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By S. A. McGhee

Introduction ASARCO's Ray Operations include an open-pit copper mine in the Mineral Creek Mining District of Pinel County. The district is located in east central Arizona, 132 km (82 miles) southeast of Phoenix, AZ, and 126 km (78 miles) north of Tucson, AZ. The mine lies 8 km (5 miles) north of the Gila River in Mineral Creek Valley, between the Tortilla Mountains to the west and the Dripping Springs Range to the east. The rich copper deposits of the Mineral Creek mining district were first noted by a US Army Officer in 1847. The Ray Copper Company was the first major operation in the area. The company was named after the Ray mining claim, which was one of the earliest recorded claims. After decades of sporadic and unsuccessful mining ventures, the Ray Consolidated Mining Company was formed in 1910. The company introduced one of the first successful block caving operations in the world. In 1933, the Kennecott Copper Corporation acquired the Ray Consolidated Mining Company and continued operation of the mine under the same name until 1943, when the property was renamed the Ray Mines Division of Kennecott. Underground mining continued until 1955, when the mine was converted to an open pit operation. In November 1986, ASARCO Inc. purchased the Ray Mines Division and related facilities from Kennecott. The purchase also included the Hayden concentrator and the Ray Smelter, located approximately 32 km (20 miles) from the Ray Mine. This paper summarizes the 54,400 tpd (60,000 stpd) in-pit crusher and overland-conveying system and the 24,200 tpd (30.000 stpd) copper SAG concentrator and tailings disposal system constructed at ASARCO's Ray Complex - Ray Operations. General description of facilities The Ray concentrator includes a sulfide SAG concentrator, a "relocatable" in-pit primary-crushing plant and overland-conveyor system, a concentrator tailings-disposal system and plant ancillary facilities, The major elements of the project include: • A relocatable Fuller-Traylor in-pit 1524-mm (60-in) x 2261-mm (89-in) primary gyratory crusher at the 442 m (1450 ft) mine elevation. The crushing plant has a nominal capacity of 54,400 tpd (60,000 stpd) of sulfide ore. • A 1524-mm (60-in) wide x 1253-m (4110-ft) long overland belt conveyor, which runs from the in-pit crushing facility to a transfer station serving both the Ray Concentrator and the existing Hayden concentrator railroad load-out facility. • A 1524-mm (60-in) wide x 152-m (500-ft) long stackerbelt conveyor, which delivers a nominal 27,200 tpd (30,000 stpd) of ore from the transfer station to a 23,600 t (26,000 st) live-capacity coarse-ore stockpile serving the Ray Concentrator. • A nominal 27,200-tpd (30,000-stpd) concentrator, including semiautogenous grinding, flotation, copper concentrate filtration and associated plant ancillary facilities. • A tailings disposal system. Flotation tailings are pumped from the Ray Concentrator to a 122-m (400-ft) diam. thickener, located 4.8 km (3 miles) southeast of the Ray Concentrator site. The thickener overflow is pumped to two 76.2-m (250-ft.) diam. concrete process-water reservoirs. The thickener underflow, at 45% solids, is pumped to a new tailings disposal site located at Elder Gulch. • An HDPE-lined temporary-containment area to collect material from Ray Concentrator plant upsets and local storm-water run-off from a 100-year, 24-hour rain event. •A reclaim-water system from the Elder Gulch tailing pond area to the Ray Concentrator. • A 610-mm (24-in.) diam. x 31.9-km (19.2 mile) long fresh-water pipeline from the Hayden fresh-water-well field system to the Ray Concentrator. The overall process design criteria for the new Ray Concentrator is based on a nominal throughput of 27,200 tpd (30,000 stpd) of ore at 90% plant availability. However, based on the maximum performance capacity of the installed grinding equipment, it may be possible to achieve a sustained operating level in excess of 36,300 tpd (40,000 stpd) when processing soft ores. The balance of this paper will cover the major process systems including:

Jan 1, 1995

By Arthur E. Belton

Ever since the industrial Revolution both major and small companies have put much emphasis on the use of incentives to compensate top management for extra effort and extra skill. For many years industries have also provided hourly rate employees with incentive plans. More recently incentive plans have been extended to include the "front line" supervisors. Many companies have what are called Christmas bonus or profit-sharing plans. The incentives for foremen in mining, which we shall discuss, differ from such bonus plans in that the incentives are paid on a definite measured performance for each individual, and thus directly reflect his effort and skill. What is the objective for paying incentives? The objective for any part of an industrial Engineering Program is to increase productivity and reduce unit cost. The unit cost must include the entire cost of the program. From what base do we start an incentive plan? One should think of art incentive program as the top rung of the Industrial Engineering ladder. Therefore, a company must take several steps before reaching this top rung. The following steps are necessary:

Jan 1, 1960

By Roscoe W. Stensrud

The Marcona Corporation was established in 1965 to consolidate the ownership and management of the Marcona group operations. This company, with headquarters in San Francisco, has the following principal operating subsidiaries: Marcona Mining Company, formed in 1953, conducts iron ore mining, beneficiation and pelletizing operations in Peru. Cia. San Juan S.A., Panama, which contracts for sale and delivery of iron ore from the Marcona operation in Peru and from Mount Goldsworthy in Western Australia. Sari Juan Carriers, Ltd., a subsidiary of Cia. San Juan which owns and charters vessels for the bulk ocean transportation of iron ore, petroleum products, coking coal, slurry, salt and other commodities.

Jan 1, 1968

By Eugene Guccione

The US mining industry today is fighting for its existence. We are plagued by the shortage of materials, of equipment, of fuels, of capital, of manpower. If we solve those shortages, we are then frustrated in our attempts to open a new mine or, perish the thought, a new smelter. If we manage to make a profit, demagogues will accuse us of stealing from consumers; and, if we do not make a profit and have to shut down, the same demagogues will accuse us of creating unemployment. Meanwhile, in every aspect of our business - from research, exploration and development, to production, marketing and selling - we are hindered in every way by the bipartisan mismanagement and crippling controls of a government bureaucracy gone amok. We are fighting a war on every front. Some of you realize that ours is a war of ideas. In order to win, our industry must make its ideas heard. But to be heard, we must have something to say - which means: we must know our case logically and consistently, all the way down to essential principles. A principle is a primary truth applicable to a great number of instances. A principle is like a road map: it shows you all the possible alternatives for getting from where you are to where you want to go. Although practically everybody recognizes the usefulness of a map and the need to consult it to find the best way' to get from one city to another, most people are not as careful in charting the course of their life, or the course of their industry, or the course of their nation. And so they act blindly, at random, by the whim of the moment, and get nowhere fast.

Jan 1, 1975

By C. O. Lee

The Grand Isle Sulphur Mine is located in the Gulf of Mexico, approximately seven miles off the coast of Grand Isle, Jefferson Parish, Louisiana. The depth of water at this location is about 50 feet. The deposit is on acreage covered by oil, gas, and mineral leases which were originally issued in favor of Humble Oil & Refining Company by the State of Louisiana, and which were continued, maintained, and redesignated by the Department of the Interior of the United States, pursuant to Section 6(b) of the Outer Continental Shelf Lands Act. On September 19, 1956, Freeport Sulphur Company acquired from Humble Oil & Refining Company the sulphur rights underlying the tracts. This assignment was approved by the Secretary of the Interior on July 12, 1957. The Director, United States Geological Survey, approved Freeport Sulphur Company as Operator on July 31, 1957. Actual design began in September 1956; the first structural contract was let December 15, 1957, and offshore erection began in June 1958. The initial phase of construction will be completed and production started in early 1960. The estimated total cost of the project is $30,- 000,000, of which $8,000,000 is the extra cost for being in the Gulf of Mexico.

Jan 1, 1959

By Richard Chojnacki

The western united States is not usually noted for the production of fluorspar; however, many significant fluorspar districts do occur in the Rocky Mountain region and constitute a resource of sizable dimension and major potential. This is particularly true within the area of the West served by the rail lines of the Union Pacific Railroad (see Figure 1). Fluorspar deposits near the Union Pacific have produced over 1.3 million tons of finished fluorspar products from 2.3 million tons of ore. Approximately 80% of this production was of acid-grade and 20% of metallurgical-grade fluorspar. Production of ceramic-grade was negligible. Through the years substantial production has come from eight mining districts. Five of these have produced metallurgical-grade and three acid-grade. The best-known fluorspar producing area in the West is the Jamestown Mining District. It was one of the first producers of fluorspar in the western United States and is estimated to have produced over 500,000 tons of finished fluorspar from over a million tons of ore. The district encompasses approximately 36 square miles in central Boulder County, Colorado, about 9 miles northwest of the City of Boulder. Although small shipments were made from the district as early as 1873 or 1874, significant sustained production was not achieved until 1940 when the General Chemical Company, now a division of the Allied Chemical company, acquired the Alice, Burlington, Chancellor,

Jan 1, 1971

By Pedro Pablo Vasquez Coronado, Victor Octavio Tenorio

"Productivity in openpit mines depends on the observation and adjustment of critical phases of operation. As one of the most expensive activities in openpit production, optimization of the load-haul-dump cycle becomes a critical aspect to address. Using simulation techniques and an ad hoc methodology for analyzing the key performance indicators (KPIs) involved in the production cycle, it is possible to compare actual performance and ideal operating conditions and develop an alert system when operating conditions are subpar with the expected production standards.Study objectivesThe purpose of this work is to implement a methodology for optimizing the haulage cycle by identifying and adjusting the factors that affect the cycle time performance. The methodology includes the implementation of an alert system emitting warning messages when one or several trucks are idle, or when the time of completing production tasks is falling outside a predefined value. This alert is compared with predefined KPIs and is used to determine corrective actions.The alert will:• Demonstrate the benefits of time analysis and how this affects the productivity results in the mining process.• Demonstrate the utility of KPIs in the extraction of ore and waste and how they help to identify equipment performance.• Develop software interfaces to visualize the alert system in order to increase awareness in the operations supervisor.• Make recommendations for future applications that can help improve the productive process of an openpit mine.Problem statementTransporting material in openpit mines may require the utilization of high capacity equipment, which also represents an elevated cost per hour. A supervisory system that controls the adequate distribution of trucks and shovels by providing the operational status of each unit shall contribute to increase productivity while subsequently reducing operational costs. Nevertheless, there is an issue with certain dead times such as queue trucks for loading, trucks waiting to be loaded and other delays. This creates inefficiencies in fuel consumption and energy utilization.For the identification of delays, a contextbased system could be required in order to help optimize the haulage cycle time by controlling delays in loading, haulage and dumping. After applying this methodology, efforts were focused in correcting out-of-standard performance values."

Jan 1, 2015

By C. L. Pillar

In many cases, substantial time may elapse between the exploration stage and a serious detailed planning stage which has the objective of putting a mineral property into production. This is always true where properties change ownership and new partners are brought in for joint venture situations. Such conditions make it imperative that the recording of complete and accurate geological data for the property is done during the active part of the exploration phase and accomplished by competent geologists and engineers. This work should not be left to helpers and technicians. Furthermore, it should not have to be redone years after the actual drilling was accomplished, when either those involved have parted company or those present have lost the touch and feel of their part of the exploration program and must rely on a memory sketchy in detail, at the best. All of this emphasizes the importance of thorough geological evaluation and reporting during the exploration program. To evaluate and comment on the application of geological data by a mine planning department, we must assume (1) that sufficient diamond drill holes have outlined the existence of a potentially economic ore deposit, and (2) that the next step is to obtain the required information to allow a detailed feasibility study. This paper will comment on: 1. what types of geological information are required, 2. how it can be obtained, and 3. comments on the application of this information by the mine planners.

Jan 1, 1973

By C. Roos

Traditionally within the mining industry, the main functional process flow for resource and reserve evaluation proceeds from geologists who build the geological model, to resource estimation geologists (modelers) who estimate the grades, to mining engineers who develop the mine design and schedule. The interface between these three disciplines is not always seamless. Assumptions made during one stage of the process are not always communicated down the line, even though most mining companies have procedures in place to encourage communication across the various disciplines. These procedures do not always achieve their aim due to a variety of reasons including time constraints, appropriate people not being available, or a lack of understanding of what other disciplines require, and the handover process can degenerate into one of sending computer files on to the next discipline in the process flow. This paper focuses on the interface between the resource estimation and mine engineering disciplines, and outlines some of the common assumptions made when generating a resource model and the risks that engineers may be taking when elevating cutoff grades, optimizing schedules or generating forecasts. The case studies presented focus on openpit gold deposits, but the concepts should be applicable throughout the industry. A summary of key questions and recommendations is provided.

Jan 1, 2014

By G. Zhu

Bulk and differential laboratory flotation tests have been carried out using a synthetic mixture of chalcopyrite and molybdenum ore. In addition to boiling and roasting, six different depressants are tested so that the best conditions of separation can be identified. These reagents include sodium cyanide with and without zinc sulfate, potassium ferrocyanide, sodium hydrosulfide, arsenic Noke's reagent, and sodium sulfide. The data indicate that most of these reagents are effective chalcopyrite depressants. However, sodium hydrosul fide can be used preferably if economic, operational, and environmental factors are taken into consideration.

Jan 1, 1983

By D. E. Cameron

"INTRODUCTION Grade control requirements for base and precious metal projects are an important input to both conceptual and feasibility mine plans. It’s the author’s experience that grade control input is insufficient at these critical stages. The few exceptions are a stimulus for this paper. A significant portion of CRC’s practice has involved assisting operations to solve grade control issues which were finally recognized as contributing to negative production variances. Even in operations perceived to be successful, deficiencies in grade control are often masked by measures taken by an operation to compensate a deficiency in one area with outperformance in another. The advantages in having a realistic and adequate grade control plan developed at an early project stage by a geologist(s) with considerable operations experience are manifold. It’s important for the geologist to prepare clear inputs into the mine plan backed by detailed supporting information in usable, flexible formats. When the decision is made to advance a project, the exploration team passes its model to a mine planner. The team doesn’t usually provide a detailed grade control plan with the block model, thus the planner tends to treat grade control as an activity to be rolled into a broader operating category. The consequences of highly compartmentalized mine planning can be severe in the long run. Once a plan is tabled, and especially once production begins, it is very difficult to improve grade control outside the fixed parameters of the operation. Major fixes tend to be costly in terms of time and dollars. Implementing needed changes to the grade control practices and culture in an established mine can present almost insurmountable difficulties. Hypothetical examples of grade control planning are presented to illustrate the author’s points. The diagrams are conceptual and schematic; any resemblance to actual deposits is coincidental. BEYOND 50¢/TON In more than a few cases, grade control cost is buried in a subcategory of mining cost with little more consideration than a plugged number. It is possible to do a word search in 43-101 Technical Reports on advanced projects and without finding reference to “ore control” or “grade control”. The idea is to reach the orebody by the shortest and least expensive means, achieving production and investor payback at the earliest possible occasion. This entails a low stripping ratio pit or a decline ramp with sills on ore to prepare the first stopes. The processes to achieve the target production, one of which is grade control, will fit into this framework. After all, there is a block model and the planner can see the grade and tons in each block. The exploration geologist whose responsibility was to bring a large percentage of the deposit into mineral resource owns the model and has released it to planning. Now comes the planning stage. Mine geologists haven’t been hired yet and they will be phased in with production. What could go wrong? Larger companies may have the geologists with operating depth who will be inserted into the mine planning discussions, but it’s not a given. Junior companies must often delegate the conceptual and detailed planning tasks to consultant groups. Is a senior-level grade control review part of the scope of work for the mine planning? If a good grade control plan is in place before the mine geology team is staffed, a key element of success is assured."

Jan 1, 2018

By B. Seegmiller, W. A. Hustrulid, O. Stephansson

Introduction The concept of in-the-wall haulage was formally introduced to the mining community in the early 1970s. The basic concept is simple. Rather than the traditional in-the-pit haulage/access ramp, single or twin ramps driven in the pit wall are used with crosscut connections on the working levels. The in-the-wall pit haulage system could be considered as part of the opening of a new mine, a way of completing to final depth an existing pit, or part of the transition from open-pit to underground mining with the ramp remaining as part of the access. This paper is intended to acquaint the reader, particularly mine planning engineers, with some of the possibilities presented by the concept. Nordstrom (1983) said, "In many countries, mining engineers are either open-pit or underground specialists and, hence, often don't consider the possibilities for combining the best aspects of each into a hybrid mining system." This is believed to be true. There are few "hybrid mines" employing, for example, open-pit methods with underground haulage systems. One reason is the variance with the experience of the mining company and the engineers involved. However, with today's low metal prices, innovative and unconventional thinking may be just what a property requires to remain in production. All the possible situations where an in-the-wall ramp might be considered cannot be presented here. Rather, a few examples will be discussed for illustration purposes. Potential savings in stripping costs A major cost in open-pit mining is associated with the removal of overburden and waste rock. Although much of this stripping cannot be avoided, the volume (V) associated with the presence of an in-pit haul road can be quite large, V 100 (pit depth) a (road width) 2 x road grade (%) As an example, consider a vertical ore body 400 m (1312 ft) long, 60 m (197 ft) thick, extending to a depth of 160 m (525 ft). Cross sections are shown in Fig. 1. Other data are: ore tonnage = 11 Mt (12 million st), ore density = 2.9 t/m3 (0.09 st per cu ft), waste rock density = 2.7 t/m3 (0.08 st per cu ft), road width = 20 m (66 ft), road gradient = 10%, and level interval = 10 m (33 ft). The evaluation has been made assuming that the pit slope (0) is constant around the pit except on the side with the haul road. On this side, the slope is decreased to allow for the road. Slope angles of 30° to 60° have been selected to indicate the dependence of stripping volume (V) on slope angle. The stripping at the ends have been calculated assuming representation by cones. The volume associated with the haul road is 2.6 Mm3 (92.8 million cu ft). A comparison of the strip volumes involved is shown in Table 1. As can be seen, the percent savings in strip volume varies from about 4% to 17% and depends greatly on the slope angle. It is perhaps more interesting to examine the savings in stripping costs that could then be used to cover the cost of the access ramp and the crosscuts for stripping costs of $3/m3 ($0.08 per cu ft). The cost with the road volume is 2.6 million x 3 = $7.8 million.

Jan 1, 1988

By Thomas N. Walthier

This paper will review world trends that are increasingly restrictive of mineral exploration and mining throughout the Free World This is occurring in the face of projected huge increases in demand for mineral products Some of the impediments are direct and absolute; others are indirect, but nevertheless effective; still others represent merely hostile attitudes Many of the world governments have a reputation for lack of integrity in dealing with existing foreign investments within their borders, and consequently are quite uninviting places for new investments, especially in the capital intensive natural resources industry. Compared with even 35 odd years ago (and pre-World War II is not that long ago) there are few places left where private mining investments are both wanted and where investors are willing, to go. We shall begin with an analysis of conditions in the U. S., shift to neighboring Canada and Flexico, and then have a look around the world. As the world grows smaller for the private mining sector, the function of exploration, development, and operation is passing over to government. We'll conclude with a view of what this holds for the future

Jan 1, 1976

By David Wright, Jerome Chamfray, Anthony Harding, Brian Boye

Conway’s Law states that unless we intentionally design automation tools around what we need, we will simply replicate our existing processes. While we may achieve some savings this way, there is an opportunity for greater benefits if we re-imagine the way we, as an industry, perform design. This paper examines current technology and shows how even small departures from merely encoding what we currently do could reap significant benefits. From these examples a framework is developed for a new and innovative approach tvo automation that will allow us to design more quickly, to a higher quality, and communicate outcomes more effectively.

Dec 1, 2022

By Charles O. Frush

This paper presents a summary of the current employment practices with respect to recent graduates in Mining Engineering, as observed at the Colorado school of Mines. Because our experience is limited to our own group of students it prob¬ably does not correspond exactly to that experienced at other mining schools, but because the Colorado School of Mines graduates approximately 15 per cent of the men in this field our experience is probably representative. We have chosen to limit the information presented here to that pertaining to the period since July 1, 1960. This corresponds to the experience with the class of 1961 and to the experience of the class of 1962 up to the end of the first semester of the senior year. There were 36 mining engineering degrees given in 1961 In a class numbering 43 senior. We expect to give 30 first degrees in 1962 in a class numbering 44 seniors.

Jan 1, 1962

By D. N. Madge

A description will be given of an approach to plant process automation based on the strategy of first developing an information system followed by later development of process models. The advantages of this approach over the unit process control will be outlined. Some insight will be given into the risks associated with this method. These risks can be shown to be primarily economic.' Some reference will be made to two Cominco installations in the interests of illustrating the generality of the information systems approach.

Jan 1, 1972

By Argenis Gamboa

The Arab community is formed by around twenty countries in Africa and Asia, linked basically by a common language-Arabic - and the same religion, the muslim. They jointly occupy around 12 million square kilometers with a total population of around 140 million people. Nevertheless, these nations differ widely in their geographic area and population. Thus, while Egypt has a territory of over a million square kilometers and a population of nearly 40 million people, Kuwait, Qatar and Bahrain have, among the three of them, less than 30, 000 square kilometers and a million inhabitants. The per capita income also vary greatly, depending on whether they are oil producing countries or not. Generally speaking, it can be said that these countries economies have been based on oil or agriculture and that in these last years, they have been making serious efforts to increase their degree of industrialization and have greatly improved their infrastructure. This trend has resulted in the development of the iron and steel industry, which is still in a stage of primary development.

Jan 1, 1979

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 Donald J. Donahue

Ladies and Gentlemen: As we begin these three crowded days of technical and economic discussion of problems faced by mining and metallurgical engineers, it seems appropriate at this Keynote Session to consider the future of this industry from which we derive our livelihood, It is also appropriate at this international meeting to view our industry on a world-wide basis. First, let us assess the world's future needs for minerals - the needs which it is our industry's task to meet. Next, let us look at what supplies of minerals may be available to meet those needs. I will speak of this first in terms of the physical availabilities of minerals. Finally, we can consider some of the social or institutional factors which will condition the world's mining industry as it goes about its task of discovering, developing, producing, and delivering the minerals needed to meet the world's demands. Let me give you a foretaste of my conclusions. First, future world demands upon our industry will be enormous, eclipsing anything that we have known up to this point. Second, there is strong evidence that our earth's crust contains a sufficient physical quantity and variety of minerals to meet forthcoming needs for as long a period ahead as one can envisage.

Jan 1, 1974

When the 2008 Olympic Games begin in Beijing, China is September it will not only mark the end of the journey for the Olympic torch and the thou-sands of participating athletes, but the games will also mark the culmination of a massive amount of construction in the city. On display for the world to see will be 31 new and refurbished venues including the 91,000-seat National Stadium called the ?Bird?s Nest? and the aquatics center, called the Water Cube. What will not be featured as prominently on the television cameras broadcasting the games around the world will be the network of tunnels built beneath the city. But that infrastructure of rail lines will be of critical importance to the games. While preparing to host the world, China added a subway tunnel that will include four stops in the Olympic Park. The 4.4-km (2.7-mile) subway line that runs through the complex of stadiums, gymnasiums and parks began trial operations in June. Prior to the opening of that line, Beijing's No. 5 subway line, which runs through the heart of the city from north to south, opened in October. That 27.6-km (17-mile) line took nearly five years to build and includes 23

Jan 1, 2008