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By Robert J. Wright

The purpose of this paper is to propose a classification of uranium deposits that is believed to be well suited to the needs of uranium exploration and resource assessment. By way of background some observations are offered about mineral exploration in general, and uranium in particular. Attention is first given to the we of models in mineral exploration. Some general principles of mineral deposit classification, the basis for model formulation, are then considered. Finally, the uranium classification is presented.

Jan 1, 1979

By Lee W. Saperstien

At the heart of the mining process are a number of basic and fundamental tasks whose regular and repeated performance constitute the mining cycle. As will be discussed presently, these tasks are the basic components of the mining system. Section 9, Production Operations, provides the mine designer and engineer with an understanding of these tasks and with sufficient design principles to allow this person to create an efficient mine system. This section is meant to be an introduction and adjunct to subsequent sections that describe specific mining systems. However, sufficient design information is included here for the independent design of mine systems that may not be described elsewhere or for subsequent verification of existing designs. For the purposes of this section, mining subsumes excavation; thus this material applies to any excavation process. Accordingly, this section is written in general enough terms to include both surface and underground mining. It may be used also for civil engineering excavations that often involve the same steps. Obviously, the actual procedures undertaken in any specific mining system will appear to be very different from those taken in any other system. This is certainly true when comparing surface with underground methods. Yet the fundamental principles are often the same. This segment is written to explicate the basics. Wherever appropriate, the section will suggest the differences between the application process to surface or to underground mining.

Jan 1, 2008

By Homer S. Anderson

To clarify what r mean about this long title, I would like to define the term technology. A standard definition of the word "technology" is "a technical method of achieving a practical purpose". Incidently, another definition of the term is merely "technical language". The same dictionary defines the word "technology" as "having a special, usually practical, knowledge of mechanical or scientific subject." Naturally, the practical purpose of the subject with which we are concerned is solving of problems we encounter in the mining industry. I might further describe the subject of this discourse by defining the term "manager". An old definition, "one who dispenses the duties of his position with care and economy." In line with the above definition most of the technology with which we in the mining industry are confronted with deals with some form of cost reduction. This may be related to the speed of doing an operation or to saving of labor or supply costs. These can be improvements of an existing method or the result of new processes or inventions, such as new machinery.

Jan 1, 1974

By M. Dean Kleinkopf, John Callahan, William M. Shepard, R. N. Schnepfe

Despite lower prices and the uncertain future of nuclear power, uranium continued to be the big attraction in 1979 exploration activity. Uranium again dominated exploration programs across the US-not only in primary producing states such as New Mexico and Wyoming, but in potential producing areas from the northern counties of Minnesota to the Grandfather Mountain region of North Carolina. The moratorium on uranium leasing was lifted in Colorado and Montana, and exploration activity intensified accordingly. In Wyoming, what may be the biggest uranium deposit in the state was discovered by Anaconda Copper Co. near Jeffrey City, but in general, there were few major discoveries and activity was concentrated on existing exploration programs. The Department of Energy expects 1979 uranium exploration expenditures to total $339 million, compared to the $314 million spent by industry in 1978. Surface exploration and development drilling in 1979 is estimated at 16.1 Mm, up slightly from 1978 figures. Gold demanded its share of the spotlight in 1979. Soaring prices lured prospectors, investors, operators, and speculators to Alaska, California, Colorado, and Washington in a small-scale gold fever. Exploration for molybdenum remained strong in Alaska, Colorado, and Washington, where mineralization at the Mt. Tolman prospect is now estimated at 816 Mt averaging 0.09% copper and 0.10% molybdenum disulfide. Again this year, one of the major deterrents to exploration was the drive to set aside huge areas of land as wilderness preserves. In Alaska, where Interior Secretary Cecil Andrus has withdrawn millions of acres under the Antiquities Act, BP Alaska decided to close its Anchorage office, reportedly due to the lack of public lands available for mineral exploration. In both geophysical and geochemical activity, the year is best characterized as one of consolidation and development of previous advances in the state of the art, without any fundamental breakthroughs. Many companies were active in the development of instrumentation. Continuing interest in spectral IP resulted in the introduction of two instruments, one by Phoenix Geophysics, the other to be announced shortly by Geotronics Corp. Radiometric and borehole logging equipment received considerable emphasis, reflecting the continued interest in uranium exploration. MINING ENGINEERING'S review of 1979 exploration activity, including state-by-state highlights and a review of geophysical and geochemical activity, begins on the following page.

Jan 5, 1980

By G. E. Erdman

The total attitude of the industrial minerals producing company is a most important factor in how they regard quality control, technical support for their customers, and procedures used in mining their minerals products. This philosophy of the producing organization directs their action along certain courses. For instance, one producer might see itself as a mining company with its major goal mining efficiency to make it exceedingly price competitive in the market place. Another producer might see itself as a wide spectrum multi-mineral producer that furnishes a reputation for a complete line of products. Another producer might see itself as a specialist in one specific industrial mineral and bet its whole bankroll on providing the very best of quality with the goal of becoming the largest producer of the mineral commodity. Each perception can have a different impact upon the producer's operations and its regard for quality control. Minerals Being Produced The specific markets being served will have their own influence on how mineral product quality is regarded. Ceramic raw materials, for instance, have a very low tolerance for iron which is the cause of low fired color. Thus, industrial minerals for use in glass and ceramic markets must be won from deposits with a very low iron content. A high iron silica sand might be sold to a manufacturer of good old beer bottles. That is a solution to one particular quality facet, but eliminates selling to a significant market in clear glass, porcelain enamel, ceramics whiteware bodies and hobby glazes. Thus, there is a need for sound research in the industries expected to be served before the product is brought to market.

Jan 1, 1987

By Michael Cruickshank

All life on Earth relies on the ocean and yet the ocean is 95 percent unexplored, unknown and unseen by human eyes,? said Paula Keener, director of education programs for National Oceanic and Atmospheric Administration?s (NOAA) Office of Ocean Exploration and Research. ?To better understand, manage and protect the ocean and its resources, NOAA believes it is critical to use the best technology to explore, discover, inform, educate and motivate? (MTS, newsletter, January 2011). In the last few decades, our understanding of the global mineral resource base has been drastically changed by some surprising new developments. The potential for commercial minerals per unit area in the oceans and seabed appears to be similar to that of the terrestrial lands. Thus, almost three-fourths of the global mineral resources are in, or under, the sea and are virtually undeveloped. The area of the Pacific seabeds alone is greater than the total area of the global lands. Half of the global seabed minerals are now controlled by nation states within their Exclusive Economic Zones (EEZ). The other half is controlled by the United Nations (UN) through the International Seabed Authority (ISA) within the ?areas beyond national jurisdiction? known as The Area. Thus, the Law of the Sea, ratified in 1994, has resulted in the largest transfer of control of natural resources in the history of mankind. This paper was prepared by the Society for Mining, Metallurgy and Exploration (SME) Committee on the Offshore Technology Conference for the SME Board of Directors and other interested parties. As the premier professional society for the mining and mineral community in the United States, with a history dating back to the 19th century, SME?s mission is to encourage and support young men and women engineers in the minerals industry, provide the services they need, improve the image of the industry, strengthen the networking among global industry professionals and engage in proactive collaboration among industry, government, academia and nongovernmental organizations (NGOs). The accomplishment of this mission can be strongly advanced by highlighting what is probably now the most significant development in the history of the modern minerals industry - the exploration of the marine environment and the understanding of the potential for the development of the minerals therein.

Jan 1, 2011

By Joseph P. Nugent

The new combination gypsum plaster and gypsum wallboard plant of Compania Industrial Kaiser S.A., the first of its kind in Mexico went into production in April of 1969. This was approximately fourteen months from the signing of the formal order for the plant and equipment. Compania Industrial Kaiser S.A. is an affiliate of the Kaiser Gypsum Company in the United States and will market practically the same line of products and to the same standards as those produced in American plants. Located in the City of Puebla, the plant will readily service the major Mexican sales areas. It is approximately 85 miles away from Mexico City on a modern, four-lane, divided highway and distribution to other major consumer areas can be readily effected by the use of a good highway system, as well as, by rail. This, plant is the, sixteenth Gypsum Wallboard Mill supplied abroad by my company, United States Wallboard Machinery Company. Other installations are in Australia, New Zealand, Chile, England, Scotland, Ireland, Finland, South Africa, Latvia and Germany. Two new mills are on order; a small unit for Brazil and a comparatively large unit for New Zealand. All these mills have one thing in common with plants in the United States and Canada; they are equipped with standard, time-proven and tested equipment and they are designed in accor¬dance with the latest engineering thinking in order to produce efficiently, the highest quality product at lowest cost. They differ generally in the size of plant, the factors that brought them into being and in the market that they supply. I believe that these differences will be of interest to you.

Jan 1, 1969

By Martin B. Zimmerman

It is becoming evident that traditional methods of econometric analysis are inadequate in estimating-the long-run supply of minerals. Econometrics is limited to extracting estimates from observations of the theory predicts that the least cost deposits will be exploited first.1 The estimation of parameters from past data then must lead to biased projections of the future. Mining conditions in the future will be worse than in the past and it is the impact of the future conditions on cost that we need to know. In this paper we present a methodology for dealing with this problem. We estimate a "cumulative cost" function that yields the long-run marginal cost of mining as a function of cumulative output produced over time.2 This is relatively easy to do for coal mining in the United States where exploration for new deposits is not a major factor in supply. The first step of the procedure relates cost to the rate of output and to the geological conditions of the mine. The second step combines geological information on remaining deposits with the cost function to yield the cumulative cost function. A central theme of both these steps is the interaction of economics with geology. The best deposits are selected first and in each step of the estimation allowance must be made for this fact. The problem of depletion is part of the general problem of structural change. The change through depletion in the nature of the exploitable mineral stock is only one factor that calls for an analysis sensitive to the changing circumstances of the industry. The factors impinging most heavily on the coal industry today are the strict environmental regulations legislated

Jan 1, 1977

By R. E. Vivas, J. A. Villa

"Located in the state of Colima, Peña Colorada is one of the largest iron ore operations in Mexico. The project is owned in equal parts by ArcelorMittal and Ternium. Though boasting a production capacity of 4.1 Mt/a (4.5 million stpy) of concentrate per year, Peña Colorada is faced with declining ore grades. In order to respond to this situation, Peña Colorada had to expand production even further. This expansion created various challenges that were overcome by the adoption and application of new technology. Examples of these technological innovations are discussed in detail in this article and include improvements in geo-modeling, mine planning, and mine operations. The successful implementation of these technologies paid for itself many times over, and has led to significant improvements in production and performance, while lowering the operating costs and reducing the variance between planning and execution.Project overviewPeña Colorada is a mining company that produces about 30 percent of the iron ore in Mexico. This project generates about 1,200 direct jobs and 3,000 indirect jobs, making a significant contribution to the local economy. Similarly, Peña Colorada invests in its local communities through numerous educational programs, scholarships, university agreements, social development, environmental agreements, etc. Peña Colorada’s operations consist of an open pit mine located in Minatitlán and a pellet plant located in the port city of Manzanillo, as shown in Fig. 1. Technological innovationsMost mining projects around the world typically follow the logic of “mining the next best ore.” Consequently, head grades tend to decline over the life of the mine. In the case of Peña Colorada, a decline in head grade combined with a decline in iron ore prices forced the operation to adapt to a new business environment and adopt new technologies to face these challenges. However, the first step along this process was to increase the confidence and reliability of the resource model. This task involved additional drillhole campaigns coupled with more detailed modeling techniques. Once the block model was completed, new optimization studies and production schedules were evaluated with new optimization tools that improved many aspects of the mine plan. The Peña Colorada block model has undergone 3 expansions to reflect additional information not available in the past. The model has expanded to the East and Southwest. The latest model expansion increased the total number of benches to 98 as a result of positive exploration results. Similarly, new geotechnical studies were prepared, which provided new guidelines for pit slope design, and new technology was implemented to monitor ground movement and slope stability. Two sectional block model views in Hexagon Mining’s MineSight 3D, along with the pit designs and geologic solids are shown in Fig. 2."

Feb 1, 2017

By A. Fuerst

This paper delivers insights into how high availability combines with high efficiency at the Yanacocha Plant, Newmont Mining Corporation, Peru. Advances in motor design and maintenance with integration of smart control support the approach plant maintenance staff is applying to deliver such excellent results for availability and efficiency in Yanacocha and elsewhere. Detailed efficiency and availability data for 2011 and 2012 in Yanacocha are provided. ABB and Yanacocha teams collaborate closely by combining their experience and continuous development of gearless mill drive procedures and maintenance knowledge to deliver the impressive performance being achieved. The secrets for high performance shared by the Yanacocha maintenance operations point to their systematic, practical adherence to modern asset management and maintenance concepts.

Feb 27, 2013

By F. B. Henderson III

Since the "end" of the Cold War, revolutionary new research and commercial remote sensing capabilities are being developed that will dramatically change the way we map the earth and address its environmental problems. The technology challenge is not the growth of new environmental remote sensing technologies themselves. It is, rather, how these new innovative observing systems can be accepted and used to the benefit of both the regulatory and the mining communities in the light of present concerns about unknown risks of discovery and liability. The basis for this paper is an unpublished technology primer prepared for the industry-government Workshop on Advanced Measurement and Site Characterization for Mining Impacts held at Colorado School of Mines, Golden, Colorado, July 14-17, 1997

Jan 1, 1999

By Walter E. Heinrichs

To many, petroleum exploration and successful geophysics , are partly synonomous, This is not because natural petroleum is usually concentrated as a liquid, nor certainly not because oil can be detected directly. The reason is Chat geophysics helps to at least better understand and sometimes, to even explain the essential geology involved. That groundwater is similarly a liquid with all but a few of its basic geologic relationships practically identical to petroleum, seems to have escaped many of those most interested and responsible for complete geo-hydrologic knowledge. The paramount need to use every means at our disposal for maintaining and expanding our crustal resources reserves are generally obvious, However, in view of the rapidly mounting requirements, continual re-emphasis is worthwhile.

Jan 1, 1963

By J. H. Adkins

The goal of the project reported in this paper was to make recommendations for changes in roof bolting procedures and bolter design that would reduce roof bolter accident rates. To that end the project identified the major hazards associated with each task a roof bolter operator per-forms, normalized task accident frequencies. by the time spent on each task, reviewed equipment design features and operating procedures related to the identified hazards and developed recommendations for equipment and procedural changes that would reduce, if not eliminate, the hazards. The research steps completed during the project were: a. A review of related literature and re-search including roof bolting time studies b. The collection and analysis of 1975 accident data pertaining to roof bolter activities c. The normalization of the accident frequency data on the basis of time/task data d. A review of roof bolting equipment e. The development of a field data collection instrument f. The selection of mines for bolter observations g. The collection of field data h. Data analysis and problem specification i. The development of recommendations for corrective measures

Jan 1, 1978

By Dwane K. Johnson

INTRODUCTION The small mining company faces the dilemma of how to finance the development of its properties because it doesn't have the financial resources to pay for the development costs from its own funds and doesn't have the financial strength which will enable it to borrow the money needed for development. However, with a little imagination and the right set of circumstances, a financing can be arranged for the small mining company. This paper is an attempt to describe the fundamental steps on how such financing can be obtained --in other words--what is required to provide ad- equate capital at a low cost for developing and bringing a mining property into production. Innovative financing follows from this. The basic keys for building and maintaining a successful mining company are "the four M's": Management, Market, Mine, and Money. The writer believes their order of importance is as presented and each is a building block required in order to obtain the type of financing that best suits the borrower and lender. MANAGEMENT Management must be experienced, highly organized, realistic, able to take advantage of opportunities and fulfill promises. Mine financing requires a variety of skills and concentration on the part of management. Management should have a thorough understanding derived from experience in geology, construction, mining and metallurgy and environment, marketing, and financial matters. Management must realistically visualize what will be produced at what cost and truly evaluate the risks associated so the proper security can be correctly designed. Since risk cannot be eliminated, the objective of management is to identify the risk which will be present in a given venture and assess the level of that risk which will be acceptable to the firm. Generally the risk which is present is subject to little or no modification. After management identifies and measures the acceptable risk the firm will proceed in a way that it will be least exposed. Management must determine its long-term objectives and strategies within the context of a constantly changing world. This question must be addressed before examining the sorts of risk which affect the development and operation of a specific property. The compilation and interpretation of "hard data" by competent people is good to a point but the experience and instinct of seasoned individuals are the important factors in management choosing a long-term direction for the corporation. The attitude towards risk greatly affects the goals of the corporation. Major risks in a mining project can be placed in four categories: 1. Market - Price, demand, substitution. 2. Costs - Capital, operating, financial. 3. Regulation. 4. Taxation. The feasibility study for a project is the fundamental tool used in the management of risk. Management should employ an experienced team with an established and well-understood set of ground rules for the preparation and assembly of a feasibility study. The necessary degree of realism is built into all levels of the study and if the project is technically feasible, the company's hurdle rate is then used to discount the base-case project cash flow in order to determine its financial viability. Understanding the geological significance of the mineral deposit is critical. There should be strong interplay among the pure regional geologist, the detailed mine geologist, the mining engineer, and the metallurgical engineer. The collaboration among these different disciplines will yield a feasibility study that is more reliable. The essence of this work must be appreciated and understood by the executives planning the financing. It is vital that they thoroughly understand the risks and make the proper risk assessments to cope with our rapidly changing market environment. Projecting future revenue values is paramount and is subject to much estimation. One way to mitigate fluctuations and the risk of falling prices is by selling production for future delivery. MARKET Since mining is a worldwide industry it is mandatory that bankers be aware of what is occurring in the marketplace, both foreign and domestic. The marketing of the production is a very important facet when considering financing for the small

Jan 1, 1987

By M. L. Free, N. Dhawan, M. S. Safarzadeh, J. D. Miller, M. S. Moats

"The drum agglomeration of nickel laterite and gold ores has been optimized through the design of experiments (DOE) using a Taguchi L16 (45) orthogonal array to determine the optimum conditions for maximizing average agglomerate size and minimizing the amount of fines. The effects of controllable operating factors including moisture content (nickel laterite ore: 34-37%; gold ore: 7-10%), retention time (2-3.5 min), drum speed (15-45% critical speed), drum load (nickel laterite ore: 8-32 %; gold ore: 6-22%) and acid concentration (150-600 g/L) on the performance of the agglomeration process were studied.For nickel laterite ore, maximum average agglomerate size and minimum percent fines (-1 mm) occurred under the following conditions: drum load (23.7%), moisture (36.5%), time (3 min), drum speed (30% critical speed) and acid concentration (150 g/L). Under the studied nickel laterite ore conditions, the most effective parameters for maximizing average agglomerate size and minimizing the amount of fines were found to be drum load and acid concentration, respectively. Drum speed had a statistically significant effect on minimizing the amount of fines. Maximum average agglomerate size and minimum percent fines (-1 mm) for gold ore occurred under the following conditions: drum load (19.3%), moisture (8.5%), time (2 min 15 s) and drum speed (40% critical). The most significant factors for maximizing average agglomerate size and minimizing the amount of fines for gold ore were found to be drum load, time and moisture.IntroductionSeveral heap leach operations have experienced problems in terms of poor recovery due to percolation issues caused by low-grade complex ores, tailings and clayey deposits. Poor percolation can lead to low metal extraction due to solution channeling or the development of impermeable/dead zones within the heap (Dhawan et al., 2012; Kappes, 2005). Improper heap building practices such as the use of loose agglomerates and inadequate attention toward the presence of clay minerals have been among the main reasons for percolation issues. During the transport of ore material, severe segregation of the material can occur. To overcome percolation problems, a major improvement was made through the introduction of agglomeration prior to ore placement. If the ore particles and agglomerates are of similar size, segregation can be avoided to a great extent (Dhawan et al., 2013; Kinard and Schweizer, 1987; McClelland and van Zyl, 1988). Agglomeration improves the uniform percolation of solution through ore heaps and is applicable to many ores, wastes and milled tailings (Bouffard, 2005; Dhawan et al., 2013). Manning and Kappes (2005) reported agglomeration/ stacking accounts for ~14% of the total heap leaching operating cost. The cost of binder is a primary contributor toward the total cost. Also, the lack of consistent quality control tests for agglomerate often leads to operational problems. The details are mentioned elsewhere (Dhawan et al., 2013). Considering the significant contribution of the agglomeration/stacking step toward the total heap leach operating cost, it is appropriate to study the agglomeration behavior and its optimization for two different ores. The reason to study the same parameters for different ores is the fact that significant variability in the agglomeration behavior of different ores has been reported to exist in industrial operations."

Jan 1, 2015

By M. Javier

Defining the concept of sustainability is an important step for industry and society. It is necessary in order to clarify what it means when debunking the many misinterpretations pervasive in different levels of anthropogenic activities. Essentially, the extractive industry has a harvest of differences. Mining involves the extraction of natural resources which are finite, exhaustible, non-renewable, unsustainable, and pay only once. It is remarkable that the definition of sustainability that we will shortly arrive at has totally different characteristics from the definition accepted throughout society. We categorize nature as having its own destiny which is controlled by its own rules and principles and its own society, and is part of nature; therefore, society depends on nature and not vice versa as the initial focus. To society there are no conditions to humanize nature but only respect nature?s rules. It was a challenge to find simplicity for this task not only for the definition but also for the explanation of this concept specifically, to answer the question, ?what is the true meaning of sustainability?? Finally, we are also able through this definition to provide fuel for wide discussions and stimulate critical thinking to improve such a concept. As a result, we present this definition as the tool for society today and for future generations.

Jan 1, 2012

By R. G. Church

Belle Ayr Mine was established in 1972 as the first large surface coal mine in the Powder River Basin of Wyoming. During the mid-1980s, it was eventually out-distanced in productivity by newer mines, and management recognized that the mine must recapitalize its major mining equipment and enhance its workforce flexibility in order to be competitive in the deteriorating market situation. Therefore, state-of-the-art haulage and loading equipment was placed into service, and a 12-hour rotating shift and a technician-based workforce was implemented. Belle Ayr Mine is located 29 km (18 miles) southeast of Gillette, Wyoming, in Campbell County (Figure 1). The mine is a part of AMAX Coal West, Inc., and with its sister mine, Eagle Butte, located 8 km (5 miles) north of Gillette, is a major contributor to the overall coal production of AMAX Coal Industries, Inc., headquartered in Houston, Texas. This paper addresses mine planning, recapitalization initiatives, and innovative workforce changes which propelled this large, surface coal mine to the forefront of productivity in the ever tightening low sulphur coal market.

Jan 1, 1994

By T. Harris

Exports of crude gypsum from Mexico currently comprise about 60% of all domestic shipments, and about 25% of the imported material consumed in the U.S. wallboard industry. However, of growing importance are the domestic markets for calcined gypsum in Mexico including building plasters and wallboard, which account for 55% of the internal demand for natural mined material. This paper will examine the current trends in the production and trade of natural mined gypsum in Mexico and North America and the opportunities and threats that are facing existing and new suppliers in this changing market.

Jan 1, 1996

The mining industry has indeed gone global. International minerals producers are spending big money to move into countries that were off limits a few years ago. Due mostly to political reasons, these countries' huge mineral deposits - worth billions of dollars - were locked up and mining companies could only sit on the side and wonder "what if." Now much of the world is going the free market route. Once closed countries and developing nations are rewriting their mining and tax laws hoping to attract foreign investment to develop their natural resources. And big businesses - mining companies included - are lining up to get their share. But with new opportunities come new risks. While emerging nations are slowly accepting the free market concept and the privatization that goes along with it, many remain plagued with political instability and violence. Even developed nations carry their unique risks. Some of these include inadequate or contradictory legal and regulatory infrastructures, political patronage and outright corruption. So companies hoping to expand into new regions of the world must do more than examine the market. They must study the political stability and structure of a country, as well as its tax and environmental laws. And they must guarantee the safety of their employees. Control Risks Group is an international management consulting company that assists companies preparing to move into a new country. It employs about 225 people in 14 offices throughout the world. Control Risks personnel include lawyers, bankers and former law enforcement officers and intelligence people. The company held a one-day seminar in Washington, DC to update some of its clients on the state of affairs in various regions of the world. The seminar also covered extortion, corruption and product diversion. About 175 people attended the seminar. Speakers included Control Risks' operators, analysts and investigators. Here is a summary of what some of those people had to say.

Jan 1, 1998

By G. Heinrichs

This paper is intended to provide information for one to be able to determine the slurry system head curve for pump applications. The slurry characteristics are the basis for what the size, material of construction, and critical carrying velocity of the pipe will be. The system head curve is adjusted by use of the pipe friction coefficient factor and slurry derate factors. An example using multi-staging of slurry pump curves is presented to compare the wear life relationship of pump parts for a tailing pipeline system head curve.

Jan 1, 1996