steady state operation, and managing transitions. Thus, a combination of advanced technology solutions, reliable and useful information and full human contribution are necessary to mining operations for value generation."

Jan 1, 2015

By Harvey Parker

"The International Tunnelling and Underground Space Association (ITA) is a nonprofit organization that represents all aspects of the tunneling and underground space industry worldwide. Next year, the ITA will be holding its annual World Tunnel Congress (WTC) in San Francisco, CA, April 22-28, 2016. The ITA’s mission is to be the leading international organization advancing the entire industry and promoting the use of tunnels and underground space through knowledge-sharing and application of technology. This article updates a series of articles about the ITA prepared in 2007 by Harvey Parker, former president of the ITA, in anticipation of the next WTC in San Francisco.ITA accomplishes its goals through a range of activities that includes organizing conferences, workshops and meetings, working group and committee studies, training, experiments and other activities. ITA is also involved in the publication of proceedings, reports, and guideline documents as well as facilitating interaction among its membership and with sister organizations and decision makers. ITA currently includes 73 member nations and several hundred affiliate members, including 15 prime sponsors and 63 supporters. ITA’s membership is comprised of member nations as well as sponsors and affiliate members.The United States has had a prominent role in ITA since its 1974 inception, when it was formed as a result of a worldwide survey conducted in the early 1970s by the Organization for Economic Cooperation and Development (OECD). Bill Lucke, from the U.S., who was in charge of tunnels for the U.S. Federal Railroad Administration, was a member of the organizing committee that created ITA and became a vice president of ITA. Jack Lemley served as president of ITA from 1983 to 1986. Dick Robbins was active in ITA and served for many years as a member of the ITA’s Executive Council and as first vice president. Harvey Parker served as president of ITA from 2004 to 2007. Amanda"

Jan 1, 2015

By K. L. Kayler

The Bardon Trimount, Inc. stone quarry in Ashland, Massachusetts was the recent subject of a quarry closure review report. The quarry produces aggregate using standard drilling and blasting techniques. Stone is processed at an on-site plant. Noise monitoring data collected during the closure review indicate that the quarry generally operates within the quiet range. There is a decrease in noise while the quarry is not operating. Levels of dust associated with the quarry are low. Unpaved roadways are the greatest contributors of fugitive dust associated with the mining operation. The quarry cannot be seen from any homes within the town of Ashland, except during the winter months. The visual impact of the quarry on surrounding properties is minimal. Further quarry development is likely to reduce visibility of the quarry from some areas.

Jan 1, 1995

By William A. Faust

At Gold Fields' Chimney Creek Mine, major reviews of the reclamation and closure plans are done concurrently with the annual mine planning required for budget preparation. This review includes identifying and scheduling reclamation work that can be done within the next few years and development of associated costs. Longer term mine, leach pad and waste dump development are examined to take advantage of any design changes that can reduce ongoing reclamation or closure requirements and reduce costs. The success and cost effectiveness of past efforts are continually evaluated to determine the best methods for reclamation.

Jan 1, 1992

By Joseph M. Chelini

The report shows the sensitivity that nine different cash-flow factors have on the discounted rate of return calculated from feasibiliity- studies on potenital open-pit orebodies of silver, copper, and uranium. Cash-flow factors of "grade", "market value", and "recovery" are. the most sensitive. This verifies the need of reliable estimates for these factors. The cost of evaluation of "preproduction cost" is the least sensitive. This gives credence to the fact that more consideration should be given to compiling sufficient data, as the largest financial losses are not in the cost of evaluation but rather in the abandonment of an unprofitable mining operation after a commitment of capital is made on the basis of an incomplete evaluation. Sensitivity analysis of cash-flow factors enhances evaluation programs by disciplining the collection of data and allowing more realistic distribution of evaluation monies.

Jan 1, 1971

By Duluth Engineers' Club, Engineers' Club of Northern Minnesota

"There are three distinct producing iron ranges in Minnesota, the Vermilion, Mesabi and Cuyuna. In trend the Vermilion and Mesabi are approximately parallel (E.N.E. and W.S.W.) and about fifteen to twenty miles apart. The Vermilion lies farthest north, near the. Canadian boundary. It is from seventy-five to eighty miles due north of Duluth. The length of its productive part is about twenty miles.The Mesabi Range is from fifty to seventy-five miles north and northwest of Duluth. Its length along the strike is about 110 miles, and the length of its present productive area about eighty miles. The Cuyuna range lies southwest of Duluth nearly ninety miles, and is the last of the Lake Superior iron ranges to be developed. The relative positions of the ranges are shown on an accompanying map. The Mesabi Range is by far the largest producer and contains the largest ore reserves of the three. The Cuyuna is next in quantity of proven ore, and in production since 1916, while the Vermilion is first in average quality of ore.On the west, both Vermilion and Mesabi ranges disappear beneath heavy glacial drift; and on the east, extend into Canada, the so-called Gunflint range near the international boundary being an eastward continuation of the Mesabi formation. This latter range is of no economic importance, however, at present. The exploration and development of the Cuyuna range has proved up a considerable tonnage of manganiferous iron ore, besides ordinary merchantable iron ore."

Jan 1, 1920

By C. K. Blankenship

The competitive forces now driving the electric utility industry and the constraints of regulation at all levels are changing the way we will all do business now and into the next century. Utilities are using every technological tool at their disposal to find optimum solutions to challenges in every aspect of operations. In fuel planning and procurement, these tools include models that predict which dispatch line-up will comply with environmental regulations at minimum cost. This paper presents how those tools are being used for Duquesne Light Company.

Jan 1, 1995

By Dale D. Teeters

Today, I would like to talk about ways to maximize the efficiency of surface coal operations. I doubt I will present any startling new ideas, but my comments may, hopefully, stimulate some conversation today and later back at your own operations. Strip mining is a very old technique used by ancient societies. Only with the coming of the machine age in the early twentieth century did we attempt to increase the magnitude of our operations. The industry, as we know it today, really only got started in the early 1900s with the advent of steam shovels. In the first portion of this presentation, I will attempt to show that we have, in many cases, not changed the basics of strip mining, only the scale. In doing so, quite often we have complicated the operations to the point of being unmanageable and unprofitable.

Jan 1, 1981

By C. W. Newcom

The mining industry continues to be under expanded scrutiny in the health and safety arena, both from federal regulators and the media. While this paper will briefly discuss how enforcement activity, both with citations issued and the size of penalties proposed, the primary focus will be practical suggestions to deal with some key, high-risk areas for a mine operator which could have substantial impact, both in terms of liability and mine operations. It goes without saying that all mine operators need to continue compliance programs they have in place with careful ongoing evaluation of those plans for areas of improvement. The focus here will not be compliance as such, but rather steps to take and procedures to have in place to try to minimize risks in the face of the potential for more significant liability. Thus, our focus will be procedures to respond to unwarrantable failure citations, immediately reportable accidents, and to deal with potential pattern of violation issues.1

Jan 1, 2011