Search Documents

By Franz Xaver Spachtholz

K+S Potash Canada GP (KSPC) is part of the K+S Group, one of the world's leading suppliers of standard and speciality fertilizers and the world?s leading salt producer. Globally, the K+S Group employs more than 14,000 people. The K+S share ? the only commodities stock on the German DAX index ? is listed on all German stock exchanges. Legacy, K+S Group?s most recent project, is a greenfield solution potash mine and production plant in the south of the Canadian province of Saskatchewan. Therefore K+S will invest 4.1 billion CAD. With the expected commissioning in summer 2016 the company projects to reach the two-million-tonnesmark of production capacity at the new location at the end of 2017. The gradual extension of the annual capacity to 2.86 million tonnes of potash products will occur afterwards. The Legacy Project will be Saskatchewan?s first new potash mine in nearly 40 years. It is one of the world?s most economically attractive potash projects. The project will contribute to Saskatchewan?s growth through employment, tax revenues, utilities, and local partnerships. Located in the southern part of Saskatchewan?s potash belt, the deposit is too deep to be mined conventionally due to rock mechanics and high temperatures. Legacy will therefore be a solution mine. Proximity to the urban centers of Regina and Moose Jaw is imperative, with their workforces and economy, as well as access to highways, railway carriers and, most importantly in the prairies, water. With this unique project setting and mining technique, we are convinced that Legacy will be one of the most efficient, economic, sustainable and safe potash facilities in the world.

Aug 1, 2013

Opening AddressThank you for inviting me here today to open what promises to be a significant conference on the technological aspects of extractive metallurgy. I would especially like. to welcome delegates who have travelled great distances in order to contribute to, and be participants in, this examination of the technical innovations which have always been a crucial part of our industry.

Jan 1, 1992

By Truman P. Stauffer

Secondary use of mined-out space in underground limestone quarries is emerging in the Kansas City area where abandoned quarry sites are being renovated into warehouses, factories, and offices. Mining techniques, ceiling heights, and pillar distribution are being altered as planning for the secondary use of mined-out space is combined with the quarrying process. Even the historic urban- quarry land use conflict invites a reappraisal in that this development provides a potential resolution of the problem. Mutual subsidization by dual rock and space interest is changing the economics of rock production. A city is much more than a surficial adjunct superimposed upon the topography of an area. Its development and growth are deeply rooted in the resources, benefits and problems of its underlying geology. The environmental geologist must address himself to more than the quality of a particular resource. He must comprehensively relate resource extraction and processing with the urban emphasis of optimal use which favors long term usage of land over one time economic ventures. Limestone quarrying, closely allied with the growth of many cities, has commonly left a series of scarred landscapes in the path of the burgeoning metropolis. These abandoned quarry sites are barriers to orderly city growth and fail to serve the people as useful and taxable land. Where quarries are functional, supplying the city with needed growth minerals, problems of blasting damage, noise, and dust exist. Technology faces the challenge of making mineral production and processing good neighbors to the urban market they serve. Continued growth of cities may require more efficient use of space below as well as above the surface optimizing land usage so that long term economic benefits may be reflected in improved mining methods.

Jan 1, 1973

By R. A. Burns

The production of kaolin and calcium carbonate in North America exceeds 13 million tons sold into higher value market segments. With a few exceptions, the markets supplied exhibit mature growth rates. In some market sectors, technology changes have and continue to occur shifting pigment-type consumption and growth. New sources of supply will impact current businesses. New product and process developments for kaolin and calcium carbonates are continuing. Each of these issues is examined in developing a view of the future for kaolin and calcium carbonate in North America.

Jan 1, 1997

By Jr. Bacon

Kaolin clay is one of the yeoman minerals. It sees duty in almost every aspect of our lives: -in and on most paper products (from modern newsprint to National Geographic and packaging board) sometimes as much as 25% (by weight) of the product -40% of the tile (ceramic, rubber, and linoleum) you walk on. -15 % of the tires you ride on, -30% of the fiberglass filaments in circuit boards, bathtubs, boats, doors, and more, -25% of many housepaints, adhesives, grouts, caulks, and putty -30% of sparkplugs, power insulators, dinnerware. and toilets, -50% of most catalysts (both cracking and emission control) -20% of cosmetic powders. -20% of wire insulation, and animal feed to rocket insulation!

Jan 1, 1993

By K. J. Hartman

The term kaolin is derived from "kauling". a Chinese word meaning high ridge, which was the name of a hill in China where kaolin was first mined several hundred years ago.(1) Other common names used today for kaolin include "clay" and "China Clay". The former word technically has a broader meaning and could refer to various types of clays such as bentonite and ball clay as well as kaolin. China clay, as a descriptive term, apparently results from kaolin's origin as described above but could also be due to a significant historical use in ceramic applications. The terms "kaolin" and "clay" will be used interchangeably in this analysis because of the common practice of using these terms in the paper industry. Major reasons for kaolin's widespread industrial usages center on the mineral's (kaolinite) physical features of good color, low viscosity and inertness. Kaolin is described as a hydrous aluminum silicate with approximate composition Of 2H20.A1203.2Si02. As will be shown later, a new version of the product, calcined clay with modified hydration content, is gaining widespread usages. Components of any particular kaolin in addition to alumina and silica are viewed as impurities. The more valued deposits and, hence, higher priced kaolin products are those of highest purity.

Jan 1, 1986

By Haydn H. Murray

In 1967 a large kaolin deposit was discovered on the Jari River, a tributary of the Amazon, in the territory of Amapa in Brazil. The kaolin occurs in the Barreiras Series of Pliocene age and is part of the Belterra Clay. The kaolin was drilled and tested, and today a modern processing plant is producing over 150,000 tons per year of high quality paper coating clay. Some of the problems associated with the mine development, processing, personnel, and marketing of this remote kaolin deposit are discussed. The mineralogy and physical properties of the Jari kaolin deposit are also described.

Jan 1, 1981

By A. R. Negele

Kaolin-based pigments are the most widely used pigments in the paper industry. Several types are available and include standard hydrous, delaminated, calcined, chemically-structured, and most recently, composite pigments. Within each category, a spectrum of products is available to satisfy the application requirements of paper producers. The paper industry has a broad range of applications including fillers in woodfree and groundwood-containing papers, pigmented size press applications, ultra-lightweight and lightweight coated papers, coated merchant papers, cast coated papers and coated paperboard. Each application has its own set of performance criteria and suppliers must work with mills to identify appropriate product(s) to fulfill these requirements.

Jan 1, 1993

By John M. Smith

Kaolin is an important industrial mineral because of its unique properties and low cost. Strictly defined, kaolin is the name given to a group of hydrous aluminum silicates of which kaolinite is the most common mineral (1). Through common usage the mineral, kaolinite, is called "kaolin" or "china clay". In 1972 over 4, 000, 000 tons of kaolin will be beneficiated and shipped by domestic producers. By far the largest user of kaolin is the paper industry which utilizes approximately 65 to 70 per cent of the total production. Kaolin is used in paper as a filler in the interstices of the sheet and as a coating to impart smoothness, gloss, brightness, and printability to the paper. The rubber industry is also a large user of kaolin where it is used as a filler because it adds strength, abrasion resistance, and rigidity to both natural and synthetic rubber goods. Kaolin is used as an extender in paints because it is chemically inert, has a high covering power, gives desirable flow properties, and is low in cost. In ceramics, kaolin is used in whitewares, tile, insulators, refractories, and in some face brick where a white color is desired. Kaolin is also used extensively in plastics as a filler in thermosetting and thermoplastic mixes to give smoother surfaces, a more attractive finish, good dimensional stability, and resistance to chemical attack. Many other process industries use kaolin as a filler, suspending medium, or for color improvement.

Jan 1, 1972

By J Canterford

Although we have access to a wide range of sophisticated process design and improvement tools in combination with a significant range of case studies, the mineral resource industry still manages to be plagued by the negative publicity surrounding operating plant failures because they were neither smart nor safe, together with proposed projects that fail at the first or second hurdle. The general public and the finance industry are generally totally uniformed about projects that ramp-up to name plate capacity on time and on budget and even more so when ahead of schedule and under budget. As the saying goes, good news does not cut the mustard.The following is a summary of the author’s sometimes jaundiced view about why metallurgical plants do not live up to their technical and commercial expectations. In no way should the summary be construed as a negative reflection on the skills of the metallurgical profession. Rather, it is to be taken as a positive acknowledgement of those skills and is intended to highlight some of the major considerations that need to be assessed as a potential project transforms into a sustainable technical and commercial reality.While a considerable portion of the summary is directed at developing hydrometallurgical flowsheets, the general principles are equally important to all aspects of extractive metallurgy.For convenience, the summary covers the following five basic discussion points – project, people, process, patents and politicians.

Aug 8, 2011

By D. Janney

Kennecott's Utah Smelter commenced operations in June 1995 utilizing Outokumpu Flash Smelting (FSF) and Kennecott-Outokumpu Flash Converting (FCF) technology. After some initial teething and equipment problems the smelter achieved its design capacity in mid-1997 and now processes over 1.0 million tonnes of copper concentrate per year with exceptional environmental performance. The smelting furnace has operated for 11 years and the converting furnace for 5 years without major shutdowns. The first major smelter shutdown commenced in September 2006 after extensive planning. The FSF was completely re-bricked and the latest above and below bath containment systems installed. The FCF was inspected and re-bricked with some improvements made to the above bath containment system. The FCF life is now anticipated to be the same as the FSF. Numerous improvements and modifications were made to the rest of smelter facility including extensive upgrades to the dry electrostatic precipitators. Production ramp-up was smooth with the smelter now frequently operating at acid plant capacity.

Jan 1, 2007

By Gene D. Clayton, Robert R. Dimock

A time-consuming and expensive preshearing program to minimize the adverse effects of blasting on slope stability at Kennecott Copper Corp.'s Ruth Pit in east-central Nevada has been eliminated in favor of down-the-hole, nonelectric delayed blasting which can produce a smooth wall effect and improve blast fragmentation. The new blasting approach resulted from a Kennecott engineering investigation aimed at improving the stability of the extremely variable rock conditions found throughout the pit by reducing the vibrational energy imparted to the walls with conventional bench blasts.

Jan 4, 1977

By C Hoffmann

Given that each year, 30–40 per cent of mining industry deaths are attributable to failures of vehicle interaction controls (EMESRT, 2023), the mining industry is now armed with a growing body of knowledge from EMESRT (Earth Moving Equipment Safety Round Table) and ICMM (International Council on Mining and Metals) global vehicle interaction initiatives over the past years, that enables mining companies, OEM’s and technology providers to work together to develop and implement more effective controls and drive the adoption of capable solutions. Leveraging 20 years of experience as a global technology provider of Proximity Detection System (PDS) and Collision Avoidance System (CAS) solutions for surface mining operations, Wabtec Digital Mine Technology shares key insights for ensuring the effective selection, implementation and integration of these technologies into existing mine site controls and mining operations for effectively reducing vehicle interaction risk enabling mines to drive towards ‘zero-harm’ objectives. Topics covered include: alignment with industry best practice for controlling vehicle interaction risk by EMESRT and ICMM, importance of the maturity of EMESRT levels 1–7 vehicle interaction (VI) control framework, managing expectations that PDS/CAS is a ‘silver bullet’, alignment with industry functional – performance – technical requirements, proximity detection versus collision avoidance, sensor performance and fusion and limitations, rules engine intelligence critical to mitigating nuisance alarms during normal operations, system health monitoring and reporting, human factors engineering and operator acceptance, implementation strategy, installation standards and quality control, change management program, training programs, reporting and data analytics with actionable insights and maintenance strategies. Insights will also be provided on the challenges moving from EMESRT levels 7 (operator awareness) and 8 (advisory controls) to level 9 (intervention controls) as it’s a journey not an out-of-box solution, the growing demand for coexistence of CAS and Autonomous Haulage Solutions (AHS), functional safety approach, value added systems integration and the applicability of new emerging technologies.

Apr 16, 2024

By Chan-ho Park

As the building has recently become bigger, higher, and freeform, a technology called BIM(Building Information Modeling), which is a key technology that integrates construction and IT(Information Technology), has been rapidly introduced and expanded. Because BIM technology offers various benefits, countries that introduced BIM early has been actively promoted. However, misperceptions of BIM are prevalent in countries such as South Korea that have adopted it relatively late, with lack of awareness of its fundamental purposes. Under these circumstances, transparent and quantitative performance assessment needs to be executed in order to eliminate the misperceptions, and to explain and revitalize the BIM introduction. These quantitative performance measure KPI (Key Performance Indicators) to be measured should be prioritized. As derive performance indicators in terms of the four types (financial, customer, internal processes, learning and growth), and performance management systems, Uses the BSC to seek a balance between short-term financial goals, values and the value of long-term goals. Uses the BSC(Balanced Scorecards) to derive performance indicators in terms of the four types (financial, customer, internal processes, learning and growth), and performance management systems, seeking a balance between the value of short-term financial objectives and the value of long-term objectives. Through this, the KPI (Key Performance Indicators) which is used for measuring the effect of the BIM will be generated and also the method that can determine whether the generated KPI figures are objectively inter-connected will be suggested as well.

Aug 1, 2013

By F. F. ESPIE

Giving the keynote address in the final session of a conference dealing with closely related topics has a disadvantage in that much of what can be said has been said. It also has an advantage, however, because it presents the speaker with the opportunity to integrate and analyse the material presented by the various speakers. I would like to look to the near future in Australia and the United States of America, to the risks, problem areas, and changes of a rapidly evolving post-industrial era-an era we are beginning to experience where industry no longer 'calls the tune'. We miners have been quick to point out and emphasize, that ours is a 'high-risk' industry in the world of business and commerce. Yet, clearly those who have survived, and been successful, have learned to anticipate and cope with risk and change. This ability has been a 'distinguishing feature of the industry's leaders who, in market studies and commodity selection, exploration and development, mine planning, metallurgical pro- cessing, and general administration and operation 1. identify areas-of risk or inevitable change, 2. analyse, test and quantify those factors of risk or change, and 3. design methods, systems, equipment to eliminate, moderate, or control or economically compensate for predicted risks or changes.

Jan 1, 1978

By Ian MacGregor

As I drove in from the airport on Sunday somebody said 'On the right you will see Duntroon, which is the military training school of Australia.' So I asked the driver, where did they get that name? 'Oh,' he said, 'from some people who built a house there. That was it's name- Duntroon.' It strikes a note with me because, that's the name of a 12th century castle on the west coast of Scotland where I spend what leisure hours I have and, therefore, it establishes the long connection between Australia and my native land. There is also a story I should tell you about the oil industry and its upsurge in Scotland recently which has resulted in great prosperity. And in Edinburgh, the walls of the banks are bulging-because of the incursion of foreign exchange and other resources. Charlotte Square, as some of you know, is the centre of the Scottish financial world and at one of the corners of Charlotte Square, where ho streets intersect, there are three stores-three emporia on the ground floor. Two of them at opposite corners are banks: The Royal Bank of Scotland, and not to be beaten by that, The Bank of Scotland. But the third building is occupied, or was occupied, by a furniture store over many years-very high-grade, high quality furniture that the elite of the Edinburgh society always supported. And suddenly, the store was cleared out and in came a bunch of carpenters and other people busily engaged in rebuilding the store, and finally the new tenants arrived on the scene.

Jan 1, 1978

By P D. Munro

"This is a reprise of the paper ‘Back to the Future – Why Change Doesn’t Necessarily Mean Progress’ presented to the Tenth Mill Operators’ Conference in 2009. It was observed that the ‘boom and bust’ cycles of the industry, together with trends in tertiary education and the effects of fly-in fly-out (FIFO) operations raised serious questions about the sustainability of human capital in the mineral processing sector.In 2016 we find ourselves in a ‘bust’ after enjoying a decade of the longest commodity price ‘boom’ in a century. In the ‘boom’ did we:make any technological breakthroughs?put measures in place to improve our human capital, especially in the area of ‘professional formation’?The paper makes observations on the current performance of mineral processing engineers and the organisational milieu in which they operate. It questions whether mineral processing engineers are actually ‘adding value’ at some sites given their organisational and operational practices.Some technical trends are examined and what it might mean for mineral processing engineers.Given the above and demographic trends for mineral industry professionals, changes to the seemingly current laissez-faire model of professional development are proposed.Citation:Munro, P D, 2016. Back to the Future - Still on the Dark Side, in Proceedings 13th AusIMM Mill Operators’ Conference 2016, pp 341–348 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 10, 2016

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 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 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