Search Documents

By M. Moss Stanley, Ronald P. Klepper

The objective of this chapter is to provide data that will assist in the selection and sizing of equipment utilized in the filtration method of separating solids from liquids. It should be recognized at the outset that in some situations more than one option may be available to achieve the target desired. In some cases purely technical objectives may be sacrificed because of cost considerations, design factors or other elements in order to satisfy optimization within the flowsheet and/or to provide bottom line results. Before considering available options, and prior to the next step of sizing out the selection, the operating criteria should be set down. The test work to develop selection and sizing data will be based on this data and the final products desired. This will help to establish initial parameters. A. GENERAL DATA 1. Material to be filtered: a. Solids b. Mother liquor 2. Feed rate of slurry in GPM 3. Density of slurry: Sp. Gr. Solids 4. Slurry: Temp. pH Viscosity 5. Source and method of feed 6. Valuable product: Solids Filtrate Both 7. Details on: Volatility Toxicity Stability 8. If flocculant is indicated, what has been used? 9. Describe product: (i.e., fibrous, cor 10. rosive, abrasive, inflammable, explosive, pasty, 11. Does product alter or require special environment during transport? 12. What type of filter media has been used successfully? 13. Is there any objection to use of a filter aid? If not, is there any preference? B. SOLIDS DATA 1. Sp. Gr. Bulk density 2. Screen analysis 3. Desired percentage moisture in cake 4. Solubility (state conditions): In mother liquor In wash water 5. Description of cake: (i.e., amorphous, fibrous, crystalline, colloidal, gran¬ular, thixotropic, 6. Special requirements for moisture de¬termination? 7. Can solids be compressed during dewatering? 8. Proposed product handling 9. Subsequent thermal drying or other pro¬cedure C. FILTRATE 1. Is separation of wash water and mother liquor desirable?

Jan 1, 1986

By Leping Liu, Li‑Ting Chen, Sachin Urade, Pengbo Chu

Mining industry requires constant adaptation to its practices in response to the dynamic change of the societal demand. Little information exists regarding how the US metal mining engineering education is prepared to meet with its industry needs due to the increase in critical minerals driven by the green energy transitions. This study aims to provide industrial perspectives on the current US metal mining engineering education and areas for improvement. An online survey with both closed- and open-ended questions were designed to seek opinions from the US mining industry. Findings indicated a shortage of qualified graduates from the current US metal mining engineering education system. The qualifications need to be improved include engineering sciences underlying mining methods, mining design experience, mining feasibility study, the connection between theory and practice, and understanding of the overall mining operation. The survey also identified future desired qualifications. The most desired ones in the next 5 years include an ability to acquire and apply new knowledge as needed and sufficient experience in the field. Respondents, regardless of the nature of their affiliated mining companies, unanimously recommended that collaborations between the industry and academia should be enhanced. The analysis of the results concluded four recommendations: (1) involve more multiple stakeholders in reforming mining education programs, (2) reinforce field experiences as a key part of mining engineering education programs, (3) enhance a closer collaboration between academia and industry, and (4) integrate emerging technologies (e.g., artificial intelligence/virtual reality) guided by pedagogical theories into new mining engineering curriculums.

Jun 26, 2023

By R. E. Driscoll

The exploration, geologist of necessity has to have a wide working knowledge of many specialties other than hiw own, First he has to use his own technical background to find a deposit,, of a mineral that is of interest, Once found, his problems are Just beginning, He then has to assume the role of an economist, an accountant, a mining engineer, a chemist, a metallurgist,, a salesman and what-have you, In the economic field, he must determine the marketability of either the ore or the refined mineral. He must gauge the supply and demand for the particular mineral he is interested in and make his best guess as to ultimate cash flow from a deposit over the estimated life of said deposit, He must then assume the role of a mining man and estimate cost of recovery, including an, evaluation of the most economic mining method, cost of supplies and labor, and again estimate a net cash flow. He must then determine amenability of ore to economic metallurgical methods, he must determine the legal status of the property involved and, after analysis of the specific situation, determine the best approach to a deal, After all of this he must sell it to the people who will put up the money and then put his deal together and sell it to the people who own the minerals, if that be necessary. Then he has to sit back, with crossed fingers and crossed legs wondering for some months, and in many cases even years, whether or not he is right. The expenditures required to open up a mine in this day of wild inflation are such that he has to be right, and the responsibilities are awesome.

Jan 1, 1958

By Dirk van Zyl

It can systematically assess if the control and management systems designed for protection of sensitive ecosystems are adequate. The results of the assessment can help to identify key elements in the project that pose higher risks due to uncertainties in design. These assessments can then be used to make recommendations to further manage and reduce risks as the project is developed. QUALITATIVE RISK ASSESSMENT The general principles of a risk assessment are well summarized by Kaplan and Garrick (1981): "In analyzing risk we are attempting to envision how the future will turn out if we undertake a certain course of action (or inaction)." Fundamentally, therefore a risk analysis consists of an answer to the following three questions: What can happen? (i.e. what can go wrong?) How likely is it that that will happen? If it does happen what are the consequences?" Risk assessments can be performed using various levels of sophistication depending on the amount and accuracy of data available. A qualitative risk assessment uses descriptors throughout to express the level of risk. The definitions of the descriptors are presented in terms of the magnitude or concentration of contaminants. The results of a qualitative risk assessment can be used to: a)Document the evaluation and decisionmaking process. Although differences of opinion may exist about the definitions of the descriptors, the process is well-documented; b)Express the relative risk associated with specific activities or design elements; and, c)Select those failure modes or release mechanisms that may result in significant risks. These mechanisms can then be further developed in quantitative risk assessments. A qualitative risk assessment can be performed in a systematic approach using four steps (Van Zyl, 1987): A qualitative environmental risk assessment can be used to describe the risks associated with the development of a new mine and to make an evaluation of the adequacy of its design for environmental protection. The relative magnitude of risk associated with selected failure modes and exposure/consequence scenario assessments is the final result of a qualitative risk assessment. These failure modes are based on site specific areas and components, and mining and construction phases. The four steps of a risk assessment (hazard assessment, exposure assessment, consequence assessment, and risk characterization) are used in the development of a qualitative risk assessment. Relative magnitudes (using a five point scale of negligible to high) for each step, can be quantified in a qualitative risk assessment. Development of the descriptors for the relative magnitudes in each step is a very important part of a qualitative risk assessment. The success of a qualitative risk assessment depends on the adequacy of the information base and the subjective judgements made in each step. The quality of the risk assessment is, therefore, dependent on the experience of the assessors. A mining project in a sensitive coastal environment is presented as an example to demonstrate the application of a qualitative risk assessment. INTRODUCTION Environmental impacts from mining operations have been a significant factor in the last century. This was especially the case prior to the development of a better understanding of environmental processes and the potential impacts of acid rock drainage (ARD), and associated heavy metals, or the uncontrolled disposal of tailings and waste rock (Smith, 1987). Much care has been exercised over the last two decades in designing and operating mines to limit the environmental impacts as far as possible. All new mines are specifically designed with mitigative methods to manage such potential environmental impacts. Attention is directed to ARD impacts, safe disposal of mine waste rock and tailings, transportation and storage of chemicals and fuels, and final reclamation. A qualitative risk assessment can be used to address all project systems and activities that may potentially pose a risk to the environment.

Jan 1, 1992

By E. DeLilia

For the past 30 years, surface mines have moved toward more highly mechanized, automatic systems that continuously mine overburden and ore to in-crease productivity, lower operating costs and minimize manpower needs. To achieve these goals, mine operators must be involved in every step of the machine procurement process. Several factors are involved in making the machines operate economically and efficiently: ? Prudent engineering. ? Proper planning. ? Realistic feasibility studies. ? Effective specification. ? Thorough training of the mine personnel.

Jan 1, 1995

By Lawrence K. Nordell

The selection of belt conveyor drive systems (*) is the subject of ongoing investigation. Frequently this choice has been governed by an incomplete perspective on the major considerations. A more comprehensive and objective approach is desirable. This paper presents additional factors which hopefully will broaden this perspective. BACKGROUND Conventional belt conveyors are powered by electric or electro-mechanical drives(*) mounted at the conveyor's head, tail, intermediate return span, or a combination of these (Fig. 1). A list of the drives reviewed is given in Table I. The following are main elements influencing the selection of the drive system: 1) dynamic characteristics, 2) economic factors such as capital cost, plant spares compatibility, reliability, availability, maintainability, and 3) environmental constraints. The principal dynamic characteristics of concern are the reactions of belt forces generated by the drive system during starting of the conveyor. Another attribute for consideration is the application of multiple driven pulleys used to 1) lower the conveyor's belt tension requirements, 2) increase the expected tonnage throughput, allowing for possible drive component failures, and 3) increase the plant spares flexibility related to the drive assembly.

Jan 1, 1977

By C. L. Kosmoski

In recent years, coal mining safety has attained national attention due to several highly publicized disasters. Despite these threats to worker safety and health, the U.S. relies on the mining of coal to meet its need for electrical power, with 42% of electricity in the U.S. generated through the burning of coal (U.S. Energy Information Administration, 2012b; United Mine Workers of America, n.d.). Furthermore, the production of coal continues to increase and reach record levels every year (National Mining Association, 2012; U.S. Energy Information Administration, 2012a). For this reason, the coal mining industry must continue to find ways to protect its workers while maintaining productivity. One potential approach to protecting workers while maintaining productivity is through improving the safety culture at coal mines. In order to achieve this culture, operators, employees, the inspectorate, etc. must share a fundamental commitment to safety as a value. This type of culture is known in other industries as a ?safety culture,? and can be defined as the characteristics of the work environment (such as the norms, rules, and common understandings) that influence facility personnel?s perceptions of the importance that the organization places on safety. Fundamental to improving safety culture within an organization is understanding the existing safety culture; improvements cannot be made without first elucidating areas that require improvement. This manuscript details the process undertaken by researchers at the National Institute for Occupational Safety and Health (NIOSH) Office of Mine Safety and Health Research (OMSHR) to assess the safety culture at five underground coal mines across the United States. The purpose of this manuscript is to present the aggregated results from those five safety culture assessments conducted at underground coal mines. Additionally, some general recommendations for areas where coal mines might focus their attention as part of their attempts to improve safety culture are offered.

Feb 23, 2014

"How Wall Street Darling Molycorp Undermined the U.S. Economy, Degraded our National Security and Distorted the Global Economic Balance and How These Falsehoods Continue to be Promoted Even Today INTRODUCTION & SUMMARY In 2007 the Molycorp Mountain Pass rare earth mine was resurrected from its desert-grave in California by its then-owner Chevron Mining. Responding to elevated rare earth prices Chevron began processing on-site rare earth concentrates left over from past mining operations that were terminated in 1998i. Chinese demand had sparked what was being described as a commodities super-cycleii. Commodity prices were on the move. Wall Street smelled opportunity. In 2008 Goldman Sachs, Pegasus Partners, Resource Capital Funds, Traxys North America LLC and Carint Group LLC acquired the mining assets from Chevron. In an environment of ever-declining ethical standards and regulatory consequences the private capital group and their investment bankers would bring Molycorp to market. Molycorp, with its high powered investment banking team of Morgan Stanley and J.P. Morganiii, easily dominated the contest. Molycorp promoted itself, largely based on its past operating history and proven reserves, as the best company to challenge China’s monopoly control over the production of rare earths: a group of elements critical to most advanced technologies and U.S. defense systemsiv. Most of Wall Street’s hottest investment sectors were dependent on these materials: alternative energy, green technologies, computing, personal communications, advanced electronics and defense systems. By late 2010 there were dozens of prospective rare earth start-up ‘mining companies’ seeking capital. Eventually the number of prospective rare earth mining companies seeking capital exceeded 400, despite the reality that supply requirements of this market were disproportionally small when compared to other natural resource sectorsv. In the world of finance ‘smart money’ picks the winners. Consequently just twovi projects attracted nearly all of the capital (Molycorp and Lynas). Wall street picked Molycorpvii. This paper will primarily focus on Molycorp. By early 2010 the words “Molycorp” and “Rare Earths” electrified many people in the mining industry, most non-Chinese manufacturing technology companies, U.S. & allied defense contractors, technocrats in the U.S. national security community and eager investors across most of the world’s stock markets. It was the hottest story of the yearviii. The financial, technology and defense press coverage verged on euphoric: heaping fuel on fuel until the highly combustible Molycorp-pyre cast a long shadow over all of its rivalsix. When the IPO match was lit the spectacular flaming pyre sucked all of the oxygen out of the rare earth spacex. Molycorp was ranked the most lucrative IPO of 2010, resulting in record breaking profits to its private investors and massive returns for its early stock holding investors."

Jan 1, 2017

By M. C. Radomsky

Approximately sixty, small, surface coal mines in Pennsylvania participated in a program designed to improve safety performance in the workplace. The method involved the use of safety sampling and observation to assess the safe standards of worker behavior and work conditions. Data were collected through the use of operation-specific, on-site safety records covering seven major occupational units. Workplace events observed (acts and conditions) were assigned a hazard classification; feedback, both immediate and delayed was initiated to improve safety performance. The experiences drawn from this pilot project have proven the need to continue to pursue this behavioral approach; however, a stricter methodology needs to be adopted in the collection and analysis of data.

Jan 1, 1987

By Paul C. Schmall

In recent years, several geotechnical methods have been successfully applied to ash pond closure. These include modified dewatering techniques with wellpoints and wells to physically drain the material, soil mixing to create a soil-concrete material for improved accessways as well as improved ground structures within ponds to act as barriers or gravity dams, and geotechnical instrumentation to serve as an early warning of the potential for liquefaction. Given the parallels between fly ash and sluiced in place mine tailings, the application of fly ash remediation method to mine tailings shows significant potential, as illustrated in this paper.

Feb 1, 2024

By T. BoBo

"In the 1990’s metal prices were trending in a long term decline and the usual cost cutting exercises were adopted. Cuts to research and development made innovation difficult and the outlook was grim. But necessity is a strong motivator, and these conditions spurred the Mine-to-Mill movement which optimised across organisational “silos” and utilising new technology tools, innovative software and increased computing power. Many applications of Mine-to-Mill exploited the fact that comminution is usually the site processing bottleneck, and that blasting is more efficient at breaking rock than grinding. This approach sought to: • Understand and characterise rock breakage from mining to the mill • Develop models and simulators for blast design, fragmentation, crusher and mill circuits • Develop tools to measure in real time the particle size distribution of rocks on conveyors and Run of Mine (ROM) muckpiles • Ensure effective communication across the silos between geologists, blast design engineers, mining engineers and metallurgists These methods and the technology tools available in the 1990s were widely adopted at numerous sites around the world with significant benefits. SAG mill throughput increases of 10-20% were common. This was the advance the industry desperately needed. It was low capital cost; it was obvious. It was here to stay. Except, in too many cases, it didn’t. In the minerals price boom of the 2000’s Mine-to-Mill was no longer necessary to “survive”, even though it was still good business. Some operations, including some of the early success stories, slipped back to old habits of optimising within organisation silos instead of across them. Fortunately, other operators still embraced Mine-to-Mill and developed new techniques. Mine to Mill was still successful, but it not as widely adopted as we had expected it to be.Now the boom has ended and operations are again under cost pressure. Since these are the same circumstances that created Mine-to-Mill, it seems time to achieve the wider adoption. Since the 1990s many new or advanced technology tools are available for Mine-to-Mill projects: blast-hole sensors, new explosives formulations, new blasting techniques and modelling, ore tracking devices, improved image analysis to determine size, texture and colour of coarse ore, grade sensors, whole-stream simulation tools, even more powerful computing hardware and data analysis software. If we could achieve so much in the 1990’s, how much more can we achieve today when we have the same imperative, the same potential and a larger number of high technology tools?"

Jan 1, 2017

By J. P. Kennedy

Process data managers or historians are recognized as essential for reengineering projects in industrial plants. With increasing automatic data collection, the knowledge of how to use these data profitably grows as well. This paper is a summary of the data historian and its components plus examples of benefits including environmental reporting, performance monitoring, and exception reporting to management.

Jan 1, 1994

By Tim O’Neil

Nearly 4,800 mining professionals and exhibitors occupying 580 booths attended the 2000 SME Annual Meeting and Exhibit, Feb. 28-March 1, in Salt Lake City, UT. The technical program included80 sessions and four specialty symposia: bulk material handling, control 2000, minor elements 2000 and plant operaters. Meeting highlights included the keynote session. Executive shared their perspectives on pivotal issues and approaches to address the challenges of the new millennium. SME has begun planning for its 2001 Annual Meeting, Feb. 26-28, in Denver, CO. The meeting carries the theme “2001 — A Mining Odyssey.” A call for papers has been issued and exhibit space is 80% reserved. For information, visit SME’s website, www.sme-net.org. Or write Box 625002, Littleton, CO 80162-5002,ph 800 763 3132 or 303 973 9550, fax 303 979 3461, or email meetings@smenet.org.

Jan 1, 2000

By H. S. Ten Eyck

The major underlying threat to man's successful survival and happy existence on this planet is our own prolification. This poses an even greater threat to the future of civilization than continued wars and even "The Bomb" itself. Just the predictions of the world's population trend are awesome and demand our serious thought. This trend has been given the now well-known term, "The Population Explosion" - and this is literally what is taking place throughout most of the countries around the globe. Today, the world's resources support approximately 3.3 billion people. Based on the present world population growth rate of 2.1 percent, there will be another 65, million just one year from today. Such an increase in one year means that the world will add a greater population than that of Mexico and Canada combined. Projecting at this remarkable, but unchecked, growth rate, 6.7 billion people will be competing for survival by the end of this century.

Jan 1, 1966

By T. A. Laser

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

Jan 1, 2018

By Thomas E. Howard

Engineers today face a tremendous challenge. Growing population and rising standards of living all over the world are creating unprecedented and accelerating demands on and for all kinds of technology. At the same time, the public is becoming more and more conscious of--and concerned with--the impact of technology on human welfare. The growing controversy over the Supersonic Transport is a case in point, It is clear that the modern engineer must expect to spend a growing share of his time considering this dilemma and evaluating the tools that are available to him, not only with respect to their adequacy for the job at hand but also their capability for meeting the increasingly demanding--and, in many cases, conflicting--requirements of the future. This meeting seems a particularly appropriate place to speculate about the future of mining technology. The summary of the state-of-the-art in surface mining contained in the papers scheduled for the International Conference, together with the recently published Surface Mining volume, constitute not only a major contribution to the technical literature but also form an impressive record of technologic progress. That record, and the advanced technology displayed in the exhibits, and to be discussed in the SME technical sessions demonstrate engineering achievement in which the mining community can justly take pride.

Jan 1, 1968

By II Browne

After a decade of high copper prices, major mining companies are renewing their interest in purchasing operating properties and/or development of ore bodies. An existing operation carries with it a history that can present unique opportunities, while a greenfield operation allows for the establishment of a defined culture. Capital investments are distinctly different. A comparison of BHP Copper Robinson Operation, a greenfield property, and BHP Copper Tintaya Operation, a government owned Peruvian property, will provide insights into mining, concentrating and cultural differences between North and South American Operations.

Jan 1, 1997

By Jay Nopola, Christopher Johnson, Matthew Minnick, Erik Hemstad, Erik Walega

Mining data collection, storage, and interpretation methods have progressively changed over time. Data collection, for the most part, has transitioned from handwritten notes and logs based on manual gauge readings to real-time data streaming through instrumentation capable of directly communicating with site-based data historians or cloud storage. Data collection and storage have had to adjust commensurately with the volume of data, leading to more complex database architecture. Geoscience interpretation methods have also changed; however, the first goals of modeling and understandings from first principles remain the same and are typically deeply rooted in historical academic work. Machine learning methods are becoming more common, available, and implemented by industry and practitioners. Despite the wide accessibility of machine learning methods, the population of geoscience subject matter experts in the underlying theory of this analysis type is limited. This form of analysis, therefore, must be conducted carefully and in conjunction with subject matter experts, on both machine learning theory and the field it is being applied to. This paper aims to provide background history on data analytics and machine learning, current methods and practices, and high-level geoscience case study examples, as well as take aways regarding the mining industry, potential pitfalls specific to geosciences, and possible perspectives on the direction of artificial intelligence in the future.

Jun 25, 2023

By Jesse H. Auvil

In January of 1966, during the annual session of Georgia's General Assembly, Representative Paul E. Nessmith of Statesboro, Georgia, walked into my office and asked me what I thought of the advisability and feasibility of a law which would require the mining operators to reclaim their mined out lands. My answer to him was, as a one time mine superintendent and operator, that I probably would not think very highly of the added cost which reclamation would impose on the operation; but that since assuming the job of Chief Geologist and Assistant Director of the Georgia Department of Mines, Mining and Geology, and in retrospect, I could recommend it very highly, particularly in view of the increased pressure being applied by the Federal government along these lines. I stated then and still emphatically state that this sort of administration should be done on the State level rather than the Federal level. He asked me if I would conduct him on a tour through some of the mining country in which I had worked and to this I readily agreed. The result of this trip was that he was adversely impressed by the devastation which the mining operations had wreaked on that area of middle Georgia along the fall line known as the kaolin belt. Very little except talk was done for the remainder of 1966.

Jan 1, 1970

Editor's note: Biographical information about Ihor Kunasz, president, Newmont Uzbekistan, can be found in the February 1998 issue of ME, page 94 and in the May 1996 issue, page 92. Your personal assessment of the minerals business. Gosh! When I think about what has happened to the minerals industry over the past 27 years that I have been a member of SME! There have been fundamental structural changes in the industry. And I think that SME has been quite successful in coping with these changes as well. There has been a reorientation in how the minerals industry does business. It used to be called rationalization. Today we call it reengineering. In addition, the minerals industry has become more complex and more global. Shareholders have become more vocal and demanding in the management of the business, asking for protection of their shareholders' value. In the 1980s, a fundamental change was precipitated by a merger and acquisition fever in all industries, including the minerals industry. Raiders such as T. Boone Pickens put enormous demands on companies that, in turn, had to spend substantial management time to fend off the raiders. This resulted in a major restructuring of the mining houses. Today, for example, Anaconda, Kennecott and Amax are only historical names.

Jan 1, 1998