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By L. H. Pye

For large mining sites in the west, the traditional method for performing an ecological risk assessment (ERA) provides little useful information for risk managers faced with selecting and designing sound remedial options. Current U.S. Environmental Protection Agency (EPA) risk assessment guidance largely supports quantitative risk characterization of individual species as surrogates for population and ecosystem-level effects. Developing a work plan for investigating and remediating ecosystem-level changes potentially caused by large-scale historic mining/smelting contaminant release requires a decision process that incorporates a more holistic ecosystem management approach. Some of the most wasteful efforts associated with mine site ecological risk assessments arise when the risk analysis and data collection programs are not specifically linked up-front to the risk manager's decision needs. The following paper discusses the importance of employing a decision-based, ecosystem management framework when conducting ecological risk assessments at large mining sites. A case study of an ecological risk assessment currently being performed at a large New Mexico copper mine site is presented.

Jan 1, 1999

By K. A. Grace

"An ore is a rock regardless of its rarity or value."* The application of geology does not cease with the discovery and delineation of a mineral resource, but continues in the calculation of the economic parameters that determine reserves. Reserve determination, reduced to essentials, is the determination of the cost of production of a mineral commodity from a resource. This cost comprises mining, processing, waste disposal, reclamation and marketing costs. Geological input is vital in the calculation of the individual cost parameters from mining to reclamation, and even has some impact on marketing. Geology thus has a critical role in the determination of reserves.

Jan 1, 1985

By K. J. Ashley

Over the last six years I have been involved with the calculation of ore reserves and mine planning using various computer systems and soft- ware packages. This experience has given me a unique perspective from which to view the needs of the engineers and geologists whose job it is to produce geologic and mineable ore reserves. The purpose of this paper is to share that perspective with those who are in this field or are thinking of purchasing computer software to aid in these calculations. My first experience with computers in mining was the creation of a mini-computer based coal reserve and mine planning package written as part of my Easter's thesis. This package took about ten weeks to write, four weeks to document, and two weeks to install at the mine for which it was written. It did what it was designed to do, which was to emulate the hand procedure which had been used prior to its installation. The package was specific to its application which involved several small seams of coal being mined simultaneously and would have required major modification for it to be applied to a mine where, say, one thick seam was mined in two benches.

Jan 1, 1985

By Joel Lööw, Jan Johansson, Erik Lund

Digitalization and automation technology offer new possibilities to increase productivity and obtain higher levels of autonomy in mining operations. Introducing autonomous systems into mining is not only a technical problem in terms of effectiveness and efficiency, nor a problem of safety in human-automation interactions. The systems also need to be designed and developed so that they foster healthy and attractiveworking environments. The design and development phase of newmining technology has not been extensively studied previously. To fill this knowledge gap, we investigated technology developers’ basic assumptions about humans and their interactions with the technology they develop. We conducted five semi-structured workshops within an EU funded project concerned with developing digitalization and automation solutions for the mining industry. The data suggests that many critical functions will still be under human control in future mining systems. The results also indicate increased complexity in the interaction between autonomous systems and humans as the technology becomes more advanced. As a result, we suggest that a human perspective, based on sociotechnical principles, should not only be considered in implementing the technology at mines but also in the early conceptual phases of developing and designing the technology. This will ensure healthy and attractive work environments in the future mining industry.

Mar 26, 2024

By B. M. Eiter, J. Hrica, D. R. Willmer

"Mineworkers are routinely tasked with making critically important decisions about whether or not a hazard presents an imminent danger. Researchers from the National Institute for Occupational Safety and Health (NIOSH) collected formative data to investigate mine safety professional perspectives on workplace examinations, which revealed a potential gap in how mineworkers are assessing risk. During interviews, participants indicated having processes in place for what should be done once an imminent danger situation is identified. Critically, however, they report having no systematic methodology for mineworkers to use to determine if a hazard is considered imminent danger. While this is important for all imminent danger situations (e.g., failure to lockout/tagout), it is especially important for those situations that are not immediately recognizable as imminent danger. In this paper, we identify and describe, three distinct categories of imminent danger complexity and discuss potential steps that could lead to improved identification of imminent danger situations. Finally, we identify potential practices to incorporate into risk management efforts, including feedback, communication, and specialized training to increase awareness of imminent danger situations. INTRODUCTION In recent years, the metal and nonmetal (M/NM) mining sector, as categorized by MSHA, experienced an increase in the number of fatalities occurring at mine sites. From 2013 to 2015, 69 mineworkers were fatally injured; that is twice the number of fatalities that occurred in each of the previous two years (MSHA, 2015a). As a way to address this increase, the Mine Safety and Health Administration (MSHA) issued a program policy letter (P15-IV-01) suggesting that “miners would benefit from rigorous workplace examinations conducted by experienced and trained examiners (MSHA 2015b).” The goal of workplace examinations is to find hazards in the field and mitigate them before they cause injury or death to mineworkers. While it is important to identify all hazards in the workplace, it is critically important to identify those hazards that are considered imminent danger because they require an immediate response to avoid a severe or even fatal injury."

Jan 1, 2018

By Kurt Wiener

A major process control system is in some ways like a complex organism. The extremities, (that is, field instruments) are exposed to many hazards and suffer malfunctions of relatively minor and repetitive nature. Here I equate a stuck valve or dead transmitter with a skin abrasion or cut. The maintenance and repair of the extremities can be done by technicians with basic but thorough knowledge of relatively few problems and their solutions. Here I equate with administering Band-Aids and aspirin. On the other extreme, when the master control device (such as a computer) fails, one does not attempt home remedies. A "brain" specialist is called in. It is, however, crucial that the patient be able to clearly describe his symptoms. Getting down to the case at hand, a complex system consisting of field instruments, instrument racks, interface equipment, and perhaps a computer, may require maintenance at all levels. At the field equipment end where physical damage, corrosive atmospheres, reconfiguration, and routine calibration checks are common, the customer has the opportunity to develop a competent staff of maintenance people. The relatively high maintenance activity assures competence through repetition.

Jan 1, 1980

By Thomas V. Falkie

In bygone days, the mineral engineer spent most of his/her time on the technical aspects of designing, building, and managing mineral operations. In the last few decades, mostly since the 1960s, increasing amounts of engineering man power and time are spent dealing with federal, state, and local government agencies, laws, and regulations. It is not possible to plan, design, build, or operate mines, mills, smelters, or even office buildings without detailed consideration of government regulations and permitting requirements dealing with environment, worker health and safety, etc. The four chapters of this section provide an overview of the social, legal, political, environmental, and health and safety aspects of mineral enterprise. The section sets the stage for the working engineer/geologist in industry, government, consulting, or academe and points the direction for more detailed study in each of these areas.

Jan 1, 2008

By Robert Bissonette, Samir Sbai

A critical component of implementing autonomous systems is the ability to use information from a robust sensory and information system to make sound, predictable, and repeatable decisions to assure safety. This means that any such system would need to evaluate what objects (people, equipment, boulders, etc.) of interest exist in that environment (with relevant data about identity, trajectory, characteristics, etc.), project a future continuum of those objects (including considerations for variabilities), and make control intervention choices to minimize risk due to exposures in the present operational area. The components of an overall system would include: a) sensor and data fusion, b) probability projection of future states, c) generation and evaluation of alternate futures, and d) implementation of best course of action to reduce risk. The National Institute for Occupational Safety and Health (NIOSH) Spokane Mining Research Division (SMRD) is studying this framework for applications for autonomous mining equipment. This paper focuses on using information from the sensor fusion engine to generate a continuous projection of future and alternate states (b and c above) incorporating the factors of confidence, accuracy, tolerance, and other variabilities. We refer to this as Machine Situational Awareness (MSA).

Jun 25, 2023

By Chee Theng

"It is not surprising that the most popular key takeaway from the Developing Diversity in Mining workshop (see box) held on the first day of the SME Arizona Conference in December was, “Have more parties!”The adage that mining professionals work hard and play hard was clearly demonstrated at the two-day conference in the JW Marriott Tucson Starr Pass Resort & Spa in Tucson, AZ. Nearly 550 participants, some of whom had left behind frigid temperatures and thick parkas in their hometowns, attended a full slate of technical sessions, shared industry experiences and knowledge, reconnected with buddies in the industry, and made strategic new contacts in the conference’s collegial environment, aided by the mild Arizona winter.To start off the technical sessions, John Mansanti, president and chief executive officer of Crystal Peak Minerals and 2017 SME president, entertained a packed lecture room with his keynote lecture on “Tariffs, Embargos, and Cartels ... Oh My! A Perspective on Potash.” Mansanti gave the audience the benefit of his more than 35 years of experience at companies including Barrick Gold, Newmont Mining Corp., Placer Dome, Freeport-McMoRan and Intrepid Potash, where he was senior vice president for operations, technology and strategy. At the luncheon, Justin Cross, general manager of Freeport-Mc- MoRan’s Bagdad operations, spoke on how the role of a leader in mining is transforming from one based on technical expertise to one based on the ability to collaborate, to lead and to adapt to changes in technologies and skill sets, in his talk on “Knowing When to Learn, When to Lead and When to Manage.”"

Feb 1, 2019

By Ernest N. Wolff

You here are all familar with the myriad of new laws, some enacted and some pending, that affect the mining industry. These laws, for example those dealing with suspended matter, affect us in Alaska as they do you. Likewise, our friends in government, the Geological Survey and the Bureau of Mines, provide us with the same fine services that they do elsewhere. I am not going to speak today about these, but concentrate on one act of Washington, D.C. the impact of which is felt, for now at least, principally in Alaska. A little more than a year ago, I spoke in Spokane on the subject, "Governmental Challenge to Mineral Development in Alaska." I outlined some of the policies of Government which were operating to change the rules under which the industry operates and to alter the relation- ship between government, industry, and the individual. At that time the Native Claims Settlement Act had not been passed, but was on the verge of being so. In reading over what I said in Spokane, I note that I touched on many points where Government was actually challenging mineral development in Alaska. With the passage of the Alaska Native Claims Settlement Act, many of these actions were given a cloak of legality, and machinery was set up to concentrate the drive to tie up the public domain, machinery which will allow govern- mental control and interference with the actions of individuals on something like 90% of Alaska's land surface. This remarkable law is going to affect each and every one of you. Now, a year after its passage, we are only just beginning to see its lesson for the future. It was created by a coalition of powerful groups, who got other groups to support them by promising to deliver something they had no intention of delivering. Alaskan issues are again being used to get various groups not to oppose legislation which will severely harm them. It will help to understand the nature of this new drive if we understand the Native Claims Act and how it came into being.

Jan 1, 1973

By Brendan Demich, Joseph McGuire, Emily J. Haas

Near misses recorded and reported by workers can provide awarenessto the potential causes of injury and prompt safety management initiatives. Although most companies require near-miss reporting, it is unclear what the value of these reports are, if any, and how they influence subsequent actions or controls to reduce on-the-job risks. Researchers at the National Institute for Occupational Safety and Health (NIOSH) conducted a case study with an aggregates company in which near-miss reports were analyzed at each of their locations over an entire quarter during the summer of 2018. Within that quarter, workers recorded 249 near misses. Of those, 167 were valid near misses that occurred at work. Researchers coded the reports using a qualitative 5 × 5 risk matrix. Of the 167 near misses, 19% were deemed low risk, 25% moderate risk, 30% high risk, and 26% critical risk. Several patterns in the near-miss incidents were documented, including classification of incidents and common corrective actions referenced (i.e., elimination/substitution, engineering control or redesign, work process/procedures, and personal protective equipment). The analysis provides insight into ways that risk communication and management programs can be improved to reengage workers and their situational awareness on the job.

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 Erik Sundström, Magnus Nygren

Having seen significant improvements to accident rates in the last 40 years, companies in the Swedish mining industry now show a greater focus on the development of safety cultures throughout their organisations and workplaces. However, there is a lack of research examining the different safety initiatives and strategies practiced in the industry today. This study explores the potential influence and consequences such initiatives may have on the development of safety cultures in the Swedish mining industry. Twelve interviews with experts on safety initiatives from four different Swedish mining organisations were conducted and analysed in a process based on qualitative thematic analysis to identify notable connections to safety culture development. The results of these interviews highlight proclivities in the implementation and use of safety initiatives such as subjects of focus, methods and desired effects. This enables the interpretation of the conceptualisation and methods for the development of safety culture in these organisations based on their approaches to safety development. We believe the results of this study can serve as support for discussions on safety culture development in the Swedish mining industry, and be of interest for international mining industries, in addition to approaches to research in this field. However, we also believe it is important to emphasise the opportunities to approach safety culture in mining from different perspectives than those common today.

Jul 19, 2023

By Charles W. Rountree

Industrial Engineering in the industrial world is a relatively new field, having been conceived about the turn' of the century by Frederick W. Taylor, who was not satisfied with the hit-or-miss methods of evaluation and estimation. Through crude Industrial Engineering techniques never before used, he completely changed the bricklaying industry so that work accomplished was more than doubled. To help us better understand what we mean by Industrial Engineering, I think a very simple definition Is in order. Industrial Engineering is a scientific approach to problems in cost, production and operations: and is designed to provide a means of increasing producitivity and reducing costs through standards measurement and standardization of the best methods, practices and equipment, There are many complicated definitions, but pure and simply, it all boils down to providing the means for increasing productivity and reducing the cost. Industrial Engineering has been applied in manufacturing since Frederick W. Taylor?s time and in the last 20 years has grown in stature by leaps and bounds. It is a basic function of successful manufacturing companies and is an accepted fool firmly entrenched in manufacturing organizations. You may know of some successful manufacturing companies that do not employ Industrial Engineers as such, but someone in that organization is doing Industrial Engineering work. They have standards and controls whether they call it Industrial Engineering or not. The manufacturing industry has benefited from this tool; other wise, it would have been discontinued long ago.

Jan 1, 1958

Maximizing margins in competitive markets demands superior productivity. Unfortunately, management systems developed early this century for other industries often drive counterproductive behaviors choking mining productivity. Many executives and managers waste valuable time and effort relying on simply training and communicating to improve managerial practices and attitudes. In covering practical human behaviour, the paper explains why this fails -and explains how to use systems to successfully drive improved managerial practices and attitudes. It highlights use of modern performance Measurement, Analysis and Reporting systems to drive behaviors and improve margins -without capital investment -and make executive and managerial work easier and more effective.

Jan 1, 1999

By Ankit Jha, Javad Sattarvand, Aaron Young

Blockchains are one of the prominent disruptive technologies that are being implemented in several disciplines. The application of blockchains in the mining and mineral industry can provide utility for several processes especially when the industry is undertaking digital transformation. The governing principles of blockchain technology are applicable in undertaking transformation in several processes within the mining industry. This study investigates the applications of blockchain technology within the realms of the mining industry and identifies key areas of implementation. A systematic review of publications on academic platforms relating to blockchain technology in the mining industry did not retrieve a considerable number of articles. Consequently, a thorough review of white papers and articles authored by individuals on use cases within the mining industry is compiled and presented in this manuscript. This paper identifies all the potential areas within the mining industry where blockchains could provide value and improve processes through their implementation. The broad area of implementation of blockchains includes supply chain, traceability in spare parts, contract management, regulatory compliance, and cyber security.

Nov 23, 2023

By P. F. Mataich

"Why bother with computer control?" This question and others like it have been heard over and over again by those who have tried to convince operating men that there are sound merits to installing a process control computer. At IMC we have done a great deal of thinking and talking about computer control. In the course of these discussions the operating people have asked a number of questions about computer control. These questions and our answers to them make up the main part of this article. Obviously, the answer as to whether or not to go into computer control will be an individual problem conditioned by your company's circumstances. What I hope to do here is raise some questions, give you an idea of our thinking on the subject, and lay out some general guidelines for you to consider.

Jan 1, 1965

By Christopher J. Bise

Traditionally, mine drainage systems have not received the high level of emphasis on careful engineering design which has been rendered to many of the other auxillary operations. This may be due, in part, to the situation-response approach toward dealing with an influx of water. When the installed system becomes inadequate, costly alterations to the pump, such as staging or speed increases, are considered expedient solutions. In order to rectify this situation, computer-aided solutions to mine drainage problems could represent an efficient alternative to the methods presently used. This paper will consider the application of microcomputer technology to mine drainage problems and will show how the relative economy and convenience of microcomputers can make them become valuable analytic tools at any mine site.

Jan 1, 1983

By J. D. Patsey

A computer program has been developed for use by the mining engineer for analyzing drum-type hoists prior to the modification of an existing system or the designing of a new one. Its use permits the preliminary evaluation of a system before seeking the technical assistance of mine hoist designers and manufacturers. Compatible with an IBM-PC, the user-friendly program accepts a variety of data and can analyze hoisting systems for any balance state. The extensive program can be used to: (1) calculate skip capacity to yield a desired production rate; (2) solve for required drum face width; (3) select a permissible wire rope from a menu of 50 available rope types: (4) estimate total horsepower of the hoist plant; and (5) estimate power cost. An example of the model's use in evaluating a hoisting system will conclude the paper.

Jan 1, 1986

By M. Bunch

"THE SUPER CYCLE IS GONE The utopia of the rising sales volume, for mining companies from 2002-2011, was entirely due to rising production volume and prices. The Australian mining sector experienced an 18 percent annual growth rate in revenues, and 11 percent growth in prices. (1) However, EBIT remained flat during the same time period. In addition, Australian mines saw a 7 percent annual decline in both labor and capital productivity. (2) Mines in the U.S. and Canada produced similar results, whereas the world-wide mining industry has seen a productivity drop of 40% since 2001. (3) The decade “Bull Run” of rising prices was trashed by companies that chased low-quality assets while increasing debt on their balance sheet. It seemed everyone believed the “super cycle” would last forever, while completely ignoring the history of cycle downturns. Worldwide mining operations are as much as 28 percent less productive today than a decade ago, according to new McKinsey research. The results from McKinsey’s new MineLens Productivity Index (MPI), which adjusts for declining ore grades and mine cost inflation, show that the pronounced decline in productivity is evident across different commodities and is seen in most mining players and geographies. (4) McKinsey sees three important areas of focus to address the root causes of productivity decline. 1) Embed effective management operating systems at mines 2) Prioritized operational excellence and capabilities development 3) Focus on innovation Reality has now settled back in and companies are struggling to make ends meet. The basic management staple of controlling costs and improving the production/productivity that was lost in the excitement is now back in play. Traditional cost-cutting approaches, such as across-the-board spending cuts, layoffs, and hiring freezes are only short-term initiatives and will not permanently improve a company’s cost structure or improve long- term competitiveness. This can only be accomplished by engaging front-line employees and empowering them to make necessary improvements in their daily work. It is time for leaders to lead and develop cultures of continuous improvement within their organizations in order to sustain their mining project to the end of mine life. Successful operating managers require two different skill sets of Leadership and Management; knowing how to lead people in their organization and how to manage the work they do."

Jan 1, 2016