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In May 2000, Kanowna Belle Gold Mines (KBGM) carried out a detailed Truck versus Shaft Haulage Study. The study showed that whilst the shaft option had many operating cost benefits the capital costs were too high, therefore the truck option was selected. In May 2001, the concept of achieving æshaft typeÆ benefits without the capital costs was floated. This is achieved by separating the hoisting of ore from other mining activities. The general concept is that material from underground is transported to a central location and then transported to the surface by a special truck fleet, thus removing the dependency between trucks and loaders, providing the mine with surge capacity and decreasing operating costs. At KBGM these advantages have been gained by installing an ore pass system with a plate feeder at its base that directly loads trucks. This provides the mine with a haulage system with enough surge capacity to remove the interdependency between trucks and loaders. The plate feeder is situated just off the decline which creates the opportunity to use larger more reliable, lower cost trucks. A number of truck types were considered for the truck loop including Elphinstone AD55Æs which are the truck type being used on site prior to the truck loop, CAT 775EÆs and power trailer road trains. This paper covers the philosophy behind the truck loop, the truck selection process, project installation and commissioning, people issues and the benefits expected by the operation. As of May 2002, the project is nearing completion, with decline haulage expected to commence in July 2002.

Jan 1, 2002

By Mark E. Emerson

INTRODUCTION A long time has passed since geologists encountered encouraging mineralization in their regional exploration program for base metals deposits. Detailed drilling during the following two field seasons served to delineate the configuration of the deposit. Various statistical techniques were employed to provide confidence levels regarding the extent of the reserves and to categorize them according to whether proved, indicated or inferred. At this juncture, it appears that the company has an orebody. Time elapsed? - three years; money spent? - $2.5 million. Much remains to be done before the orebody becomes a mine. The company urgently needs to develop new orebodies to replace its existing mines which are being depleted. It therefore has expended sizable amounts in exploration, the life blood of the company. A staff of specialists is maintained to evaluate new projects and to conduct feasibility studies. The scale of new mining projects today is beyond the resources of most mining companies. Bank financing, therefore, is often vital if the company is to survive. The following scenario describes how a company goes about evaluating mine projects and what is needed to meet lender's criteria in securing the needed financing. MINE PLANNING Now that the company engineers have taken over the project, their concern is no longer with finding ore but in developing it. An exploration shaft has been put down and a tunnel driven into the orebody to verify, on a large scale, what has been seen so far only in pencil- like drill cores. A large tonnage bulk sample is mined and shipped off to an independent metallurgical process laboratory for beneficiation testing. The budget is expended to cover engineering studies. Preliminary capical and operating costs are developed in- house and profitability studies are made based or1 assumptions concerning the markets for the main product and the indicated gold, silver, and other by-products. Time elapsed? - four years; cost to date? - $3.5-$4.5 million. The staff prepares its own pre-feasibility study. After review, the Executive Committee authorizes management to proceed with full-scale studies. The task is to make preliminary designs and to develop definitive capital and operating cost estimates. Specialized consultants will be engaged to study slope stability for the open pit and rock strength if underground recovery proves more feasible. If it is near the sea, an oceanographic report might be commissioned to see if the tailings can be disposed of off shore. Environmental impact studies are commissioned from a firm familiar with government requirements and regulations in this important area. The company subscribes for an expensive multi-client study of the supply- demand-price outlook for the product to support its own long-range price forecast. Now all the numbers are available to make a definitive appraisal of the value of the project. Cash flow analyses and sensitivity studies follow. Reams of computer printouts are generated. Time elapsed: five years. Amount spent? - up to $9 million, depending on the size, complexity and attractiveness of the project. Marginal projects always take longer. Finally, an engineering and construction (E&C) company is given the task of integrating and compiling all the data into a feasibility study. The results of dozens of reports, memoranda, computer printouts, and charts are boiled down to one final summary report of a few hundred pages together with conclusions and recommendations. After thoughtful review at a board meeting, the directors authorize management to proceed with detailed engineering work - provided that

Jan 1, 1985

By J. E. Marshall

"The concept of employing a project management team to coordinate all aspects of the construction of a new resource development has gained wide acceptance. This team can be formed from within the staff of large mining companies or contracted from major engineering firms and consultants. The mandate of the project managers usually terminates on successful startup of the operation. For frontier mineral developments in the Canadian Arctic or in the developing countries, startup and the initial year of operation represents the period in which the project is most vulnerable to technical, political and managerial problems. A complete change of the management team or the retention of the construction project managers and the resulting cost combined with the breakdown of organizational accountability within the operating staff .are unnecessary management problems.Independent project management services provide the commitment necessary to sustain the continuity of management through all project phases. Efficiency and the ability to make decisions quickly are characteristics of the many successful small mining companies. These qualities are necessary in the project management group, which will be responsible for up to 90% of the preproduction costs.Continuous project management in the construction and operational phases of a mineral development are common in the iron ore industry, but remain anomalous in the base metal, energy mineral and industrial mineral fields.The Nanisivik project on Baffin Island in the Canadian Arctic is used to illustrate the advantages of total project management through construction and operation.Total project management has further potential for foreign interests and financial and utility organizations desirous of participating in the Canadian mining industry, but with no direct involvement in the construction or operating management. Participation agreements in the operating phase of a project can be negotiated to have management fees related to both the production and the profits of the enterprise."

Jan 1, 1980

The paper outlines the history and current status of the VALMIN Code and sets out the background, methodology, results and recommendations of the Independent Review of the VALMIN Code undertaken during 2001 under the Chairmanship of Ian Goddard. The paper is based on the final report of the Taskforce, which was submitted to the Board of The AusIMM for consideration.

Jan 1, 2002

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[Page Officers of the Institute 5 Minutes of. Twentieth Meeting 9 "Cutter Bits"-J. H. Emrick 12 Discussion 16 Experiments in Roof Control-D. A. Stout 18 Discussion 28 Use of Permissible Powder in Coal Mining-H. Petersen 35 Discussion 38 Safety Measures-F. C. Miller 40 Automatic Mine Fan Signal-O. C.. Irwin 45 Discussion 46 The Operation of Gaseous Mines-Samuel Tescber 51 Discussion 55 "The Alamo Mine"-E. H. McCleary 60 Discussion 69 Mudite Discussion 71 The Mudite Machine-Ogden Iron Works Co 73 Reducing the Labor Turn-Over-Eugene McAuliffe 79 Coal vs. Oil Competition-Franklin P. Wood and Eugene Weber 81 Miscellaneous Discussion 86 New General Coal Mine Safety Orders of the State of Utah-B. W. Dyer 90 Discussion 93 Wednesday Afternoon Session 103 Comment on Utah Mining Law-Wm.Monay 104]

Jan 1, 1925

[Page Officers of the Institute 5 Minutes of Nineteenth Meeting 9 Coal Mine Explosions-William -Moorhead 11 "What Do You Mean-`Coal Dust'?"--K. L. Marshall 16 Discussion of Foregoing Papers 17 Shale Dusting-J. A. Smith 21 Discussion 25 Conditions That Make Coal Dust Explosive-T. T. Read 25 General Discussion 27 1-Mechanical Loading Review-Chas. Gottschalk 30 Mechanical Loading in Coal Mines-S. W. Farnham 34 Mechanical Loading Practice at Hanna, Wyo.-T. H. Butler 48 Guessing or Knowing! Which?-Eugene McAuliffe 52 Discussion of Loading Papers 54 Bumps or Squeezed Conditions in Coal Mines-Geo. A. Brown 59 Vertical Cutting-Thos. A. Stroup 62 Mine Fires-Thos. A. Foster 71 Membership List 74]

Jan 1, 1924

The following discussion occurred on the afternoon of Sept,. 22, 1930, as part of the fall meeting of the Iron and Steel Division at Chicago. About seventy-five men attended this session. C. B. Murray opened the meeting, as follows: C. B. Murray, Cleveland, Ohio.—It is very encouraging to see so many here this afternoon to discuss this important matter of beneficiation. The producers of ore, I am sure, are anxious to furnish the grade of ore that the consumer wants. The consumer sometimes wants that which cannot be economically produced and often the producer cannot understand why the consumer wants certain things. It was to bring together these two interested parties that this meeting was proposed. I was appointed the chairman of the meeting, chiefly because I happened to be the chairman of the Iron Ore Committee of the Institute. I know a little about iron ore but have not perhaps kept up with the times in blast-furnace practice. I am asking Mr. Sweetser, who is well informed from both sides, to take over the meeting and carry on the discussion. R. H. Sweetser, Columbus, Ohio.—We want to have a free discussion between the iron-ore men and the blast-furnace men as to just what we are trying to reach in the beneficiation of iron ores. Many of those present have had a great deal of experience. There are men here from the ranges who have been passing through the experimental stage of beneficiation of iron ores, and there are some who have already gone on to commercial production. We have reached the point where the beneficiation of iron ore is important to the whole iron and steel industry. The connection between iron-ore beneficiation and the cleaning of coal is so close that I think we can profit by working very close to the coal people. Some Aspects of the Iron-ore Situation W. G. Swart, Babbitt, Minn.—I was very much interested in Mr. Richards'* paper on tonnages and the 20-year life. There is one interesting thing about the ore reserves; that is, the irregular distribution of that tonnage. On the Mesabi Range, for example, the United States Steel Corpn. owns between 70 and 75 per cent. of the reserve tonnage. They ship bctween 40 and 50 per cent. of the annual Lake Superior

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Jan 1, 1963

In the past few years the hydraulic aspects of rotary drilling have received considerable attention. It is generally recognized that accurate prediction of circulating pressures is desirable, particularly in those areas where a delicate pressure balance is necessary to prevent both blowouts and lost circulation. For calculation purposes the standard hydraulic equations for the pipeline flow of Newtonian fluids have been altered to facilitate similar calculations for non-Newtonian or plastic fluids.'.' This latter classification includes most colloidal types of drilling muds. Two properties: plastic viscosity, un, and Bingharn yield value, Y,, are commonly used to define the flow characteristics of a plastic fluid. These are commonly obtained with multispeed viscosimeters such as the Fann V-G meter.3 Normally these measurements are obtained at some surface temperature, and are not corrected to circulating temperatures for calculation purposes. This may result in considerable error, particularly in the laminar flow calculations which comnlonly apply to the drill pipe-borehole annulus. The purpose of this study was to investigate the effect of temperature on the flow properties of some water-base muds. A laboratory model Fann V-G meter was used for measurement of viscosities, yield values and gel strengths. An aluminum water jacket with O-ring seals was machined to fit around the mud cup of the Fann meter. All mud samples were prepared by thorough mixing in a Hobart mixer. Viscosity and gel strength measurements were made with the Fann meter using standard procedures. Flow properties of muds were studied at 80, 120, 160 and 180°F. The compositions of the test samples are given in Table 1. The typical effect of temperature on the flow properties of these drilling muds is illustrated by Fig. 1. It was found that plastic viscosity and apparent viscosity decreased with an increase of temperature. However, the curves were not linear, and did not appear to follow any definite trends or patterns. Yield point data showed much more scattering.' Since a usable method for predicting drilling mud flow behavior with temperature was desired, an attempt was made to find a simple relationship between these variables. The basic approach used by Havenaars for predicting the same effect on turbulent viscosity resulted in Fig. 2, which shows that

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