Search Documents

By J King, T Hunter, R Coleman

"The industry that supports operations and new projects is suffering a rapid decline in the currently severely curtailed capital investment environment. This is evidenced by a decline in the number of skilled teams, who are now centred in fewer locations. Other features are an aging and retiring ‘Baby Boomer’ generation, coupled with a low uptake of new graduates and the uncertainty in predicting future capital expenditure programs and requirements. Combine this with a reluctance of cash-poor operations to modernise and adapt in an environment of low metal prices, and there is a real uncertainty in how service providers will meet industry needs as they evolve.The industry that supports operations and new projects is suffering a rapid decline in the currently severely curtailed capital investment environment. This is evidenced by a decline in the number of skilled teams, who are now centred in fewer locations. Other features are an aging and retiring ‘Baby Boomer’ generation, coupled with a low uptake of new graduates and the uncertainty in predicting future capital expenditure programs and requirements. Combine this with a reluctance of cash-poor operations to modernise and adapt in an environment of low metal prices, and there is a real uncertainty in how service providers will meet industry needs as they evolve.Trends amongst service providers will be put forward as well as developing options and alternatives. These embrace a whole gamut of agile alternatives in the areas of partnering, alliances, commercial and shared risk models and mutual innovations. These will be discussed with some case studies and suggested approaches.Particular emphasis will be upon brownfield expansions and upgrades which have emerged recently as a preferred lower capital and focused way to achieve best practical outcome at lowest cost. There are a number of specific features of such brownfields projects including the requirement for very close cooperation between the execution team, operators, maintenance and suppliers and a maximum usage of site resources and ingenuity. Often, required investment hurdle rates are high, downtime allowed is minimal and site resources usage is maximised. This requires mutual trust, good planning and high health, safety, environment and community (HSEC) standards and practice. In many ways the practices and skills needed are the exact opposite of the historical ‘big greenfields’ project with which the industry has been geared for more recently.Another developing area has been with innovative commercial models and practices. These have been as a direct result of the more challenging investment criteria being adopted and the relative hunger of service providers. It has become more common to look at these commercial/costing alternatives very early in the project cycle as an essential project tool and not just as a possible option. These commercial solutions cover such alternatives as leasing and rental, deferred payments, build–own–operate–transfer (BOOT) and build–own–operate (BOO), whole-of-mine preferred spares and maintenance terms, and aggressive performance targets with real assurance penalties. Once again this requires very close mutual dealings and trust, and sufficient time allocation compared to a conventional approach.Citation:Coleman, R, King, J and Hunter, T, 2016. Upgrades, Modernisations and Expansions... Where Will the Expertise, Capability and Skills Come from in the Future?, in Proceedings 13th AusIMM Mill Operators’ Conference 2016, pp 69–76 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 10, 2016

By R Dunne

"Continuous improvement on metallurgical treatment plants is possible only when good data and analysis of the data are available. Good data implies appropriate and accurate mass measurement coupled with good sampling practices and accurate chemical analysis especially when carrying out monthly metallurgical metal reconciliations. Adequate characterisation of key samples (eg tailings, feed, concentrates and others) at timely intervals is an important part of a good continuous improvement program. The data from this will help identify opportunities to improve operation performance and thus profitability. Examples are provided of projects that have led to improved plant performance based on good metallurgical data collection and analysis.Citation:Dunne, R, 2016. Using Metallurgical Data to Drive Continuous Improvement, in Proceedings 13th AusIMM Mill Operators’ Conference 2016, pp 201–206 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 10, 2016

By Michael W. Neill, O&apos

This presentation addresses some of the problems encountered in estimating the capacity of drilled shafts and augered, cast-in-place piles in soft rock. Methods to quantify side and base resistance are suggested. However, the methods that are described should always be verified locally by performing load tests.

Jan 1, 2001

By Fredrick Fränding

In mining and quarrying operations, electric motors can fail for a variety of reasons. Some failures are directly linked to demanding production requirements and contaminant-laden environments and, consequently, are difficult to prevent. A sizeable number, however, are caused by ?offline? factors that have nothing to do with production. These include inadequate or substandard motor repair practices and improper motor shipping, storage and installation. The fact that failures are at times attributable to repair- or rebuild-related errors and problems raises the stakes when selecting an electric motor repair provider. Teaming with high-quality electric motor shops can help a company reduce failures due to offline factors, improving motor reliability and cutting downtime costs. Regardless of location or annual revenues, the best motor shops have similar business cultures and share many of the same characteristics.

Jan 1, 2009

By E. De Souza

The instrumentation and monitoring of rock behaviour have played an important and necessary role in the practice of potash, rocksalt, gypsum, trona and coal mining. The art of rock instrumentation applied to soft rock and coal mining has progressively evolved over the past years and will surely continue to advance at a faster pace in the future as a result of the technological revolution we experience today. The development of sophisticated mine-wide data communications systems is being used for instrumentation and sensor automation, and laser, sonar and geophysics technology are being continuously adapted for rock monitoring purposes. In this paper, the author provides an overview of typical rock instrumentation used today and offers some views of the progressive evolution in rock mechanics instrumentation sophistication and design.

Jan 1, 1998

By Normand Champigny

The Forces of Change ? The current business environment ? What can we expect for the future on management of physical assets ? The impact of maintenance on production costs ? What is RCM is doing is improving business performance ? The beginnings of RCM The RCM II Process ? RCM II is a structured process that involves employees in determining the best failure management tactics for systems and equipment in their operating context ? The method is an effective approach to risk and cost reduction as well as failure management

May 1, 2002

By A. E. Soregaroli, H. D. Meade

"The Keystone porphyry molybdenum deposit, located in southcentral British Columbia, is hosted by intrusive rocks of the Cretaceous Mount Lytton batholith and the early Tertiary Keystone quartz diorite stock. The molybdenite mineralization is associated with rhyolite porphyry dikes flanking a large 1300 m by 2100 m breccia complex. Recognition of the potential for the buried molybdenum porphyry system was based on quartz-molybdenite vein fragments within the hydrothermal breccias.The full extent of the molybdenum mineralization is not known. The few deep drill holes along one comer of the breccia complex defines strong metal zoning of molybdenum and associated elements of F, Mn, Zn, Pb, Au, Ag, Fe and W about the molybdenum stockwork mineralization that may be useful for guiding additional exploration. The best mineralization occurred near the base of the deepest drill hole with 0.114% Mo in rhyolite porphyry near the edge of the breccia pipe at a depth of 1350 m.The exploration history of the deposit has been complex, focussing on both porphyry-style mineralization and precious metal veins and stockworks on the periphery of the porphyry system. Exploration to date has defined an attractive porphyry molybdenum system with uneconomic grades at great depth; however, there remains significant potential to define economic mineralization elsewhere in the Keystone porphyry system and adjoining occu""ences."

Jan 1, 1995

By P. Balachandran

The paper outlines the existing facilities and working practices at the Khetri electro-refinery of Hindustan Copper Limited. Plans have been drawn up to mechanize some key operations to improve the quality of cathodes and the working environment as well as economize the refinery operations. The economic analysis for determining various optimum operational parameters under conditions existing in India have also been outlined. The impact of capacity utilization and mechanization under different sets of conditions on operational costs have been highlighted.

Jan 1, 1987

By Arthur Gates

INTRODUCTION RITTINGER'S law of the energy expended in crushing is, as roughly stated by Professor Richards,1 that the work of crushing is proportional to the reduction in diameter; or, as I have more fully expressed it: "The work done in crushing is proportional to the surface exposed by the operation; or, better expressed for this purpose, the work done on a given mass of rock is proportional to the reciprocal of the diameter of the final product-assuming that all the mass has been reduced to one exact size, which is only theoretically possible.?2 Kick's law is stated by H. Stadler as follows:3 "The energy required for producing analogous changes of configuration of geometrically similar bodies of equal -technological state varies as the volumes or weights, of these bodies." In other words, the energy expended is porportional to the volume reduction, instead of the diameter reduction. That these two laws would give widely different results may be shown by a simple imaginary case. A ton of 16-in. cubes is broken to 1 -in. cubes at the first operation, and these are broken to 1/16 -in, cubes at a second operation. Since the first operation produces only one-sixteenth as much new surface as the second, the ratio of energy expended in the two operations would be by Rittinger's law as 1 to 16. By Kick's law, since the volume-reduction ratio is the same in both cases, the ratio of energy would be 1 to 1. This discrepancy is great enough to challenge a test by actual experiment, of which there has been, hitherto, but little compared with the amount of argument. The present paper is the record

Jan 9, 1915

By F Clark, B Catto

The Mako domain comprises the Mako lodes at Sunrise Dam Gold Mine, Western Australia. This domain was initially bulk or æbucketÆ domained for the open pit resource in 2000, due to complexity in defining the lodes as a result of low drill density. Negative ore tonnage and positive grade and ounce reconciliations were experienced during mining of the domain in the mega-pit, though only small volumes of the domain were mined. Significant amounts of exploration and underground grade control drilling has been completed since the initial bulk domain interpretation and greater geological understanding of the mineralisation controls and geology of the lodes now exists. Mako provides approximately 50 per cent of the ore tonnes and ounces for the North Wall Cut-back, the latest open pit phase of mining at Sunrise Dam. The importance of Mako to mill supply and life-of-mine planning, as well as past reconciliation performance necessitated a reinterpretation of the domain to increase confidence for mining. Historic exploration drilling, underground grade control drilling and detailed pit-wall mapping were used to build mineralised subdomains within the confines of the original domain. These reflect more closely the spatial extents and geological controls on the mineralisation. A new resource model using the multiple indicator kriging (MIK) technique was generated using the new domains. It resulted in a decrease in tonnes and ounces but increase in grade for the sum total of the new domains compared to the old æbucketÆ domain. This is attributed to the increased selectivity and structural constraints imposed by the new domains. A retrospective comparison of the Mako grade control from the mega-pit versus the new resource model was conducted, which æreconciledÆ 103 per cent tonnes, 106 per cent grade and 110 per cent ounces. This has provided confidence that the new model is a better estimate of the lodes. Qualitatively, the new model is a better representation of the geology and extent of the mineralised structures with significant areas of change identifiable. Grade-tonnage plots comparing the 2006 and 2008 models show that most tonnes have been shed from the low-grade û subeconomic grade cut-offs. This is mostly attributable to the volume reduction of æoreÆ in the 2008 model compared to the 2006 model, where the true mineralised zones are captured by the new domains. The reinterpretation and remodelling of Mako is an example of an evolved domain model and shows that mineralised zones need to be differentiated adhering to the geology and geological controls on mineralisation, which are understood largely due to increased drilling density coupled with mapping.

Jan 1, 2009

By Andrew McGrath, Geraldine Lyons, Sarah Barcelona

In the dynamic and challenging modern industry landscape, understanding and unleashing the true role and contribution of technical teams is crucial to business success. The cyclical nature of industries has led to shifts in the technical professional’s place within the organization and the technical skills that are desired most. This paper reframes the pivotal role that technical professionals play within complex operating assets to maximize value and realize full potential. This investigation focuses on the Rio Tinto Kennecott Technical group’s cultural journey, which is underpinned by an investment in its people. The conflict between legacy industry beliefs and the necessity for cultural change emerges. This is illustrated by a deep dive into the evolving case study of Kennecott’s Bingham Canyon Open Pit Mine Technical team. Here, a multi-faceted approach to cultural change is helping to unlock the team’s contribution to the life extension of an aging asset. Guided by a vision and strategic roadmap, this approach is part way through a 5-year implementation period and is yielding encouraging business outcomes.

Feb 1, 2024

By André Desbiens, Frédéric Flament, Lionel Ryan

"In December 1991, the GRAHM (Groupe de Recherche sur Jes Applications de L'informatique a L'industrie Minerale), of Laval University started a KBAC (Knowledge Based Automatic Control) grinding project with Falconbridge Ltd. The project was shifted to the Kidd Creek concentrator in the summer of 1992, with the first phase involving the collection of data by GRAHM and Falconbridge personnel for the construction and tuning of a dynamic simulator. This grinding circuit dynamic simulator known as DYNAFRAG was used to assess various control strategies, with a PID-based strategy being selected for ease of installation on a Foxboro II A DCS.The ""B"" primary grinding circuit was chosen for the initial strategy development, which is one of three parallel divisions. The KBAC project was successfully completed in November 1994, with subsequent modifications being implemented by Kidd Creek staff.This paper summarizes, the current control strategy, the project costs, and the realized benefits. Some of the problems which were encountered with the initial installation, and the subsequent modifications are also dealt with in this paper.2.0 IntroductionIn the summer of 1992, the GRAHM of Laval University and Falconbridge Ltd. started a project to design a control strategy for the ""B"" grinding circuit at the Kidd Creek Division. Between 1992 and 1994 several papers have been written to describe the control objectives, the methodology followed, and some initial results (Flament, 1994A, 1994B). Since then, however, the control objectives changed, and several improvements were made to the circuit. In particular, maximizing tonnage was no longer a priority, a variable speed drive pump was installed on the cyclone feed, the ball mill power was lowered, and the geometry of the cyclones changed. As a consequence, the control strategy was revised. Table 1 summarizes the historical developments on the ""B"" division grinding control."

Jan 1, 1996

By Peter N. Blakey, Thiann R. Yu, Douglas O. Tansey

A flexible, efficient, and relatively low-cost drilling and blasting operation has evolved at Texasgulf Canada, Ltd.'s Kidd Creek underground mine. Located 32 km (20 miles) north of historic Timmins, Ontario, the underground operation utilizes a sublevel open stoping method developed with large-diameter blastholes. Over the years, Kidd Creek engineers have experimented with various drill-and-blast techniques, leading to the present-day practice. Continuing work is being conducted to further mechanize the blasting operation.

Jan 6, 1976

By P. E. Donaldson

Since 1992, Falconbridge has made available to the international copper industry, Kidd Creek's licensed refinery process technology under the name of the Kidd Process. This has resulted in the supply and installation of permanent cathodes and associated product handling equipment to refineries in Canada, the United States, South Korea, Chile and Mexico. These installations accommodate both electrorefining and electrowinning processes. The growth and industrial acceptance of the Kidd Process has generated technical advancements in the areas of product random sampling, corrugation, marking, labeling, product tracking and data acquisition. In a different area, the expanded development of custom materials processing at Kidd created a need to advance technologically. The process-related problem of high nickel concentrations in refinery electrolyte compromised an increase in current density to >300 A/m2. The need for nickel removal resulted in Kidd Creek's newly developed Nickel Recovery System. The effective and economical extraction of nickel, along with reduced antimony and bismuth levels, reduces bleed stream volumes and/or neutralization costs and simultaneously produces a marketable nickel carbonate product.

Jan 1, 1999

By Leon E. Laforest

An early commitment by Kidd Creek Mines Ltd. (formerly Texasgulf Canada) to follow a stringent environmental control programme from the initial stages of design and development of its metallurgical facilities in Timmins, Ontario, has resulted in the on-going attainment of extremely low levels of industrial waste emissions. This paper outlines the monitoring programme initiated and maintained by the company's environmental control section. Comparative results of environmental sampling for the periods before and after the copper smelter start-up are highlighted.

Jan 1, 1983

By D. C. Rotherham

The Kidston gold discoveries were originally made about 1907, and by 1934, 1.76 Mg (62,000 oz) of gold had been produced from placer and lode mining of higher grade, most¬ly oxidized gold ore. As mining in the lode ore penetrated deeper, costs increased and the world gold price stagnated. The lode or underground production averaged close to 6.9 g/t (0.2 oz per ton) Au for the 201 kt mined. No mining or development took place from 1934 until 1965. Kidston's high grade ores were exhausted by 1934. From 1965 to 1976, exploration had developed 3 Mt of about 3 g/t (0.88 oz per ton) Au. Placer Pacific acquired rights to the property in 1976 and began a geologic and engineering study of the district. It was clear that the deposit had the potential for becom¬ing a large-tonnage, low-grade producer. However, explora¬tion had to discover the tonnage and grade and engineering needed to solve the obstacles of production costs. Bulk material handling problems were addressed by Placer's wide experience in open pit mining, and the increase in work index accompanying deeper ores was handled by Placer's metallurgists. The matter of power for the operation was solved by engineering studies. These showed that power could be generated and brought in economically. The price of gold also increased after 1976, and this helped in the economic analysis. The Kidston discovery since 1976 is really a combination of good exploration geology and careful engineering plan¬ning that overcame the obstacles presented by ore characteris¬tics and the location of the deposit. The attached paper by Harry Mustard is an extract of his honors thesis and explains the deposit geology.

Jan 1, 1990

By D. A. Knight, V. G. Medina

Kidston's 14 000 t/d mine and mill complex in Queensland, Australia, started operation in January 1985. During its first 18 months of operation, the mine produced over 7000 kg (225,000 oz) of gold, making it the largest gold producer in Australia. This paper describes the planning, logistics, flowsheet, and process for the Kidston project, and some of the problems encountered during startup and the measures taken to correct these problems.

Jan 1, 1987

By G W. Wilson, P Ritchie, N A. Currey

The design and rehabilitation of potentially acid forming (PAF) waste rock dumps is site specific, being a function, among other factors, of the rock types, the dumping and storage method employed, and the climatic setting. The æstore and releaseÆ cover system developed to manage acid rock drainage (ARD) from mineralised waste rock dumps at Kidston Gold MinesÆ open pit operations in the semi-arid climate of North Queensland, Australia, has been monitored for seven years. The paper describes the philosophy behind the design of the PAF dump and æstore and releaseÆ cover system and the adaptation of the cover system over time to suit KidstonÆs conditions. The results of monitoring over the seven years since the first cover was constructed are presented, and the approach being taken at Kidston to ensure that the risk of impacts from any residual ARD is accommodated and to facilitate lease surrender are described. The Kidston story is a valuable case study of a successful approach to remediating an identified source of ARD in a semi-arid climate, which has actively engaged all Stakeholders.

Jan 1, 2003

By R. Jolicoeur, J. F. Jackson, M. A. Green

"The design, construction and commissioning of Kiena Gold Mines Limited's new mill was completed in 15 months ending in September 1984. Rated at 1250 tonnes per day the mill incorporates the latest innovative technology such as semi-autogenous grinding, carbon in pulp, pressure stripping and induction furnace refining. The mill is housed in a pre-engineered building with the leach tanks and thickeners located outdoors in spite of the intense winter cold. 1.0 INTRODUCTION AND HISTORYThe operations or Kiena Gold Mines Limited are located in Dubw1sson Township, approximately 10 Km west of Val d'Or, in the Abitibi region northwestern Quebec. Comprised of 59 mining claims covering 1214 hectares, a large portion of the mining property is overlain by the waters of Lac de Montigny. Sometime between 1911 and 1914 Barney Parker discovered gold in a shear zone on an island in Lac de Montigny that now bears his name. The first shaft the Parker Shaft, was sunk in 1936 from the island to a depth of 136 meters but owing to the known veins being of limited extent and the onset of the Second World War operations were terminated in 1940. In the early l960 1 s exploration drilling indicated an orebody of 4,500.000 tonnes at 6.3 grams of gold per tonne. A causeway was built to link the island to the mainland in 1963 and a new 3 compartment shaft was sunk to 403 metres. The orebody was further delineated and the ground conditions within the orebody and surrounds were evaluated.At the end of 1965 the property was placed on a care and maintenance basis as a mining operation would be marginal with gold selling at $35 per ounce."

Jan 1, 1986

Fatalities Incident Four people perished May 15 ? 17, 2006 ??Doug Erickson ??Bob Newcombe ??Kim Weitzel ??Shawn Currie Incident details available at: ??http://www.mediaroom.gov.bc.ca/sullivan_mine/ ??sullivan_mine.htm Outline Immediate facts/observations from incident ?? #1 Shaft Waste Dump closure program ?? Technical investigations under Panel guidance ?? Findings to date and direction ?? Broaden awareness of potential risks

May 1, 2008