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By Fred Hellmann

IT IS hardly to be doubted that the opportunity within the grasp of the mine manager for beneficent and helpful action in relation to young engineers seeking employment under him is very broad and very big. It is my experience that a manager usually has a strong inclination to help along those who have chosen the career which he has selected for himself, and to aid them and support them as their steps tread the paths which his own feet have previously followed. He has .a strong sympathy for them in their efforts, he almost yearns to shield them from the mistakes into which he himself fell, and to assist them to avoid the pit-falls of which he knows by bitter experience. Yes, this tendency and inclination is strongly developed in most managers, and they would welcome the opportunity of extending the helping hand, if they knew precisely how best this could be done.

Jan 5, 1923

By John S. Lagarias

When ore bodies are faulted or mill feed turns refractory, mining managers and engineers act vigorously to convert imminent failure into eventual success. The recent proliferation of onerous "environmental" regulations and restraints is likewise a threat to successful mining enterprise, in some ways more insidious and dangerous than the problems presented by natural obstacles. The regulatory burden has become so heavy that a pall of pessimism covers much of the mining enterprise. In this paper we frankly recommend a Pollyanna approach, making not just "the best of it" but directing the whole environmental process: first, to improve our planning, engineering, and operating procedures; and, second, to demonstrate the need for modification of laws and regulations which are intolerably burden-some to both the mining industry and the public. It is customary for government officials and environmentalists to point out how great are the new environmental regulations and how successfully these have improved the natural environment in particular and the quality of life in general.

Jan 1, 1978

By L. K. Smith, C. R. May, K. R. Schrag, H. Buchwald

"New contracts for 65 million long tons of coking coal valued at over $900 million, over the next 15 years, herald the rebirth of Alberta's coal industry. The industry is optimistic that export orders may reach 20 million tons per annum by the mid-1970's. Coal will be extracted from underground and surface mines and it is expected that the total labour force will double from the present 1,200 men within the next two years. Ali the health hazards associated with coal mining are likely to be encountered and it will be incombent on the Provincial Department of Health to specify the standards which relate to health and environment where no such standards have previously existed. This paper examines some of the problems which are being encountered in setting up an environmental health program and reviews the practicability of environmental monitoring methods, with special reference to respirable dust."

Jan 1, 1969

Most mining operations have been happy to live in blissful ignorance of what their equipment is really capable of. Shareholders have been shown increasing tonnes output per employee (due to rationalising employee numbers). It is now known that the best practice for large mining trucks is 52 per cent higher than average or best practice for excavators is 41 per cent higher than average, or 38 per cent in shovels or 35 per cent with draglines, etc. The data is available. The bell curve of performance is flat. Substantial underperformance is rife. If you are working in or supplying equipment or services to one of the majority of operating mines that donÆt achieve best practice surely you want to know why. Or maybe you donÆt? For many mining people this sort of knowledge could be dangerous to their career so keeping the MD or CEO in the dark is a good option. Many suppliers donÆt want the performance of their equipment benchmarked? Mining consultants donÆt have the data so they are happy to keep guessing. Unfortunately, many Business Improvement or Business Excellence projects are about ticking the participantÆs æcareer boxesÆ. The first step to capacity utilisation is knowing what the capacity is. Even then people and culture will get in the way. People are the biggest hurdle to capacity utilisation. This paper will discuss what the mine of the future (and today) will need to do to utilise the productive capacity of its assets. It is not just benchmarking. It is not just automation. It is not just technology. It is about engaging those people who impact on equipment performance; right from the operator up to the Mine Manager. Doing it better involves a process to facilitate change and a culture which says it is OK to try even if you are wrong.

Jan 1, 2009

This paper discusses equipment replacement strategies and specifically addresses the upgrading of technologically superseded equipment. The process of equipment replacement evaluations is reviewed, and areas have been highlighted where currently accepted practice results in a bias towards retaining existing equipment longer than otherwise justified. The Discounted Average Cost Method is described and the advantages of the technique for this style of decision making discussed. Several key issues influencing the replacement evaluation are also presented together with examples from recent consulting work.

Jan 1, 1992

By Carleton K. Smith

Due to special job or client requirements, there will always be some variation in the philosophy of organizing and controlling construction under a project management contract. In typical cases, however, some standard procedures apply. Controls on a construction project are best described only in general terms. They should apply to the total job and can be most effective only when all pieces of the job organization fit together to support a control system for the entire project. Controls are more than a system of reports, schedules, and tabulations-they are the result of an integrated organization dedicated to getting a job done on time and within budget. One of the most important aspects of project control is the construction organization. It must include the right people, facilities, and site equipment, as well as the authority to do what's necessary to accomplish the work. This should be set up to function with as little involvement from off-site or the home office as possible. However, the jobsite construction group must work within established policies and guidelines and is subject to continuous off-site or home office monitoring. In other words, the job-site leaders need to have a clear definition of their responsibility, their authority, and the necessary people and equipment to make things happen. With that philosophy in mind, this is how Bechtel sets up a new job to be

Jan 10, 1980

By Tegner C. Johnson

Just a few years ago, my company was referred to as the Marion Steam Shovel Company. Though we still make shovels, both two and eight-crawler types, the eight-crawler stripping shovel appears to have been replaced by the walking dragline for overburden removal and in some cases for the mineral as well. The walking dragline appeared in the coal fields in the early 1930's. It is popular because it can cope with overburden depths in excess of 100 ft and with blasted sedimentary rock, all at an O & O (ownership and operational) cost of ±10[c] per bank cu yd (bcy).

Jan 10, 1974

By W. M. Ross

AMONG the comparatively few A radical changes in mining equipment in recent years is the introduction and use to an ever greater degree of detachable bits for rock drills. Just how great the possible field for economic application of this innovation is, and to what ex- tent detachable bits are used instead of the conventional type of drill steel, are matters of conjecture. Just as a rough approximation, one might conceive that at least three-quarters of the drilling done in mines today could better be performed by steel with detachable bits, instead of only about one-quarter as at present.

Jan 1, 1939

By S Matos Camacho, K G. van den Boogaart, R Tolosana Delgado, U Mueller

"The precise formulation of a geometallurgical optimisation problem is by necessity a simplification of reality. It includes implicit choices such as data availability or mining block geometry. Additional data can be orebody data, production data or market data. Often these choices are predetermined by the software, the workflow or the corporate culture, and as such are not even queried. There are several aspects that might play a role in the optimisation. They include not only the spatial model on which the selection of mining blocks and the potential mining sequence are based, but also the complexity of the processing model, the way in which uncertainty is treated, the scope of responsibility and the complexity of the model. In addition the timing of the optimisation and the availability (or lack thereof) of information will influence the outcome of any optimisation.We show that different modelling choices and different model formulations for the same mine can lead to very different processing choices, substantially different net present values (NPV), opposite investment decisions and so to overall different values for the entire operation. The selection of adequate simplifications and corresponding formulations for the optimisation problem is thus an important task in itself.For this purpose we introduce a method for quantifying the impact of certain simplifications prior to the optimisation. For example, the effect of mining block choices depends mainly on the spatial structure and the structure of the processing gain function. Both can be quantified beforehand. Based on the outcome, appropriate simplifications can be selected for the geometallurgical optimisation.CITATION:van den Boogaart, K G, Tolosana Delgado, R, Mueller, U and Matos Camacho, S, 2016. How Details of the Geometallurgical Optimisation Influence Overall Value, in Proceedings The Third AusIMM International Geometallurgy Conference (GeoMet) 2016, pp 303–312 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 15, 2016

By PHILIP N. MOORE

THE problem of managing the policies of the Institute so that a middle course may be drawn between the close control of a few who are so situated that they can give continuing attention and intermittent control by occasionally present directors presentation .of the subject is to bring clearly before the membership of the Institute a summary of the attendance at the Directors' meetings for the past four years.

Jan 1, 1924

By AIME AIME

THE Employment Bureau of the F. A: E. S., conducted under- the direct supervision of the secretaries of the four Founder Societies, has wanted to extend its activities and usefulness but it is operating right up to the limit of its budget; consequently, anything which requires the expenditure of more funds cannot be -undertaken, for the present. A great deal of time has been spent in recording, classifying, and interviewing the men listed, but owing to the business depression, only a comparatively small number of men have been placed' luring the last few months. There are men in New York from all over the country. What the Bureau needs is more positions available. With this in view, a number of high-grade engineers, themselves in need of employment, volunteered their services for a publicity campaign in the City of New York. A definite mode of procedure was evolved, and the success of the movement has been considerable, so much so that it has been thought well to call it to the attention, of members elsewhere, so that similar committees ' and campaigns might be organized in other cities. Following is a chronological arrangement of the methods used.

Jan 1, 1921

By W. C. Morgan

The Federal Surface Mining Law enacted in 1978 is now being translated into regulations which must be followed in future coal mining. Substantial change to mining procedures is required to maintain stricter air and water control while mining and to return the mined out land to equal or better use than before. These changes do not come easy; and in most cases, they create a substantial additional cost. Based on field observations and mining studies, Caterpillar has been making suggestions on the use of their types of equipment to conform to the new standards at the least cost. This paper will be a brief review of some of the overburden stripping and reclamation methods suggested by Caterpillar. A production and cost comparison of dragline, scraper/dozer and truck, loader systems in 20 to 150 ft. Overburden conditions illustrates potential cost savings using mobile equipment.

Jan 1, 1980

By Duane A. Smith

Introduction From the days of the Spanish in the eighteenth century, Colorado's San Juan mining district has attracted miners and public interest. The Spanish left behind names - San Juans, La Plata, Animas, legends of lost mines, and the remains of a few scattered mining operations. They came, but did not stay. Again in 1860-61, as a spinoff of the Pike's Peak gold rush, prospectors climbed the mountains and descended into the canyons searching for gold. They found some, not enough to convince them to remain and confront the isolation, often hostile environment and the Utes, who rightfully felt this to be their home. Not until the 1870s did miners come to stay. In their wake little camps grew in the high valleys and squeezed into narrow canyons. Nowhere else in Colorado were there more rugged mountains, a higher average elevation, nor a climate that one old Swede said was "three months of mighty late fall and nine months of winter." The San Juans proved eventually to be a mineral treasure chest. At the moment, however, the prospectors sought gold. Then they discovered silver deposits and the first rush was on. It got started just in time to be completely overcome by the Leadville excitement. At Leadville, investors almost fell over themselves to buy claims and stock in the hopes of becoming another millionaire like Leadville's own Horace Tabor. The San Juaners could only look from the sidelines and speculate how it might have been had fate been kinder. Fate was seldom kind, as these pioneers quickly discovered. From the mid-1870s on, the San Juaners wrestled with some major problems. And the fate of their district rode in the balance. The problems they faced were similar to those of other Colorado districts, compounded by their geographic isolation. Every mining district needed the best transportation system available, experienced investors combined with sound investment, and mineral reserves to develop. The San Juans offered the last in abundance. It was hoped the first two would appear. Railroads - much needed transportation link Nothing was more desired than railroad connections, the penultimate nineteenth century form of transportation. Colorado's own, the Denver & Rio Grande, resolved the issue with its mountain-hugging narrow gauge. As early as the mid-1870s, the D&RG dreamed of tapping this potentially lucrative market in southwestern Colorado. A national economic depression and then the Leadville silver excitement prevented immediate construction. Not until 1879-80 did survey crews start work.

Jan 2, 1988

By Paul Billingsley

WHEN I was an undergraduate at the Columbia School of Mines, the mining curriculum was subdivided into two major branches's known respectively as the Metallurgical and the Geological Options, which diverged rather widely as the course progressed. When I duly elected the Geological Option, I believed, I am sure, that this divergence would continue throughout the years. The facts have proved otherwise. The mining industry is a closely knit entity in which the search for its raw materials, called mining geology, cannot be separated from the conversion of these raw materials into marketable form, called metallurgy. The mining geologist searches for materials which the metallurgist can utilize, and only such; and whenever an advance in metallurgy opens the gates for new materials, the geologist's problem is correspondingly modified. No better instance of this relationship can be given than that seen in the Salt Lake region in recent years. Our mineral industry here is of long standing. The three principal tributary districts, Bingham, Park City and Tintic, were discovered in the 1860's and have been vigorously and intelligently developed for many decades. Their production has made the Salt Lake valley one of the world's great smelting centers. The maintenance of this industry has for years depended upon the continual development of new orebodies to take the place of those being extracted. Intensive exploration in the old districts has been supplemented by prospecting in outlying districts of lesser prominence. . Many new orebodies have been discovered, such as those of the Daly West, Silver King, and Judge mines in Park City, the Utah Apex in Bingham, and the Sioux, Colorado Chief Consolidated and Tintic Standard in Tintic. New mines in other districts have been discovered also, but without affecting the dominance of the three major districts. In all cases discoveries, to be of value, had to be of ore amenable to treatment in the available metallurgical plants. This meant that, for the most part, zincy ores, both oxide and sulfide, must remain untouched, and also that ores high in iron and ores high in silica had a fictitious value, either high or low, set by the balance of these

Jan 1, 1928

By Mark Roberts

Automation, data analytics and optimisation are key trends in the mining industry. Doing more, and better, while expending less resources targets KPIs around efficiency and productivity. With the explosion of data, the next step is to develop an optimal level of processes and systems to harness this data to support value-in use decisions. Typically, significant amounts of resources and effort are invested to develop realistic simulation models. However, models are frequently not integrated with existing systems, and therefore are underutilised. When we consider the specialised process of blasting, integration with upstream and downstream processes is a significant driver to realise sustained improvements and value. The application of genetic algorithms and cloud computing to solving complex mining problems has advanced over the last 15 years, in particular with mine scheduling. Genetic algorithms are unique in that they support true multi-objective optimisation, utilising population-based methods to present trade-offs between multiple solutions. Secure in-cloud processing speeds up the processing, with results delivered in timeframes that are not feasible with desktop computing.

Feb 6, 2023

By Hans Lundberq

WHEN geophysical methods were first employed in the search for ore deposits and oil accumulations, it was hoped that they would provide a direct means of locating such concentrations. Magnetized needles were used long ago in prospecting for magnetic iron ore, and soon after the discovery of galvanism in about 1790 attempts were made to find concentrations of valuable minerals electrically. Evidence indicating that the early geophyeical instruments were regarded merely as improved divining or dowsing rods is to be seen in the names "mineral finders," "ore finders," etc., that were applied to them. Today, appellations of this kind raise serious doubts in informed minds as to the intelligence and integrity of individuals advocating the use of such euphemistically named methods or instruments, for experience and research have shown that, geophysical, it is never a question of directly locating a given mineral but merely of delimiting its possible occurrence.

Jan 1, 1939

By Ravi Sahu

"In the global mining industry, there are those who seem resigned to the fact that the mining industry has always operated according to certain time-tested principles that don’t involve jumping on every new technological trend. Others expect that mines will soon have autonomous electric vehicles running around the clock. The truth lies somewhere in the middle. In business, as in life, that is usually the best path to follow.The instant access to people and information provided by 21st-century technology continues to push businesses in all industries toward greater efficiency and unheard-of levels of modernization. And in the world of mining, the embrace of advanced technology is all about managing risk.However, even in this age of digital information overload, some mine sites still require employees to physically download data from individual trucks to monitor payload data and inspect road conditions using a clipboard. What’s more baffling is that other mine sites still have no way of tracking tons moved at all.This isn’t due to a lack of innovation in the industry. Quite to the contrary, there is an abundance of new technology available that provides real-time monitoring of vehicle movements and tracks road conditions without the intervention of people. So why are owners reluctant to embrace advances in mining tech?Gauging the value of changeSurvey data has traditionally been captured by ground laser scans and LIDAR systems. A mine site surveyor would drive around the pit with a truck-mounted scanner to generate a point cloud. This process would be completed every few days and would take an entire day.The many cons of this method far outweigh the pros. First, it provides no visual data. If an operation has moved beyond the roller wheel and tape measure, visual pit models and LIDAR scans are typically completed once every six to 12 months by an aerial flyover, but such sporadic information gathering isn’t likely to result in the most actionable data. Moreover, given the high cost (in terms of both money and time), the numerous safety and liability issues, and the lack of flexibility in scheduling, manual processes are more trouble than they are worth.Overall, while miners are excellent operators who value innovation, their employers often try to outsource it or acquire innovators instead of investing in existing technology that can improve current operations. It is a never-ending dilemma:"

Jan 5, 2018

By J Ross

The foundation of effective leadership is communication. You can have all the leadership theories, models and training you want, but in the end it is all about leaders talking to, listening to and understanding the point of view of those below and above them.The foundation of effective safety is peoples’ behaviours. Every incident, every near miss and every safe act comes down to what one person does and how that affects themselves and others. We tend to focus these behavioural considerations on the people at the ‘coal face’, those most in harm’s way. But it is the individual behaviours of everyone in the organisation, particularly those at the top, which are just as (if not more) important. The foundation of effective safety leadership in the mining industry is that it starts at the top, with the individual behaviours of leaders. The behaviours of each and every leader will be reflected in their teams. And where their teams are made up of leaders, these leaders will pass these behaviours on to their teams and so on. It’s the sum total of what people see their leaders do and what they do as a result, that creates the ‘culture’ of the business – and it’s this culture that makes or breaks how safely people work.

Mar 21, 2011

By G Lumley

Gold miners have been underperforming the price of gold for a number of years. So why has the æmarketÆ undervalued our gold miners relative to what they have been mining? The low valuation ascribed to gold mining companies is largely attributable to their profit performance. In the period since 2006 the price of gold in A$ has risen about $900/oz, but the real cash margin (operating cash costs + cost of finding and/or acquiring deposits + the cost of bringing them into production) has only risen about A$100. Rising operating costs are a major part of this reduction in real margin. Energy and labour costs have risen more than the inflation rates across a number of countries as have taxes, royalties, etc. There are however, more significant contributors to the rising cost base. Firstly, in 2006 the average gold grade was 2.0 g/t; today it is 1.3 g/t. Secondly, strip ratios (for surface mines) have increased by 19 per cent during this time. Open cut mining equipment unit output across the world has dropped by 26 per cent during 2006 - 2012. Finally, costs have risen by 55 per cent during this time period. Consequently, there is now 3.8 times more mining cost required to produce an ounce of gold from surface mines compared with 2006. The decline in gold grade looks to be a permanent trend as does increasing strip ratio if output is to be maintained. Costs will continue to rise although cost control will be necessary. Reversing the decline in equipment performance and closing the gap between median and best practice provides the hope for a sustainable reversal of cost increases. The current gap between best practice and median performance has grown to 112 per cent for mining trucks, 168 per cent for excavators and 169 per cent for front end loaders. Closing this gap is the potential for a more profitable future. For most gold mining companies improving mining efficiency is not an option; it is an imperative.CITATION:Lumley, G, 2013. How many gold mines will inefficiency kill?, in Proceedings World Gold 2013 , pp 267-276 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 26, 2013

In terms of tunnelling the mining industry is generally thought of as the crude cousin of the civil construction industry. Mining has tended to concentrate on speed and flexibility rather than the high standards required in civil tunnelling. Historically this difference has been based on the belief that such high standards were not required by the mining industry, they would slow down the development of the project and as a result increase the costs and extend the time period between start up and a positive cashflow.For civil works the construction of a tunnel is the project, for mining the construction of declines, crosscuts and drives are merely the means of accessing the orebody so that the real work can begin û MINING. Extraction of ore is the core business of most mining companies û it is what pays the bills.Though most mining companies have the equipment, the people, the knowledge and the ability to excavate tunnels, in the past mining companies did not appear to put the same energy into their tunnelling operations as they put into improving their ore extraction operations. In the past decade this appears to have changed, many mining companies now realise how important the correct excavation of a decline is to the success of the overall mining operation. They began to recognise that there were cost benefits to be gained in using the correct development techniques without overly sacrificing the benefits of speed and flexibility.This recognition also coincided with the growth of underground contractors whose predominant work was primary development (declines and ore access crosscuts and drives). The contractors again had the same knowledge, the same people, and similar equipment but their focus was different from that of the mining company û the contractors were focused on the development of the mine, the excavation of declines, crosscuts and drives. These deliverables were the contractorsÆ core business û itÆs what paid the bills.

Jan 1, 1999