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By A. Tobey Yu, W. Joseph Schlitt, Alfred Weiss, Frederic L. Kadey, Louis Kuchinic

Introduction The February and April 1984 issues of MINING ENGINEERING have already provided introduction to the long-range planning efforts of the Society of Mining Engineers (SME). These efforts are intended to provide the basis for effectively maintaining and improving the Society in the face of the changes that are besetting the mineral industry. This requires that SME recognize what changes are occurring and determine how these will impact the membership. Then a plan must be developed and implemented so that the Society successfully meets the challenges of the next decade. The Board of Directors has charged the Long Range Planning Commission with the responsibility for meeting these goals. This article provides a summary of the work done by the Management and Organization Committee of the Long-Range Planning Commission. This committee's task was to analyze the Society's current organizational structure and management process. Then a set of recommended improvements was to be developed. In doing this, the Committee has been careful to operate under that popular axiom, "If it ain't broke, don't fix it." Thus, changes were not proposed simply for the sake of change, but only where the present system appeared to be less effective than desired. Bases For Action The Committee began by establishing a set of premises about SME and its membership. These premises provided the bases for subsequent actions and recommendations by the Committee. Highlights from the premises included: • The Society should be run on a business-like basis. However, its "business" is that of a not-for-profit scientific, technical, and educational public institution. SME enables professionals involved in or associated with the mineral industry to serve the public purpose of benefitting mankind. • The Society operates as a national (US) organization with transnational (worldwide) interests. It recognizes its obligation to make its goods and services available to minerals professionals throughout the world. In addition, the Society recognizes its obligation to translate technology for the "lay" public, who then also become users of its goods and services. • The Society's Board of Directors is the policy-making body of SME and has final approval of all programs. These responsibilities will become greater when the Society becomes a separate corporation. • At present, the Society provides the following goods and services: publications, meetings/programming/short courses, academic education support, information dissemination - internal and external, and individual member services. • Planning is an ongoing process. It is best performed on a decentralized basis. That is, each major service category should have a responsible group authorized to conduct planning for that category, subject to the Society's master plan and the Board's approval. • The Society is privileged to have highly qualified and motivated members who volunteer their time and efforts on behalf of the Society. The best of these volunteers should rise to the highest positions of leadership - the Presidency of the Society and Institute (AIME). • The Sooiety is strongly committed to the protection and promotion of the history, traditions, and identity of AIME and the use of AIME as the unifying forum for the Constituent Societies. Identification of Potential Problems Once the premises about the Society and its membership were well in hand, the committee began examining the many facets of SME's organizational structure and management process. This was done in order to identify problems or potential problems in these areas. After considerable review and discussion, 10 areas of potential concern were called out for more detailed study and possible recommendations for improvement. These 10 areas include: • A lack of continuity at the Board level and among officers due to the established turnover policy. • A series of subboards that serve, by practice, to diffuse management authority and accountability, rather than enhance it. • A question as to whether the dissemination of information has been adequately planned, organized, and staffed. • An apparent illogical divisional organization. Two divisions are discipline oriented and two are commodity oriented. • A regional organization that does not adequately fulfill its purposes. • Uncertainties about the per-

Jan 6, 1984

By Fernando A. Buttazzoni, Jorge C. Munita

INTRODUCTION To provide a background for discussing long-range financial and operational planning in the mining industry, we would like to begin by describing the role of planning in Codelco. Having taken part in Codelco's planning process since its inception in 1976, we believe that useful conclusions may be drawn for the experience we shall relate. Although Codelco is a state-owned copper producer with an important role in the Chilean economy, and is consequently very much at the core of national economic planning, the following discussion is not related to government planning but to planning in an operationally and commercially autonomous business concern with all the characteristics of a private enterprise. The only way in which Codelco differs from private business is that its financial successes or failures have a more direct impact on the countryls ability to participate in international trade, to meet its international financial commitments and to achieve economic and social growth. Thus, what follows is a presentation of the conceptual features of the planning process at Codelco and a description of the current state of planning in the company. It is understood that certain conceptual components are basic to any formal strategic planning process, and that the components of Codelco's planning process are therefore generally applicable in similar companies. First, the mission and scope of operation of the company must be defined, and goals must be set to achieve leadership in the business activities in which it engages. Having set this framework, the company must constantly scrutinize those internal elements and conditions that are essential to fulfill its mission and achieve leadership. In Codelco this means considering the actions which can best serve to define future capacities, taking into account declining ore grades and determining optimal production levels; watching over the productivity and skills of its labor force, and; keeping abreast of technological developments in non-ferrous mining and processing. If the company is proficient in these three areas, it will be cost efficient and there- fore competitive. Codelco must also watch over the business environment in which it operates. The company sells concentrate, blister and fire-refined copper, wirebar, cathodes and wire rod and must study the behavior of the market to attune its product mix to the demand existing for these various commodities in the international market and the copper consuming industries in general. By examining the internal and external environment in which the company conducts its production and commercial operations, it is able to diagnose its strengths and weaknesses, to identify the hazards it must overcome to stay ahead in the copper trade, and to take full advantage of business opportunities as they arise. CHARACTERISTICS OF CODELCO-CHILE Although our subject is Codelco, readers should keep in mind that there are many other copper producing operations in Chile, all in the private sector, and many valuable deposits that may be exploited in the future. Codelco is the only public sector copper producer, although there is one other state enterprise that operates smelting and refining facilities principally to serve a large number of very small producers of copper concentrate. In the mid-19801s, Codelco is the largest copper mining company of the world and the largest producer and exporter of copper with yearly sales totalling close to US$ 1.8 billion in 1983. Moreover, it is a highly profitable copper company at a time when the world copper industry as a whole has reported losses for several years. Codelco-Chile is a fairly new organization. The history of the four mining operations it manages is much longer: El Teniente was opened in 1912, Chuquicamata in 1915, Salavador in 1959 -- with installations of the old Potrerillos mine dating from 1927 -- and Andina in 1970. Having had separate owners, the management systems of the

Jan 1, 1985

By Qing Wang

In this method the state of an open-pit mine is represented by the number of benches that are mined in each predesigned mining phase (or pushback). Consequently, a specific mining schedule can be represented by a sequence of states which starts with the topography of the mine site and ends with the ultimate pit. For a given set of mining phases all feasible states are first generated and sequences of states are then evaluated for technical and economical feasibility. The best sequence, which gives the maximum net present value (NPV), is found by applying a dynamic programming optimisation algorithm. The algorithm also optimises the cut-off grade which satisfies the mill feed requirement for each planning period. It was found that the algorithm can be used not only for scheduling but also as an effective tool for analysing the effects of mining and milling capacities and cut-off constraints on the mining schedule and the total NPV. The algorithm, which was programmed in C, was successfully applied to a large Au-Cu deposit

Jul 1, 1996

By J. D. Noll, J. A. Organiscak, A. B. Cecala

Over the past decade, a substantial effort has been made to improve the air quality inside enclosed cabs of both underground and surface mobile mining equipment to reduce respirable dust exposures by the equipment operators. As part of this effort, the U.S. National Institute for Occupational Safety and Health, (NIOSH) completed a comprehensive laboratory study that determined the significant factors for cab filtration and pressurization systems. From this information, a major underground mining equipment manufacturer designed a filtration and pressurization system that was incorporated into the enclosed cabs of its equipment. A long-term evaluation was performed on the effectiveness of this filtration and pressurization system to improve the air quality in the enclosed cabs of two different pieces of equipment, a face drill and a roof-bolter machine, at an underground limestone mine. This long-term evaluation demonstrated a significant reduction in dust levels between outside-to-inside cab respirable dust concentrations. During this evaluation, a modification to remove one of the filters on the roof-bolter machine simplified the design without sacrificing the system’s efficiency. Tests using particle count instruments performed during nonproduction time periods on both pieces of equipment indicated protection factors greater than 100 when comparing respirable-sized dust particles inside the enclosed cab relative to outside.

Jan 1, 2012

By G. C. S. Burns

"A system has been developed to simulate the mining of the Mufulira orebody. The main output from the system is a picture-gram from which the start date and effective life of all proposed mining faces can be measured. This information provides schedule dates for the completion of major capital development projects and stope preparation activities.The orebody must be divided horizontally into main levels and vertically into blocks of equal interval. Ore reserves are defined by specifying the tonnage contained in each block and main level. Mining faces are defined by their co-ordinates, and may themselves be split into sublevels. The simulation maintains an echelon between contiguous sublevels. Other face parameters control the speed of mining, the availability and relative priority of the face.The required production from each crusher/shaft system is specified. The technique of simulating the mining process in order to achieve the required production is described."

Jan 1, 2014

By Leena Korkiala-Tanttu, Ilkka Vähäaho, Juha Forsman, Paavo Lahdenperä, Kalle Rantala, Osmo Korhonen

"District of Arabianranta (Helsinki, Finland) has been founded on an old seabed, which was filled with miscellaneous soil materials. The subsoil consists of very low shear strength clays and organic clays (gyttjas). The soil was moving towards the sea at a rate of 1050 mm/year, because of filling on top of the soft subsoil. In the middle of 1990’s it was decided to build a residential area to Arabianranta, because it is located only 5 km away from the downtown. To inhibit the movement of soil, it was planned to build this 700 m long deep mixed column-wall barrier along the shore of Arabianranta in the years 1997–2005. A lot of instrumentation and inclinometers were analyzed and it was noticed that the column-wall remains at its place and the displacement rate inside the wall has been only 0.44.6 mm/year after construction works. Nevertheless, the displacement of soil at the landward side of the column-wall is still 1.25.1 mm/year. The soil at the seaside of the barrier is also moving towards the sea 12.922.2 mm/year. Another problem might be displacements of soil near the places where the column-wall ends (tails).1. INTRODUCTIONArabianranta district (Helsinki, Finland) has been an industrial, storage and wasteland area for a long time. Developing this area into a residential area was earlier considered too expensive, so it has been constructed during last decade. The organic clay layers (gyttjas), which have weak shear strength and high water content, were covered by various layers of fillings done in different phases. Because of the fillings, the area was not only consolidating, but also moving horizontally 1050 mm/year towards the sea due to the fact that the frictional soil under clay layers slopes towards the sea. A trial deep mixed structure was constructed in 1997 to inhibit the horizontal displacements of soil. The actual construction of the columnwall was completed in 2000-2005 with overlapping deep mixed cement columns on the seaward boundary. The barrier was built so that the horizontal movements would not risk the pile foundations at Arabianranta. The length of the barrier is about 680 m and width varies between 1220 m. There is a great amount of instrumentation near the barrier (inclinometer casings and other measuring devices). All this measuring information has been collected and analysed at 2014 to find out how this deep mixed column-wall has affected the horizontal displacements."

Jan 1, 2015

By G. McIsaac

This paper discusses the formulation of a linear program with the objective of maximizing the cash flow of the long-term plan of an underground operation. A mine is split into eleven independent ore zones, each characterized by its reserves, required development, and mining method. Based on practical considerations, maximum rates are set for each zone?s development and production capacity. For the total mine plan, a minimum daily production rate is set along with a minimum feed grade to the mill. A maximum daily development capacity is set based on the equipment and labour available. Proven and probable ore is mined preferentially over possible ore in the early years of the plan. Also, the fixed cost of operating the mine is taken into consideration whenever mining activities take place. Once the linear program is solved, it can be critically reviewed, and unrealistic results can be identified. Some resource allocations constraints can then be changed in certain sectors, and new results can be analyzed. ?Whatif? scenarios can also be examined, such as determining the impact of hiring a contractor to develop a given sector, or dropping an ore zone completely from the plan.

Sep 1, 2005

By G. McIsaac

"This paper discusses the formulation of a linear program with the objective of maximizing the cash flow of the long-term plan of an underground operation. A mine is split into eleven independent ore zones, each characterized by its reserves, required development, and mining method. Based on practical considerations, maximum rates are set for each zone’s development and production capacity. For the total mine plan, a minimum daily production rate is set along with a minimum feed grade to the mill. A maximum daily development capacity is set based on the equipment and labour available. Proven and probable ore is mined preferentially over possible ore in the early years of the plan. Also, the fixed cost of operating the mine is taken into consideration whenever mining activities take place.Once the linear program is solved, it can be critically reviewed, and unrealistic results can be identified. Some resource allocations constraints can then be changed in certain sectors, and new results can be analyzed. “Whatif” scenarios can also be examined, such as determining the impact of hiring a contractor to develop a given sector, or dropping an ore zone completely from the plan."

Jan 1, 2005

This paper describes modern long-term mine scheduling and gives an example of its application. It then discusses the obstacles to the implementation of such schedules.

Sep 26, 2011

By G Byrne

Long-term water management is typically ignored in mine closure planning. A review of 73 mine closure plans dating from 2007 to 2013 shows that, on average, relinquishment is proposed to be achieved in 11 years. A separate review of 57 mines in actual closure shows that only five have so far achieved relinquishment with an average closure period of 14 years after production cessation. The remaining 91 per cent of sites in closure have an average closure duration to date of 21 years - and still going.A common issue among those sites in closure is water management, with a further common issue being acid and metaliferous drainage (AMD). Of the closure plans that were reviewed only one site had allowance for long-term (>50 years) of water treatment. Of the sites in actual closure 25 per cent have reported that they expect such long-term water treatment, with many acknowledging that in perpetuity treatment is probable.Clearly there is a gap between what is being allowed in closure plans and the reality of closure. There are a number of factors leading to the optimism of the closure plans, including unrealistic assumptions, pressures to reduce closure cost provisions and the technical complexity of many AMD issues.Long-term water management is a reality that needs to be acknowledged and addressed. If addressed early in the mine life cycle the impacts for mining companies can be reduced.CITATION:Byrne, G, 2013. Long-term water management - the forgotten legacy of mine closure, in Proceedings Water in Mining 2013 , pp 163-168 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 26, 2013

By CARL B. SNYDER

PERHAPS the most extraordinary thing about business, the trade and production of the country as a whole, is its amazing continuity and growth, its momentum and energy. It goes on year after year, growing steadily, almost without breaks, in spite of every kind of disturbance. We have been grossly deceived into the idea that business is highly variable. We have taken a few things like pig iron, and the like, constructional activity broadly, and imagined that these are a trustworthy measure of trade. Actually they are the worst that we could find. They do not apply to more than 10 per cent or, at the most, possibly 15 per cent of the total of the country's industrial activity. The other 85 or 90 per cent, or even more, goes on growing surely and steadily just like the growth of population and the steady advance in technique, invention, discovery, and improved methods of production Let me give you what seems to me one of the most remarkable examples of this amazing momentum and regularity. You know that 90 per cent or more of the business of the country is done 'by means of checks. About seven-eighths of the total of all checks drawn are reported regularly every week in the newspapers. Let us follow these reports from week to week, just as they come, and plot them up against the correspond- ing weeks of last year, and the year before, and the gear before that, as far back as you would like to go. Take especially the figures for 140 selected cities out- side of New York.

Jan 1, 1929

By Jack F. B. Silman

Proving up any large, open pit ore deposit by normal exploration drilling under the best of conditions is a noteworthy accomplishment. But, when adverse conditions preclude standard drilling methods, and the same end result is achieved by a relatively new and little known type of drilling, special comment is in order. Three major problems confronted exploration drilling at the Questa molybdenite mine of the Molybdenum Corporation of America-sampling, terrain and time. Surface and underground longhole drilling provided the needed solutions, thus making the greatest single contribution to an exploration and development program that was successful in proving a major, open pit molybdenum deposit.

Jan 5, 1965

By E. O. T. Simpson

"IntroductionAS COMPARED with coal mines in the United States, and even with some of those in eastern Canada, the coal mines of western Canada, generally speaking, :have made little progress toward mechanization at the working faces. So far as Vancouver island is concerned, there are three main reasons for this : ( 1 ) in some areas, conditions• easy for hand-loading but unsuitable for mechanical loading make high outputs per man •possible by the former method; (2) faulting of the coal seams in ..some areas precludes long-term planning and the introduction and efficient use of expensive equipment; (3) thinness •and other characteristics of the seams in many areas favour hand-loading.No. 8 MINENo. 8 mine of Canadian Collieries (Dunsmuir), Limited, is located in the Cumberland sub-area of the Comox coalfield on Vancouver island about 90 miles west-northwest of Vancouver. The geological structure of this coalfield has been described by J. D. McKenzie. The seams occur in the Comox formation, a subdivision of the Upper Cretaceous Nanaimo Group. The formation is of near-shore origin and was laid down on an irregular surface of' older rocks. The irregular generally have a northeasterly dip, modified by gentile folds and by a •few large, and a number of smaller, faults.Four seams have been worked in the Cumberland area and all vary in thickness and in the amount and number of interstratified bone and rock •bands."

Jan 1, 1953

By S Grimsey, E Janetzki, J Emery

Floor failure on the longwall face is a complex problem due to the dynamic interaction between the surrounding strata and powered roof supports involving multiple variables. It can also be highly problematic and costly when not well understood as there are significantly less remedies available post event. This was the early experience at the case study mine where significant lost time was incurred due to unplanned delays in the first two panels. To detect and prevent such occurrences is clearly the best approach, hence a tool to predict both floor failure occurrence and magnitude prior to mining was developed. Several parameters were determined as the key drivers for the failure events that had been experienced at this site. These parameters were, in list of influence from highest to lowest, material strength, retreat rate and the presence of water. The parameters were evaluated using a semi quantitative risk rating system ‘Heave Risk’ and given a weighting per their apparent influence. This ‘expert system’ methodology was selected as the use of risk rating systems in underground coal mining is well established. The heave risk model was first applied to previously mined panels. It accurately identified all areas of known major floor heave, with clearly defined areas of low and high risk apparent. The heave risk model was then used prior to mining and evaluated post mining based on observed conditions. It was found to also be highly accurate for prediction. The variability of each parameter and its influence on the overall risk rating is illustrated and discussed.

Nov 29, 2022

By Duncan GR

Having passed through a number of previous phases the best longwall results in Australia have shown a significant increase in the last two years. The results expected from a longwall face can be estimated from the ideal production rate, determined by the capacity of the equipment and the conditions in which it is installed, the utilisation, and the available operating hours. Back analysis of the results achieved suggests that, on average, recent improvements arise from the higher capacity equipment recently installed; the utilisation has in fact reduced slightly. Review of the constraints which limit the longwall results, i.e. shearer speed, AFC capacity, support, advance rate, and man travel speed, shows that little improvement can be expected in the ideal production rate in thinner seams. In thicker seams the AFC often proves the overriding constraint and further increase in equipment size could lead to increased future ideal production rates and is expected. In all cases a concerted effort to increase the utilisation achieved is likely. For deep mines with thin to medium seams this offers the most viable path to improvement; by contrast thick seams with highwall/shallow access may benefit from further increase in equipment size.

Jan 1, 1988

By J. R. Koehler

Mining practices at the Sunnyside Mines, Sunnyside Coal Company, Sunnyside, UT, have been documented by U.S. Bureau of Mines researchers to preserve the extensive history of yield pillar-based longwall gateroad system evolution on the property. An overview of the historical mining conditions, practices, and innovations that resulted in the evolution of the two-entry yield pillar gateroad system currently employed at Sunnyside was developed from interviews of 30 long-time Sunnyside employees. Employing yielding chain pillars at Sunnyside virtually eliminates tailgate pillar bumps and contributes to reducing face bumps. Limiting the overall width of the gateroad system benefits bump control and especially, roof and floor stability.

Jan 1, 1994

By Christopher Mark

Successful longwall gate entry design requires control of both vertical and horizontal stresses. Vertical, or overburden, stresses are most severe in the tailgate where they are concentrated by longwall panel extraction. Horizontal stresses, which are generally tectonic in origin, can be highly destructive during the development and headgate phases of longwall mining. The goal of this paper is to present the current state-of-the-art in detecting and controlling horizontal stresses. The information presented was collected through site investigations at 45 U.S. longwalls and an international literature review. The paper begins with a discussion of the present knowledge of regional in situ stress fields in the U.S. A review of available underground stress measurements from coal mines is presented, along with data collected by structural and petroleum geologists. The combined evidence indicates that a persistent ENE-EW trending stressfield is present throughout the eastern coalfields. Experience with horizontal stress in longwall mines is addressed next. The paper focuses on the northern Appalachian region, where the effects of horizontal stress have been most evident. Three case histories are discussed in detail, and the solutions each developed are highlighted. Observations made in the Southern Appalachian, Alabama, and Illinois coalfields are also described.

Jan 1, 1991

By Parley Potter

GENTLEMEN OF THE COAL MINTING INSTITUTE: I was requested to write an article on mining a short time ago; however, the time has been so short that I have not had time to prepare an article as I would like to have presented it to this body. In writing this article it has not been my intention in making comparison of various mines, to favor one or discredit the other. I hope it will be considered in that light. The coal mining industry as I have seen it in the past, at present and in the future. In years gone by large tracts of coal land could be obtained at a very small cost, and as yet coal land may be purchased at a reasonable price in this country, but I believe the time is near at hand when the methods of mining will have to be changed greatly in this country. Many changes have taken place-in the last few years, some of them have been forced by law, others by the coal operators themselves, after being convinced that the changes made were for their own benefit. During my 20 years in the mines I have seen thousands and thousands of tons of coal lost that could have been saved if proper methods of mining had been used. The Room and Pillar system of mining coal is none. too good at its best ; a certain per cent of the coal is always lost, yet it is about the only system that can be used under certain conditions, but where the Longwall system can be used I believe it is the best system yet introduced. If the Longwall system is used' there is no coal lost. You get it all as you advance with the workings. Some coal operators object to the Longwall system for several reasons, and most of the reasons they advance are not founded on facts. For instance some of them claim it is too expensive. I will admit that the cost per ton is a little higher in Longwall than it is in Room and Pillar as a rule for the amount of coal' mined, but after the Room and Pillar mine is finished as a rule there are thousands of tons of good coal lost, for the simple reason that it cannot be mined at a profit. In many cases if the same mine had been operated on the Longwall system every ton of saleable coal could have been mined at a fair profit, and in the long run would have netted the owner much more money than it did under the Room and Pillar system. The Longwall system has been in operation many years in Europe and especially Great Britain, and is the most approved of systems in many countries at the present time. Millions of tons of coal have been saved by its use in those countries. It is claimed that the Armour Packing Company loses nothing but the squeal of the hog when it is killed, and doesn't allow it to squeal much. Why lose coal if the Longwall system of mining will save it? The Longwall mine is far more easy to ventilate than the Room and Pillar mine; the air has a much less distance to travel for the same amount of working face in Longwall than it has in the Room and Pillar.

Jan 1, 1921

By R. H. Thorpe

In the earliest days of mining coal the obvious method was by bord and pillar working. Longwall in Britain developed from this as an expedient to overcome bottlenecks arising from ? 1) increasing depth of seams causing roof control difficulties; and 2) ventilation problems. This system became almost universal particularly in the thicker seams, where faces of up to one mile in length were not uncommon. Coal getting in these faces was usually by pick and shovel, filled into small waggons of up to 15 cwts capacity. These waggons ran on rails laid alongside the coal face and were often taken away from the face to the main haulage roads by horses. The roof was supported by rigid props and the wastes were normally controlled by strip packing. This system of mining was very flexible and worked well down to sections of about 3'6"

Jan 1, 1976

By J. J. McDougall

Until quite recently, the coal in the Cape Breton field was won from comparatively thick seams with light cover, and from submarine areas, and the system of mining naturally followed was pillar-and-stall. This sytem permitted of cheap extraction, and enabled production from localities where other methods could not be employed to good advantage. Thus the pillar-and-stall system, applied to conditions as stated, justified its adoption. Our working seams today, however, are practically all under heavy cover, or are moving in that direction, and with this gradual increase in cover came the increased cost of roadway maintenance. At Princess colliery, the system of pillar-and-stall was followed until roof and bottom conditions became such that further operations were unprofitable, and the longwall method was then adopted as an economic necessity. This fact should be borne in mind when operating costs of both systems are being compared. The longwall method is not held as a cure for all difficulties of heavy cover, but through it these difficulties can be overcome with less expense than by pillar-and-stall. The longwall system of mining, strictly speaking, is one by which a seam of coal is totally extracted in one operation. There are, however, many modifications of longwall, and in some cases it is difficult to determine whether certain practices should be classed as longwall or pillar-and-stall, or a combination of both.

Jan 1, 1928