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By Philip Weaver

The MIDAS project is funded by the European Commission (DG Research) and began on the 1st November 2013. The project will investigate the environmental impact of deep-sea mineral and energy extraction: specifically, polymetallic sulphides, manganese nodules, cobalt-rich ferromanganese crusts and the potential mining of rare earth elements. As deep-sea mining becomes ever closer, and the International Seabed Authority begins to develop its regulatory framework for exploitation of deep-sea minerals, MIDAS is well timed to provide fundamental scientific information. The MIDAS partnership represents a unique combination of scientists, industry, social scientists, legal experts, nongovernmental organisations and small and medium enterprises. MIDAS is carrying out research into the nature and scales of the potential impacts of mining including 1) physical disturbance of the seabed by mining, the creation of mine tailings; 2) the potential effects of particle-laden plumes in the water column, and 3) the possible toxic chemicals that might be released by the mining process. Key biological unknowns, such as connectivity between populations, impacts of the loss of biological diversity on ecosystem functioning, and how quickly the ecosystems will recover will all be addressed. The plan is to use this information to aid development of recommendations for best practice in the mining industry. A key component is the involvement of industry within the project and through stakeholder engagements to find feasible solutions. The project will work closely with European and international regulatory organisations to take these recommendations forward into legislation. A major element of MIDAS will be to develop methods and technologies for 1) preparing baseline assessments of biodiversity, and 2) monitoring activities remotely in the deep sea during and after exploitation, including ecosystem recovery. To carry out this work MIDAS is conducting a number of research cruises to examine the above issues at potential sites for exploitation of SMS and nodule deposits. This talk will present some of the recent findings of the project.

Sep 1, 2014

By A Golsby

Although much talked about, social licence to operate (SLTO) is a relatively new concept that has been deemed as one of the four biggest business risks to a mining project over the life-of-mine. There is no accepted single definition of SLTO and this author understands SLTO to be stakeholder perception of the legitimacy of a project, a company or an industry. At a specific site, and across different sites within the same organisation, SLTO ranges through different levels according to stakeholders’ degrees of acceptance in time and space. Management of SLTO is vital for the mining sector but is difficult as it is informal and intangible. Although there are no key performance indicators, there are certain indicators that enable relative measurement of the ‘level’ of the SLTO. Because of the importance of the SLTO, information management during the entire life-of-mine, from exploration to rehabilitation, becomes crucial for the continued operation of a project. This paper identifies ten basic principles for the management of information to support the SLTO.CITATION:Golsby, A, 2014. Managing information to support a social licence to operate, in Proceedings Life-of-Mine 2014 , pp 389–398 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 16, 2014

By K. Musgrave

"The ISO 9000 Quality Management System Standards have become internationally accepted as the way to manage quality assurance. The author has developed a Maintenance Management System Standard using ISO 9001as a model and is working with a major basemetal mining company to implement this. This paper describes the structure of the standard and the steps required for its implementation.Using a management standard ensures that a system is maintained, reviewed by internal audit, and when instances of failing to follow the procedures (nonconformances) occur, that corrective action is taken. It also ensures that regular reviews are made and that the sys-tem is continuously improved.The Standard is designed so that if an organization decides to register to an ISO 9000standard, the Maintenance Management System will be in a format that is compatible and can be incorporated with little effort into the Quality System.IntroductionIn reviewing maintenance operations at many mining companies, and often seeing those same organizations some years later, two recurring issues have been noticed..The first issue is how dependent effective maintenance is upon individual supervisors and crews. In one situation, a mine that had an excellent maintenance system in the 1980s. Now, with new supervisors and crews, it is starting to develop a system that will bring it back to where it once was. No written procedures remain from the earlier excellent system.The second issue is that most operations feel that maintenance is the sole responsibility of the maintenance supervisors and crews. Nothing could be further from the truth. Maintenance, like safety, is everyone’s responsibility. If the operator does not report problems and perform daily checks, and if the production supervisor runs equipment until it fails, then nothing the maintenance crew does will prevent emergency breakdowns and lost production. More importantly, equipment will be operated in unsafe conditions, putting employees at risk and, with today’s regulations, leaving supervisors open to prosecution.The Maintenance Management System outlined in this paper is designed to establish the present best practices as standard procedures, to provide a continual review so that these practices are improved in the future, and to identify instances where the system fails so that corrective action is taken. The mine referred to above is using this approach to make sure that, this time, the system it implements will survive."

Jan 1, 1997

By R Dunne, S Hart, G Levay

While water represents a major proportion of the mineral pulp processed in flotation circuits, relatively little research effort has been committed to understanding and controlling the influence of water quality on this process. Historically, this probably stems from the perception of water as an inert transport medium. However, the changing attitude towards water as a valuable resource, has given impetus to increasing requirements to use relatively impure make-up water supplies such as treated effluents and a high proportion of internally recycled water. In turn, this has resulted in the need for a more detailed focus on process water quality and its control to minimise adverse effects on sulfide flotation. Along these lines, prior to commissioning of a new concentrator at their Cadia Hill Gold Mine, Newcrest Mining was proactive in examining potential water sources and the influence of water quality on flotation of their copper/gold bearing ore. An extensive water quality survey of all major potential water supplies to the concentrator was undertaken. The flotation performance of the Cadia ore in each of these waters was investigated on a laboratory scale. The results of these studies identified that water quality could indeed have a significant influence on the flotation process. Since operations at the Cadia Hill concentrator began, water quality surveys of both make-up water sources and recycled flotation circuit waters have been carried out on a regular basis. By doing this, a database of water quality has been established which can be compared with plant performance. In parallel with the water quality surveys, a series of laboratory flotation tests have been conducted using a standard ore and waters from various streams to monitor changes in flotation performance as a function of water quality. These tests have indicated that certain water types may have a significant influence on plant performance. More research is required to better understand the impact of water quality on sulfide flotation. This understanding will help operators to minimise adverse effects, while maintaining the best utilisation of available water resources.

Jan 1, 2003

By J. Rafael Otaíza, Francisco Mardones

This work has addressed the problem of creating a predictive model of the maximum particle velocities in the rock mass (PPV). The model designed specifically can model the subsequent vibrations of blasting based on geometric parameters, explosive loading, and the blasting process itself. Models based on artificial intelligence (AI) algorithms can find useful non-linear patterns to solve classification, regression, clustering, among other problems. They are flexible mathematical transformations adaptable to various objectives and types of data. With their different levels of abstraction, they can find a function that relates the input variables to the sought-after response. These models have been successfully used in similar contexts (Prashanth, (2018)) and have achieved state-of-the-art results in the field (Lawal, (2021)). The main challenge is to adapt them to the context of Chilean mines, in addition to including the geometric information of the blasting and the heuristic to obtain the set of optimal parameters, it is proposed to follow the work of (Simonyan, (2013)) and obtain "saliency maps" adapting it to tabular variables. We implemented an Artificial Neural Network (ANN) with a large number of neurons in the hidden layers. Models based on neural networks can find useful non-linear patterns to solve classification, regression, clustering, among other problems. They are flexible mathematical transformations adaptable to various objectives and types of data. With their different levels of abstraction, they can find a function that relates the input variables to the sought-after response. The literature shows that, for the problem of rock type identification, basic neural networks perform well (Simonyan, (2013)), but lack uncertainty estimates. This is a data-driven model, and in this sense, the model training was carried out using data from multiple operations in the large copper mining industry in Chile. In these databases, data consistency and the balance of the various independent variables that have the greatest impact on the model were ensured. With the above, the optimal hyperparameters of the model were determined, obtaining a predictive R-squared of 0.94.

Jan 21, 2025

By D. J. Wood

BHP Copper has grown, in just over six years, from a minor participant to the world's largest privately owned copper producer. BHP Copper's major asset is the world's largest copper mine -Escondida in Northern Chile. Ten years ago investing in Chile was considered high risk. Today, Escondida represents an investment of approximately US$2 billion. Reward is the result of managed risk and Escondida is a clear demonstration of both. The Ok Tedi copper and gold mine in Papua New Guinea represents a Rubicon of risk and a retrospective on reward in a developing country on the doorstep of a developed one. The story of these two mines encapsulates risk in the mining industry.

Jan 1, 1998

By Kristen R. Bingham

"Today, more than ever, drilling and blasting contractors are challenged to manage the ever-changing risks associated with blasting operations. New neighborhoods are encroaching upon mine sites and blasting projects are confronted with increasing scrutiny by permit issuing authorities and nearby residents disgruntled by new construction. The act of transporting explosives material to and from thejobsite is far from easy and trouble-free. At the same time, the pressure to stay in compliance with the growing number of government regulations continues to mount. While new tools and technology are appearing in the workplace to address some of these challenges, losses still occur. Can the datagenerated by this technology help drilling and blasting contractors make better decisions? While basic risk management principles are still applicable, do new tools and technology assist in the effort to prevent losses? What are the downsides? In this age of new technology, is face-to-face interaction still necessary? While technology is certainly a useful component in the drilling and blasting world, can it be helpful in defending claims?"

Jan 1, 2017

By F. Nelson

RJB Mining is the largest coal producer in the UK. In January 1995 the Company acquired the Central North and Central South Regions of British Coal consisting of: ? 15 operating collieries -including capital equipment ? 2 care and maintenance mines ? 16 operating Opencast sites ? Interest in 26 prospective and 46 potential Opencast sites ? Approximately 417 million tonnes of proven and probable reserves and considerable mineral resource ? 9 million tonnes of coal stocks ? Long term contracts to supply approximately 90 million tonnes of coal to National Power and PowerGen to the period of 3 March 1998 ?Approximately 7,600 employees and 4,500 mining contractual labour. Up to the acquisition RJB Mining had the capacity to produce 14 million tonnes of saleable output with an approximate 1,500 strong workforce.

Jan 1, 1998

An intensive safety campaign at Mount Isa Mines Limited from 1956 to 1966 saw the lost time accident frequency rate fall to half its original level. A review of the safety programme was carried out in 1967 and in 1968 the Five Point Safety System was introduced. The seven years since its introduction have been years of significant achievement both in production and safety. Improving safety is a fundamental part of Mount Isa Mines Limited's policy and this system has been a major tool in implementing that policy. To be successful personnel need to be prepared and trained for its introduction and subsequently counselled on its use. A carefully prepared programme is required to phase in various aspects of the system and to make use of complementary steps. The system has been a success and it is anticipated that the continued drive to improve the use of principles of the system will further improve safety. It is hoped that this paper will be of value to those personnel concerned with industrial safety in Australia.

Jan 1, 1975

By Rob Jameson

"The demand for commercial and residential construction has continued to evolve across the United States over the last decade. Our markets demand larger, deeper and inherently more complex structures, located within increasingly constrained urban locations and with challenging geotechnical conditions. As project demands incrementally escalate, specialty contractors are continuously challenged to extend their state of practice. Development in the size and capabilities of construction equipment, tooling, techniques, monitoring and verification systems over the last decade has consistently allowed contractors to build larger and deeper. For support of excavation (SOE), in addition to scale, selection of the most appropriate system has been a key to success in the most challenging ground conditions. This selection process is based on sound engineering and construction practice, and also prior experience, both positive and negative. Ultimately many Owners have chosen to manage their risk of SOE construction through design-build contracts, which allows specialty constructors to optimize the balance of cost, schedule, scope and associated risk based on their local expertise. Successful implementation of a design-build methodology begins long before a contractor is selected, with identification of key project requirements and risk factors during the feasibility studies and design development phases. In these early stages of the project development, advice and budgets are frequently solicited from Specialty Contractors. The Owner, Construction Manager and Consulting Team will filter this input from multiple sources to provide their specific recommendations, develop construction documents and select the appropriate form of contracting. Only in the final stages, after award of a Design-Build Subcontract, can the successful specialty contractor directly influence risk management approach on the project. A case study is presented from Block 9 in San Francisco’s Transbay District. This project demonstrates the incremental identification, assignment and mitigation of construction risk through the planning and design build process for SOE on the deepest planned excavation in San Francisco.INTRODUCTIONThe mature urban development market in United States results in high demand for complex Support of Excavation (SOE) schemes on constrained sites. The Design-Build approach can be applied to increasingly difficult SOE challenges, combining regional specialty subcontractor knowledge and experience in order to optimize solutions for cost and schedule. The most successful applications will involve early engagement of shoring subcontractors within the project teams, during feasibility and design development stages, in order to identify key scope and risk issues, and their potential solutions. Throughout the project development, it is important to reasonably assign responsibility for construction risks amongst the project stakeholders who are best able to control them.This paper presents a case history for San Francisco’s Block 9, a well-planned and successfully executed design-build SOE project in San Francisco’s Transbay Redevelopment area. Throughout the 4 year period from the Developers initial proposal to the Redevelopment agency, through completion of excavation down to subgrade, the project team developed a series of increasingly refined SOE schemes, with corresponding scope definition and cost and schedule estimates. This program relied on early identification of key challenges and risks for the project, and evolved through multiple phases of proposals as first the General Contractor (GC) and then Specialty Shoring Subcontractor were engaged for the project. The scheme, cost and schedule refinements continued throughout construction in order to accommodate unanticipated conditions and events as they unfolded."

Jan 1, 2017

By R. D. Williams

"In a very real sense, Butte, MT is where the copper came from that won two world wars. The price for that unrestricted mining and smelting of copper came due in 1983 when Butte was declared a Superfund site.One of the most complex remnants of this mining history is the Parrot Tailings site. The Parrot smelter operated from 1881 to 1910, moving Upper Silver Bow Creek to the south and depositing approximately 283,000 m3 (370,000 cu yd) of waste material adjacent to Upper Silver Bow Creek. Additional mixed waste from other processing sites deposited below the Parrot tailings at the Northside Tailings, Diggings East and Blacktail Creek Berm total approximately 171,000 m3 (224,000 cu yd) of contaminated material. As part of the Superfund remedy, the U.S. Environmental Protection Agency (EPA) proposed leaving all these wastes in place. This proposal prompted a detailed criticism by several geoscientists familiar with the site. The EPA’s 2006 Record of Decision (ROD) did in fact leave these wastes in place, which set the stage for a series of studies that continue to refine how best to protect extensive completed Superfund Remediation downstream of Upper Silver Bow Creek. History of the Parrott Mine and tailingsPlacer gold was discovered in Silver Bow Creek, the headwaters of the Clark Fork River only a few miles from the Continental Divide in 1864. This discovery led to a stampede of placer and lode claims. One of the first lode claims located was the Parrot lode, located in the fall of 1864. Progress for developing a mine at the Parrott was slow, and it was not until 1876 that one of the original locators encountered a rich vein of chalcocite. Butte had its first copper mine.The Parrott Mine was patented in 1879 and by 1881 the Parrot, having lost a “t”, concentrator and smelter were built. The smelter and concentrator were an immediate success with a considerable market for processing the district’s rich copper ore. In 1885, the employees of the Parrot smelter bought the Butte Reduction Works, another smelter. In 1885, dams were built on Silver Bow Creek to contain various tailings and related processing byproducts (Fig. 1).By 1890, the various smelters in Butte rendered Butte’s air quality as suffocating (Fig. 2). An 1889 funeral procession was rumored to have gotten lost in the thick smelter smoke and somehow ended up at the Centennial Brewery. A city ordinance was passed late in 1890 in an attempt to control smoke. The Parrot smelter employed approximately 500 men by 1890. Through the 1890s, the tailings produced grew from approximately 91 t/d (100 stpd) to more than 181 t/d (200 stpd). Copper values in the tailings were initially as high as 4 percent, but as the processing improved that was reduced to 1.5 percent."

Apr 1, 2019

By Ben Cottrell

In this paper technical drilling is referred to as the process of collecting engineering and metallurgical parameters for subsequent mine design considerations. Throughout the development of a mineral exploration property there are various opportunities to ?piggy-back? technical drilling onto the routine exploration drilling process, helping to reduce future costs and delays associated with re-drilling and missing information. This article is written from the engineers and metallurgists point of view, to outline some best practices for exploration borehole planning and technical data collection requirements.

Aug 1, 2013

By Chris Twigge-Molecey, John Peacey

To meet the business objectives of a metallurgical project, there is often a need for new and untried technology or equipment, whose very novelty can present serious risks to meeting those objectives. The key risk management approach is a rigorous stepwise progression from theoretical evaluations and laboratory tests to pilot plant trials. These must be followed by demonstration-scale trials before final construction of a commercial scale plant, paying particular attention to the magnitude of the scale-up between phases. Success depends on following a well-defined program, not eliminating any steps, and ensuring adequate resources are available to the development team. Chapter 6 discusses the nature of technology risks to metallurgical plant projects, and the rigorous management practices needed to identify, analyze, evaluate, and avoid or mitigate them.

Jan 1, 2015

By Gift Makusha, Dave Minney

Anglo Coal South Africa mines coal for both the domestic and export market using open cast and strip mining methods. To establish a mine, a process is set in place to gather ever increasing amounts of geological and metallurgical data to confirm a proven reserve. Increasingly, geotechnical data are also included in this process to confirm that reserve is easily and safely mineable. The mine design process is an iterative one using a combination of numerical modelling and empirical data to arrive at a mining layout that is both, practical, productive and safe. In South Africa it is a legal requirement to compile a code of practice to combat rock fall and slope instability accidents and these have to be revised annually, reinforcing the iterative process of continual improvement. To ensure best practise occurs, all Anglo Coal operations are subjected to annual 2nd party audits and ad hoc 3rd party audit by independent consultants. This paper attempts to explain the process described above in a concise, but understandable manner. 1.0 GEOLOGICAL SETTING The Ecca sediments date from the Permian period and the coal deposits were formed in glaciated valleys on a basement of Dolomite, Ryolite or Granophyre rock types. The sediments overlying the coal deposits are typically flat lying and multiple bedded. The sediments consist of mudstones, shales and sandstones and are generally capable of forming stable highwalls given the time that they must stand up for. Anglo Coal extracts coal from the Witbank, Highveld and Vereeniging coalfields. The Witbank coalfields contain five seams numbered from the base upwards, 1 to 5 Seam; Highveld coalfield the 2 and 4 Seam and the Vereening area the seams are described as Top, Middle and Bottom seams. Coal deposited over the basement Dolomite formation display very erratic dips, as contemporaneous subsidence occurred in some instances over sinkholes that were forming, resulting in local thickening of the coal deposit and resulting in strata that dips toward the centre of the sinkhole.

Jan 1, 2006

By M K. Kapo, S C. Nzama

The success of a mining operation depends on the quality of data used in decision-making processes and the people involved in making operational decisions. At Olympic Dam, mine geologists form an integral part of the teams that make decisions at various key points in the mine operational value chain. Mine geologists are directly and indirectly involved in all stages of the mining process, namely, orebody definition and categorisation, mine design and planning, metallurgical processing, and reconciliation.Due to the sheer size and complexity of the Olympic Dam deposit, each mining stage has been divided into smaller units within which decisions are made in line with the overall mine operational plan. In each of these units, the decisions and inputs made by mine geologists has ensured that consideration of geological factors is made in the mining process. Over time, the mine geology team has demonstrated a systematic approach in the development and improvement of their processes in line with the mine’s operational needs, such as understanding the in-stope ore variability and maintaining a consistent ore feed to the plant. An understanding and interpretation of the mineralisation distribution, based on acquired data, has proven to be important in the definition of resource modelling parameters. These parameters in turn affect the quality of grade estimates and their downstream use in planning, production and subsequent reconciliation processes. The continual study of the geology of the deposit, and unravelling its complexity through research has been crucial to the metals extraction process. The involvement of mine geologists through each of the mine value processes places Olympic Dam in a favourable position to benefit from future opportunities that will take advantage of the increasing operational demands and production pressures, and the ever changing economic conditions.This paper reviews the role mine geologists play in the realisation of the Olympic Dam deposit, from ore to product, through their interaction and collaboration with other departments and stakeholders. This paper also highlights mining practices employed at the Olympic Dam mine.CITATION:Nzama, S C and Kapo, M K, 2014. Managing the giant – a mine geologist’s perspective to the mining of the Olympic Dam deposit, in Proceedings Ninth International Mining Geology Conference 2014 , pp 451–460 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 18, 2014

By P. Sharma, J. C. W. Fowler

This paper discusses the wind blast / air blast phenomenon, how it is managed in coal mines and how it might best be managed in other underground mines. L'article qui suit a pour objets de décrire le phénomène de tir a l'air comprimé et les méthodes de modération de celui-ci dans les mines de houille, et d'indiquer de quelle manière il pourrait être surmonté dans d'autres mines souterraines. Dieses Seminararbeit diskutiert die Windexplosion / Luftexplosion Phänomen, wie es in Kohlenberg-werken geleitet wird, und wie es am besten in anderen untertage Bergwerken geleitet werden könnte.

Jan 1, 2003

By B P. Micke

Central Norseman Gold Corporation was established in 1935 and has been mining on the Norseman field in Western Australia since then. It is Australia’s longest continuously operating gold mining operation at nearly 80 years, although it has had its periodic challenges in the intervening years.Over the last 40 years, a series of open pit mines around the Dundas Goldfield have supplied lower cost mill feed to the Phoenix Mill at Norseman from time to time but this has largely come to an end for the foreseeable future. Now that underground ore sources are once again the principal mill feed, there are several challenges to be met for an ongoing profitable operation.During the last 20 years, there have been three different owners and this has affected the manner in which the operations were managed quite significantly. These differing approaches are contrasted and examined in some detail from both the operational and financial aspects.Planning of a downsized operation to ensure sustainable profitability in the future in a mining environment where there has rarely been more than two to four years of reserves ahead of the mill for planning purposes has been a significant challenge. Several of the options examined are described, including alternatives for future mine development.CITATION:Micke, B P, 2014. Managing the margin at Norseman, Western Australia – a case study, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 119–128 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By A. Moharana

A massive slide at Bingham Canyon wiped out a side of the pit and covered the main haul road in and out of the pit. All pre-slide mine designs and schedules were no longer valid. New designs and schedules needed to be developed quickly to provide management with information regarding the immediate post-slide production potential and the time needed to ramp back up to full production. At the time of the slide, an effort was already underway to convert Bingham?s in-house Medium Term Scheduling Process to MineSight®?s Schedule Optimizer (MSSO). One of the main reasons for doing this was to reduce the time needed to produce Medium Term Schedules at Bingham, which involves a complex shovel-based scheduling approach with shovel productivities based on shovel type and the types of mining cuts to which the shovel is assigned over each planning period. The objective of the schedule was to maximize shovel usage, satisfy mill feed requirements of four SAG mills with variable milling rates, and have flexibility in setting truck constraints. This paper will describe how the new MSSO-based mine scheduling process met the challenge of producing new schedules for Bingham in a minimal amount of time.

Feb 23, 2014

Thank you and good morning. I am delighted to be here and to see so many of my colleagues and competitors. The general topic of this week's conference - World's Best Practice in Mining and Processing - suggests a focus on mining and processing. I am somewhat of a `jack of all trades and a master of none'. But I'm not even a jack when it comes to mining and processing technology and practices, and so I will leave those topics to speakers better 'qualified than I. Instead, what I would like to do is give you my thoughts on the best management practices of mining. You see, the times are changing for the mining business. There is great uncertainty in our industry. Anyone who received their education in an English-speaking school probably remembers the famous poem `Invictus' by William Ernest Henley. The two most famous lines from that poem are, if you remember, `I am the master of my fate; I am the captain of my soul'. The fact of the matter is that the metals industry, including the copper industry, is not the master of its fate. To a great extent we're at the mercy of forces over which we have little control, such as the world economy or political situations in individual countries. The copper industry is like a surfer at Manly - we can't influence where the wave is going; all we can do is stay in front of the curl and on our board. Historically, discovering, developing and processing ore reserves were the primary facets of our capital intensive business. To stay competitive today, we must invest equally in intellectual capital - our employees - in order to succeed in the face of economic, regulatory and political challenges and global competition (Schonberger, 1986). Everyone seems to have a different theory about being competitive. A lot of people use sports analogies when talking about competition. Others, like American businessman and former US presidential wanna-be Ross Perot, take a more interesting approach. In Mr Perot's hypothetical corporation, competition is a lot like having a snake in a factory. If someone sees a snake, the first thing they do is create a committee on snakes. Then, the committee on snakes meets and discusses the problem for a couple of years. The most likely course of action is nothing. Everyone figures that the snake hasn't bitten anyone yet, so they just let him crawl around the factory floor. Perhaps a vice president of serpentine affairs is appointed to continue watching the snake - making sure it doesn't grow. Ross Perot sees it a little differently. In his corporate world, business needs to build an environment where the first guy who sees the snake kills it. Of course in our industry, we better make sure the snake isn't on an Endangered Species List before we go after it! I am not going to talk about competition and competitive forces in terms of sports or snakes, but I would like to share some thoughts with you about how the mining industry can better utilise competitive thinking to get ahead and stay there. You may be wondering how an executive from a 160-year-old company could know much about competitive spirit, but the founding ancestors of Phelps Dodge were wizards at identifying

Jan 1, 1995

"The content of production reports has its origins in raw measurements taken in harsh production environments. The ensuing measurement/estimation errors always affect reproducibility such that, regardless of the fact that they are balanced through statistical data reconciliation, reported numbers are simply the most probable values of inferred probability distributions. This has important implications for how metal recoveries should be monitored and reported. Indeed, in a context where many process optimisation activities are based on small improvements in recovery, there should be no doubt that inadequate handling of measurement/estimation errors can easily exaggerate or mask actual changes in process performance. However, estimates of the reproducibility of reported metal recoveries are rarely reported to plant management. This situation persists despite the fact that a code compliant metal accounting system must inform management about business risks related to metal accounting. To this extent, this paper focuses on the continuous management of reproducibility level of metal recoveries in compliance with the best practices. Sensitivity analysis of primary and secondary metal accounting models is performed to show the resulting probability distributions for metal recoveries. Some guidelines are given for designing and managing metal accounting systems capable of achieving and sustaining predefined levels for the reproducibility of metal recoveries.INTRODUCTIONEach and every mineral processing plant produces daily, weekly and monthly production reports in which metal balances for payable and penalty elements are presented. While such production reports are usually consulted in offices, underlying raw measurements are taken in harsh production environments where mechanical vibrations, humidity, corrosion and dust, to name a few, disturb measurement procedures. It is thus no surprise that several authors (Francois-Bongarcon & Gy, 2002; Gaylard, Randolph, & Wortley, 2014; Holmes, 2010; Spangenberg & Minnitt, 2014) have reported pervasive issues related to mass/sampling measurements in the context of mineral processing."

Jan 1, 2016