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By P. Croney

Environmental monitoring requires major effort and expense but management of data receives less attention. A modem database system can manage hydrochemistry, water levels, meteorology, geology and downhole geophysics data and is flexible to allow the storage of ad hoc data. Reports can be customized by the user and derived data generated from input values. The production of high quality maps with contours and hydrochemical diagrams is an essential part of the reporting process. These maps integrate directly with the current site survey information. These facilities are best provided by storing the data in an industry standard database such as Oracle or Access to which customized AutoCAD and Microsoft Office routines make direct SQL calls.

Jan 1, 1997

By T Purvis, J Calverd, A-K Greve

The Ernest Henry Mining (EHM) underground mine is situated adjacent to the Great Artesian Basin in North Queensland and within a fracture zone. Underground development commenced in February 2008 and has extended to approximately 1000 vertical metres below the surface.Groundwater has been encountered in numerous locations throughout the mine, predominantly on the eastern side of the orebody and often related to fault structures. Most of the groundwater encountered has been managed with conventional pumping systems; however, on occasions large water inflows have been encountered, which have had a significant impact on the planned development of the mine. Some of the intersections encountered had the potential to compromise the mine from a combination of high temperature (over 45°C), high pressure (3500 kPa) and high flows (50–100 L/s).This paper describes three case studies where significant water inflows were encountered and then controlled by the injection of cementitious grout into the rock mass. The case studies are the 1650 mid-shaft heading, the 1325 shaft access decline and the 1625 to 1475 fresh air rise (FAR) raise bore. Each case study includes a brief description of the event that occurred and the grouting equipment and techniques developed to enable mining to continue.The paper also describes the development of a hydrogeological map of the mine, the probe-hole regime used for high-risk headings and the required processes and systems to inject both cementitious grouts and polyurethane resin into the rock mass.CITATION:Purvis, T, Calverd, J and Greve, A-K, 2014. Management of high-pressure groundwater in underground development at Ernest Henry Mine, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 217–226 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By I. A. Menshikh, S. A. Kotov, N. L. Shinkarkin

All the cycle for conversion of natural and reprocessed uranium of ROSATOM’s “TVEL” Fuel Company is concentrated at the Siberian Chemical Plant. Conversion capacities are located on two sites, i.e. the Radiochemical Plant, which refines feedstock, and the Conversion Plant, which produces uranium oxides and uranium hexafluoride. Liquid radioactive waste arising in the process, after pretreatment, is transferred to a dedicated national operator for underground disposal. Environmental strategies pursued by the Fuel Company involve the introduction of process solutions intended to eliminate liquid radioactive waste and convert it into a solid phase. In the 5–7 years coming, work will be performed to refurbish and upgrade conversion facilities of the Siberian Chemical Plant that will principally change its radioactive waste management scheme. This paper describes the current waste management scheme and sets out planned schemes for management of natural and reprocessed uranium waste, which will be implemented in the refurbishment of conversion facilities of the Siberian Chemical Plant. The new technologies for the management of liquid radioactive waste from uranium conversion described in the present paper have an undeniable advantage over the current technology mainly due to significantly less environmental harm.

Jan 1, 2020

By Dan Michaelsen, Warwick Stewart

"PT Kaltim Prima Coal (KPC) is a large-scale truck and shovel operation mining thermal-coal in East Kalimantan, Indonesia. The operation produces 15 million tonnes of coal and mines over 120 million bank cubic metres of overburden annually. Approximately 35 percent of the waste rock is classified as potentially acid forming. Acid drainage must therefore be managed to prevent acid formation from spoil dumps and mined-out areas.KPC aims to prevent acid production in dumps by covering potentially acid forming spoils with materials identified as non acid-forming. The covers, built to engineering standards, minimise the flux of oxygen and water to pyritic spoils, thereby controlling the oxidation reaction, and reducing ARD discharge to negligible rates. Cover designs and cover materials vary according to stability, materials availability, equipment availability, and cost effectiveness. A modified field net acid generation (NAG) test procedure has been developed at KPC to identify and segregate overburden geochemical types. This paper discusses the ARD management strategies and operational procedures adopted by KPC to manage potentially acid forming waste rock. The development and field application of the NAG procedure at KPC is presented in a companion paper. Analytical"

Jan 1, 1999

"Ore deposits containing rare earth elements normally contain small amounts of the radioactive elements thorium (Th) and/or uranium (U). These are the naturally-occurring isotopes U238, U235, and Th232 (and associated decay-series daughter products) that are ubiquitous in nature, and that contribute a small percentage of the natural background radiation exposure encountered by humans. The presence of these radioactive materials in the ore deposit creates potential hazards to human health and the environment that must be dealt with properly in the mining, processing, and refining of the ores, as well as management of waste streams and residues. This paper presents an overview of the environmental and safety issues associated with U and Th, with particular emphasis on rare earth mining, processing, and refining projects; the regulatory approaches followed to ensure that rare earth deposits are developed, operated, closed, and decommissioned safely; and the development of information during the project predevelopment work and permitting processes that feed into the design, operation, and closure of tailings impoundments and milling/separation/refining facilities. Case studies will be presented subject to the availability of relevant public information. INTRODUCTIONNearly all ore deposits containing economically-recoverable rare earth minerals also contain small amounts of the radioactive isotopes for the elements thorium (Th) and/or uranium (U) and their associated radioactive decay products. Therefore, the handling and management of these materials in mining and mineral processing operations must be performed so that workers and the environment are protected from harm from Th and/or U (and their radioactive decay products), just as they must be protected from any other potentially harmful constituents present in the ore or introduced in processing. Examples of these might include ores with high sulfide content, which may pose a risk of acid rock drainage, or chemicals used in ore processing and metals production.The purpose of this paper is to present information on how rare earth mining and processing projects with ores containing Th and/or U can be developed, operated, and decommissioned safely according to applicable regulations intended to protect worker health & safety and the environment.It should be noted that some countries are considering developing Th as a feedstock for producing nuclear energy, which could have some effect on future development of rare earth ore deposits. To avoid confusion, that issue is not discussed in this paper."

Jan 1, 2012

By William L. Batt

IT IS becoming increasingly evident to management that it has other obligations than merely to earn dividends for stockholders. The head of one of America's largest organizations has stated it in these words: "There rests upon them a far broader responsibility than the mere production of goods and services, or solely the interests of their stockholders. They must assume the important obligation, through proper policy, of attuning industry to a rapidly changing world, from social as well as economic standpoints." Stockholders might as well reconcile themselves, therefore, to the fact that management cannot always put their interests first in the obligation of business enterprise: and that the legitimate requirements of customers and employees have acquired a new significance which must be recognized if the business of today is to prosper.

Jan 1, 1938

By Paul D. Tomlingson

The difficult and often harsh working environment of the mining industry can stress both personnel and equipment to the extreme. Often, the unintended consequences of this environment lead to confrontations between departments, as each goes about its tasks of mining, maintaining or supporting these activities. On occasion, the confrontations may result in criticism of other departments for perceived or real sins or omissions. The offended department may not be able to change the circumstances, but can only complain while frustration persists. The most effective solutions are the actions of the mine manager. By establishing mutually supporting roles of each department and specifying conditions for the interactive conduct of maintenance, the mine manager can better assure that the inherent problems of the mining environment are neutralized.

Jan 1, 2011

By John MacDonald

An unstable economy has shown businesses what the mining industry has known for decades ? a successful business location today may not succeed in the future. Unexpected expenses, natural events and workforce changes have a big impact on the costs of production. To help focus production and maintenance budgets, mining executives are increasingly turning to production metrics to make key decisions. Role of mine and mill data Companies employ a variety of information systems to allow employees to accomplish their operational tasks, and each worker is focused on the metrics, or key performance indicators (KPI), for his or her individual function. For example, machine operators monitor throughput and cycle time to keep the machines running continuously and to meet daily production quotas. Meanwhile, the maintenance teams monitor machine performance, overall equipment effectiveness (OEE) and meantime between failure to predict and help prevent downtime.

Jan 1, 2013

By M. Ruel

In today's highly competitive worldwide market, it is becoming extremely important for managers to make sure that all resources are used where needed the most. That way, all resources are generating added value, process control equipments are maintained in an optimal state for best performance, and final product is produced at least cost. Performance monitoring is the only way to ensure that everyone is working on top priorities toward the same goal. How can we add value to these warehouses of data? The data is there and the information is hidden; it is just waiting to be extracted. A process performance monitoring system is able to determine if a loop, a system, a unit, or a plant meets the expected performances. The system prioritizes the areas that need attention. It also provides historical reports of the plant status by areas, by loops, and by identified problems. This information is provided to different categories of users in an appropriate format for each one. The system also includes diagnostics and tools to detect and analyze problems.

Jan 1, 2007

By John Campbell, William Trahant

"Total Quality Management (TQM) is becoming a reality in the mining industry. Widely adopted in the manufacturing and services industries, TQM has become the operating style of choice in numerous mining companies across the Americas and Australia. Iron Ore Company of Canada, Inco, MSA, Graniterock, Magma Copper, and CRA's Hamersly Iron - all are pioneers of TQM. These companies and others are confronting the challenges of implementing TQM and are managing the changes required of their people and cultures. What these companies are doing, why they are doing it, and how they are successfully managing the changes are the subjects of this paper.Driving the need for change in these organizations are a host of issues, some of which all mining companies are facing. Requirements from customers for ISO 9000 certification is becoming one of the initial motivators for Total Quality Management. These standards, commonly used in manufacturing throughout the European Community (EC), emphasize quality in the processes that create outputs, instead of just the outputs themselves. Iron Ore Company of Canada, for instance, responding to the requirement of one of its customers, British Steel, has become one of the first mining companies to meet the quality standard. Suppliers who meet the standards are highly desirable to customers who are themselves operating under the ISO or their national quality guidelines."

Jan 1, 1995

By P Brown, M Nagarajan, A Green, P Dare-Bryan

Coal loss is an important issue at many coalmines, with losses of five per cent being common. The type of loss varies from mine to mine but is dependent on mine strata, the drilling and blasting processes applied and the mining method used. Typical coal loss mechanisms from the drill and blast process are coal roof damage and edge loss. Usually a reduction in coal loss is in direct competition with the need to provide material that is well-fragmented and a muck pile that has the required cast percentage. These competing issues were addressed over a two-year period at a mine in the New South Wales Coalfields by implementing a five-step approach. This was centred around building an understanding of the coal loss mechanisms utilising proprietary heave- modelling software, measuring coal losses by comparing survey to drill and/or gamma logs and implementing appropriate coal loss reduction processes. The end result exceeded expectations with a 95 per cent reduction in coal loss. Mine excavation productivity was maintained and coal loss minimised to less than one per cent of the in situ coal block.CITATION:Nagarajan, M, Green, A, Brown, P and Dare-Bryan, P, 2015. Managing coal loss using blast models and field measurement, in Proceedings 11th International Symposium on Rock Fragmentation by Blasting, pp 429–436 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 24, 2015

By G. F. Trainor

The complex ore body at CNRL?s Horizon mine presents some unique challenges in managing ore and waste delivery. With 25m x 25m ore blocks shovels often take bucket loads from multiple blocks to fill one truck load. With CNRL monitoring 22 different qualities per material a precise calculation of the blended quality of ore on the back of each individual truck is essential to meet the daily blend requirements at the plant. Additionally, one of these qualities must be closely monitored and controlled at a singular level as delivery of certain grade and quantities can cause serious disruptions at the plant. The waste material also requires special handling and delivery for its use in dyke construction for tailings impoundment. Shale materials used in the construction contain high levels of saline that must be contained to prevent seepage into ground water. This paper will discuss how the use of Wenco?s survey-grade GNSS system on shovels, its dispatching algorithm, and fleet management applications give CNRL the ability and confidence to control and report on these three issues.

May 1, 2013

By M. Westendorf, T. Banerjee, S. Kaushik, D. Tinney

"Cyclones are one of the most extensively used pieces of equipment within the mineral processing industry because of their simplistic operating and maintenance philosophies. They are commonly used as classifiers within the comminution circuit to control the grinding product particle size for satisfactory performance of downstream operations.Cyclones are a key contributor to the effective operation of the plant and have a significant impact on the mineral processing plant operations. If the cyclones are not performing as they should, the results are often a combination of lost recovery, grade, capacity and reduced throughput. Similarly, an inefficient cyclone operation may also lead to low or high recirculating loads that impact the efficiency of the comminution circuit. This highlights the importance of having proper stability in cyclone operation while implementing any plant-wide optimization strategy.One of the key challenges in cyclone operation is that cyclones are highly sensitive to changes in operating conditions and are affected by process fluctuations such as feed pressure, solids concentration and flow rates. Fluctuations in cyclone feed characteristics lead to unstable cyclone performance which affects mineral liberation. For such an impactful unit operation, cyclones have historically been under-instrumented in an otherwise highly instrumented process plant. Traditionally, mill operators have relied on visual observations of the apex discharge to determine the operating state of the cyclones. Visual cues corresponding to the different cyclone operating conditions have been discussed by Neesse et al. (2004) as shown in Fig. 1."

Jan 1, 2014

Determining the environmental consequences of green field projects is becoming an increasingly important component of new projects. Feasibility studies are regarded by potential investors as incomplete if a comprehensive Environmental Impact Assessment (EIA) has not been completed. These EIAÆs need to meet various local and international requirements in order to achieve bankability. Heavy mineral mining projects are often located in ecological sensitive coastal zones, and bring with them a suite of social impacts in the mainly developing countries within which they are usually located. This paper draws on experience gained in undertaking EIAÆs for heavy mineral mining projects in Kenya, Mozambique and South Africa, and uses these case studies to identify potential pitfalls. Important lessons include the need to initiate the EIA process as early as possible in the project, in order to develop management systems to mitigate the environmental impacts of exploration. Close and on-going consultation with affected communities is also seen to be critical to the success of the EIA. Proactive participation on the part of the environmental consultants with the project team and all interested and affected parties (IAPs) is important. An EIA commissioned later in project planning makes it difficult for the EIA to contribute in a positive manner to the project. Early engagement with environmental consultants allows the environmental assessment to develop from a report to an actual process, and to become fully integrated with project planning. The proviso is that an initial æfatal flawÆ assessment is required to identify any potential æshow stoppersÆ, in order to meet one of the important objectives of EIA, namely an assessment of whether or not the proposed project is the preferred development intervention in the study area. For more controversial proposals this may require the commissioning of a Strategic Environmental Assessment (SEA), which circumvents some of the limitations of the project level EIA. Whilst confidentiality is a constraint to full disclosure, an open participatory approach to public consultation is essential to add credibility to the EIA process and to gain, at least, the acceptance of the process from the majority of IAPs. Full disclosure is encouraged by organisations such as the International Finance Corporation, who acknowledge that good public consultation costs a lot of money, but bad public consultation costs a lot more! An open approach to disclosure presents understandable difficulties for proponents, as they are required to give up some of their control over the project, and to trust the social scientists engaged in the process. However, independence in the EIA process is critical to its success. This paper will highlight these and other issues by drawing on five case studies to identify lessons learnt, and explore the above themes in more detail.

Jan 1, 2001

By D. M. Anderson

The current mine closure process is faced? with the formidable challenge of controlling environmental and legal liabilities that are associated with mine closure. The current level of environmental statutes and regulations, and the legal/liability considerations, has evolved through regulatory enactment of mine reclamation laws and other existing environmental laws, such as the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA). Management tools and techniques to limit risk exposure and financial losses should be employed as an active measure throughout the mine life, including closure and post-closure.

Jan 1, 1995

By T. Gerritsen, R. MacRosty, R. Pula, P. Gebski, W. L. Ying

Furnace run-outs can cause extended furnace downtime for repair, while leaks or more severe failures in the cooling system can lead to brick hydration or in severe cases, steam explosions. These incidents can result in lost production, damage to equipment, injuries and casualties. To prevent such incidents, reliable and accurate techniques to monitor the critical components of the furnace such as refractory lining, furnace structure, taphole integrity and main water circuits are required. This paper describes several advanced methods that have been developed to assess the condition of furnace integrity, refractory lining, tapholes and cooling water circuits.

Jan 1, 2015

By · J. B. Boisvert, O. Leuangthong, T. Acorn

Optimizing final pit limits for stochastic models provides access to geologic and economic uncertainty in the pit optimization stages of a mining project. This paper presents an approach for optimizing final pit limits for a highly variable and geologically complex gold deposit. A heuristic pit optimizer is used to manage the effect of geological uncertainty in the resources within a pit shell with multiple uncertainty rated solutions. The uncertainty rated pit shells follow the meanvariance criterion to approximate the efficient frontier for final pit limits. Stochastic dominance rules are then used in a risk management framework to further eliminate sub-optimal solutions along the efficient frontier. This results in a smaller set of final pit shells that could be further analyzed for production scheduling. Additionally, the original solutions are analyzed for changes in the mining limits and two regions are targeted as potential regions for further exploration.

By · J. B. Boisvert, O. Leuangthong, T. Acorn

Optimizing final pit limits for stochastic models provides access to geologic and economic uncertainty in the pit optimization stages of a mining project. This paper presents an approach for optimizing final pit limits for a highly variable and geologically complex gold deposit. A heuristic pit optimizer is used to manage the effect of geological uncertainty in the resources within a pit shell with multiple uncertainty rated solutions. The uncertainty rated pit shells follow the meanvariance criterion to approximate the efficient frontier for final pit limits. Stochastic dominance rules are then used in a risk management framework to further eliminate sub-optimal solutions along the efficient frontier. This results in a smaller set of final pit shells that could be further analyzed for production scheduling. Additionally, the original solutions are analyzed for changes in the mining limits and two regions are targeted as potential regions for further exploration.

By D. R. Willmer, E. J. Haas

As national and international health and safety management system (HSMS) standards are voluntarily accepted or regulated into practice, organizations are making an effort to modify and integrate strategic elements of a connected management system into their daily risk management practices. In high-risk industries such as mining, that effort takes on added importance. The mining industry has long recognized the importance of a more integrated approach to recognizing and responding to sitespecific risks, encouraging the adoption of a risk-based management framework. Recently, the U.S. National Mining Association led the development of an industry-specific HSMS built on the strategic frameworks of ANSI: Z10, OHSAS 18001, The American Chemistry Council’s Responsible Care, and ILO-OSH 2001. All of these standards provide strategic guidance and focus on how to incorporate a plan-do-check-act cycle into the identification, management and evaluation of worksite risks. This paper details an exploratory study into whether practices associated with executing a risk-based management framework are visible through the actions of an organization’s site-level management of health and safety risks. The results of this study show ways that site-level leaders manage day-to-day risk at their operations that can be characterized according to practices associated with a risk-based management framework. Having tangible operational examples of day-to-day risk management can serve as a starting point for evaluating field-level risk assessment efforts and their alignment to overall company efforts at effective risk mitigation through a HSMS or other processes.

Jan 1, 2016

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