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By Allan D. Taylor

INTRODUCTION From the designer's view, the installation starts with the first definition of the orebody, and progresses through a long and complex development. The design is affected not only by the characteristics of the ore, but by all of the personalities and events of the project during its development. The following discussion attempts to touch on the most important aspects which define the context in which the designer must work in apply the do's and don'ts. That context is the basis of the viewpoint. WHAT CAN GO WRONG The Project Is Going Over Budget This is a common and serious concern to the plant designer. The Project Falls Behind Schedule Another common and disturbing condition with which the plant designer must cope. Some Equipment Fails to Perform This can be due to either faulty equipment or operating deficiencies. It can be the result of a wide variety of causes, but the designer will be an interested party in the search for the cause and the cure. The Plant Isn't Flexible Enough Sometimes a plant will handle some or even most of the ore satisfactorily but is unable to treat another type properly. This can be a significant problem. An example might be a case where low capacity of a cyclone feed pump makes it impossible to accompany an increase in grinding mill throughput with a corresponding increase in dilution water. This could lead to an increase in cyclone feed density, and a loss in product grade or a limit on the plant capacity. Spillage And Cleanup Are Excessive This is one of the most common and annoying defects in metallurgical plants, and one for which the designer can rarely delegate blame. Maintenance Is Excessive Another common complaint in new plants, and also one for which the dedesigner must accept most of the responsibility.

Jan 1, 1982

By J. George Gregr

INTRODUCTION This part contains field case studies of typical mishaps, accidents, equipment damage or post installation failures resulting from mistakes in design, manufacturing and construction, as well as improper storage, handling and installation procedures of the equipment covered in Part 1. GENERAL Certain mistakes are repeated and common rules violated on almost all industrial equipment installations, with the inevitable consequences of additional cost, construction delays and aggravation of all parties involved. The most common failures are in the following areas: Cleanliness of all components during installation and later in operation. Adherance to manufacturer' s recommendations and tolerances for equipment installation. Comprehensive, properly identified installation and maintenance records. Handling of the components. Adequate tooling and auxiliary equipment in working order. An inoperable hydraulic power unit for torque wrench or for jacking of the mill, or faulty crane can be a very costly proposition. A special area in comminution circuits are wear components. Apart from the mill liners, the wear components such as, feed chutes, rock boxes, mill trunnion liners, discharge sumps, etc. are designed to the best theoretical configuration, based on experiences in similar installations. However, each process is different to a various degree, mainly because of various types of ores and grinding requirements. Consequently the first generation of wear components is very seldom the ideal one. Based on operational experience, the shape and material of wear components should be modified, until the optimum, most economical design is achieved. SHIPPING AND STORAGE Considerable damage to the equipment can be done by careless packing, shipping or storage.

Jan 1, 1982

By A. W. Worcester

The plant is designed to produce 60,000+ tons of refined lead per year from a nominal feed consisting of 110,000 tons of SLI and industrial batteries, and 10,000 tons of lead contained in drosses and scrap. The plant will also produce as by-products polypropylene chips and detergent grade sodium sulfate, using the Engitec Impianti CX Technology. The battery separation circuit will consist of a battery breaking hammermill and a vibrating screen with water sprays to separate the battery paste from the grid metal and other battery components. The battery components, consisting of ebonite, and separator materials, will be separated' from the grid metal and classified with the use of hydrodynamic water separators. The battery paste will be treated with sodium carbonate to produce a lead carbonate paste for smelting in a reverberatory furnace. The slag from the reverberatory furnace will be campaigned through a traditional primary blast furnace to produce hard lead. The sodium sulfate liquor from the lead carbonate filtration step will be crystallized to produce anhydrous sodium sulfate. The metallic grid metal will be treated through a small rotary smelter of the Engitec design to produce a hard antimonial lead. The plant's scheduled to be commissioned 12 months after receipt of all of the Federal and state permits. The plant will be integrated into the Buick Primary Lead Smelter, located in the center of Missouri's New Lead Belt, at Boss, Missouri. This will allow The Doe Run company to fully utilize all of its existing assets.

Jan 1, 1990

By Roderick Eggert, Dipesh Dipu

We look at the empirical evidence of coal block auctions in India to understand how competitive intensity affects the bid amounts in common value auctions. The results suggest that competitive intensity measured through the number of bidders for a coal block is instrumental in determining the bidding outcomes. The presence of higher numbers of bidders in the auction leads to higher bids - every additional bidder causes the bid amount to rise by INR 142.67 per tonne of coal for auctions studied for 127 coal blocks from 2014 to 2023. The paper also examines the moderating and mediating effect of competition on bids and on excess of bids from the comparative market price of coal from alternative source of Coal India Limited. The results indicate that competitive intensity does not have statistically significant impact on the relationship between common value of coal blocks and bids, neither as a moderator nor as a mediator. The strategic behavior of the bidders has also been observed as bidders have been seen to bid in a higher than market price in order to outbid the competitors.

Feb 1, 2025

By B. W. Cavender

Capital investments are made for a variety of purposes, from providing incremental capacity at existing operations to developing and implementing new technologies intended to radically improve a company's capabilities. These projects generate very different business opportunities and create value in distinctive ways. For incremental improvements, the capital budgeting process assures at least a loose fit between short-term goals and readily available resources. However, the criteria used to evaluate capital projects often prevent a company from committing to more aggressive goals that lie beyond the firm's current abilities or resources. Such projects may not have clearly identifiable future cash flows, and the degree of interaction with other projects and the nature of the risk incurred may be difficult to estimate. Additionally, by focusing only on quantifiable benefits, the budgeting process often fails to recognize "soft" improvements such as increased operating flexibility or new knowledge generated by such projects. By rejecting these projects, the capital budgeting process may actually harm the company's future competitive position.

Jan 1, 1998

By Joe Pease

"The demand for minerals and metals is increasing. Head grades of ore bodies are dropping. Remaining ores are becoming finer grained, more complex, and more logistically challenging. Mineral processing – in particular comminution – already consumes a huge amount of energy. But in 20 years’ time, it will require about six times as much energy as today to meet the world’s mineral demand.Unless we do something different.As minerals professionals, it is our job to find that “something different”. The world is relying on us. Of course, we must look for new breakthrough technologies and techniques. We must find them, and we will find them – most likely in surprising areas.But what if we also already know how to make 30-50% improvements to efficiency? Just by using existing technologies, by applying modern analytical techniques, by custom designing our plants, by applying manufacturing principles, by breaking down our management silos between disciplines.The thing is, industry professionals already know this. Yet – in spite of a lot of intelligent people trying very hard – we just can’t seem to make it happen.This discussion considers why, despite our best efforts, we don’t get the best out of what we already have. Why we are wasting energy and money. Once we understand why, we can set about unlocking that value and improving industry productivity and energy efficiency. We will discuss the role that professionals and volunteer professional organisations like CMP and CEEC can play in catalysing the changes."

Jan 1, 2015

By Arthur Notman

DESPITE the tremendous drop in the volume of domestic production of metals, their prices, and profits, the world as a whole has managed to produce and consume nearly as much as in 1937. Measured by production, 1937 was the record year for copper, lead, and zinc. The Copper Institute figures for 1938 (estimating December as equal to November) show that although apparent domestic consumption declined 309,422 tons, foreign consumption increased 133.035 tons. The total for 1938 was 1,971,790 tons compared with 2,148,177 tons for 1937. The domestic decline was 38.5 per cent, the foreign increase 9.9 per cent, and the total decline 8.2 per cent.

Jan 1, 1939

By W. J. Miles

Industrial mineral by-products occur as a result of mining and processing a primary mineral product. By-products result from concentration and separation of accessory minerals during processing or from the primary mineral during processing, for example dusts. Many companies have found it rewarding to evaluate mineral by-products from their operations and determine potential products and applications. By-products need to be evaluated for physical and chemical properties to determine possible applications and markets. Market studies are needed to determine application specifications, price structure of the market, competitive products, and to determine marketing regions. The by-products need to be evaluated for beneficiation and processing to meet these market requirements.

Jan 1, 1985

By S D. Cummings

"CRACKS CONCERN CORPORATION" Was the headline on the front page of the Terre Haute Tribune Star, March 1994. Having spent several years following up on blast-induced damage allegations made this article especially interesting. Knowing that there were no operating mines within 30 miles of this newly built, yet to be occupied building, also made the reading more enjoyable. The article went on to read, "Vigo County school officials have asked architects to find out whether some cracks in walls at the new school are due to NORMAL settling or if they indicate serious structural problems." It is obvious that if there were a mine within "Feeling" distance, blasting and the operator would have immediately become suspect as at least one of the potential causes. More alarming is that the investigation may have stopped there.

Jan 1, 1995

By Larry M. Southwick

There have recently been executives at major metals companies who have recommended that Greenfield Projects not be pursued. Greenfield includes not only new geographical locations, but also new technologies and new types of feed materials. In the middle part of the 20th Century, two such projects were successfully commercialized to recover nickel from Cuban lateritic ores. One project (at Nicaro) used the Caron ammonia-ammonium carbonate leach and the other (at Moa Bay) a high pressure acid leach. How both of these projects dealt with these Greenfield issues will be reviewed, based on the original reports that described the research and development of the plants. This study will include a review of the critical ore characterization and sorting issues, as well as the extractive metallurgical, product recovery and equipment selection and sizing problems and how they were solved at each stage of project development, from laboratory through one or more pilot scale plants to start up and operation. In one case, a major revision of the plant was made after several years of operation to correct operating, equipment selection and materials of construction problems that hindered economical operation. These descriptions will provide a guide through the complicated and critical issues that in recent times have caused many companies to give up on similar development. Even with the more advanced analytical and computational tools available to today’s mineralogists, engineers and metallurgists, the basic concepts with which these projects successfully addressed their sets of problems are still required. In addition, upper management, now perhaps further removed from hands-on experience than was common then, will see how complicated problems require intense and detailed effort to avoid failure in the field and capital blowouts. Build it and we will make it run, kicking the can down the road and borrowing operating and design concepts incorrectly on technological issues, or nine year olds on a sugar high making financial decisions are not philosophies by which to succeed with Greenfield Projects.

Jan 1, 2014

By W. William Culver

James Douglas became known in the nineteenth century for two reasons fundamental to his mining career: (1) his experimental work with copper hydrometallurgy, and (2) his grasp of the idea that the quantity of copper ore matters more than the quality. On the first reason, there is a moment for any technology that’s critically important—when it moves from an area of scientific interest to one that companies are founded on. This paper examines the original 1869 Hunt and Douglas Copper Process in the context of science and engineering as they were in the 1860 and 1870s. It was a “humid” process, developed at Quebec’s Harvey Hill Mine. Chemically, the Hunt and Douglas vat leaching process succeeded, but not the original companies using it. On Douglas’ understanding of ore quality versus quantity, luck had it that the first company to field test the Hunt and Douglas Copper Process was in Chile. The Hunt and Douglas patent made that transition from experimental model to operational plant in 1870 when the Compañia de Minas de la Invernada was organized in Valparaíso. As a joint-stock company, Invernada spread the risk of investing in the revolutionary, but untested, Hunt and Douglas Process. The company brought Douglas to Chile as a consultant in 1871. His experience with hydrometallurgy, combined with what he learned about the copper business while in Chile, set him off on a career in metal mining that both surprised Douglas and made him wealthy.

By Peter Faust

"The south access road to San Francisco’s Golden Gate Bridge, known as Doyle Drive or Presidio Parkway, needs to be replaced. Built in 1936, it is the primary highway and transit linkage through San Francisco between counties to the north and south. The roadway is tucked into the natural contours of the Presidio and the Golden Gate National Recreation Area, one of the nation’s largest urban parks.The old steel truss structure will be replaced by a new concrete cast-in-place bridge. The foundation design of the new bridge is based on drilled mono shafts below each bridge column. Most shafts required large diameter permanent steel casing installed under strict vibration limitations since several historic landmarks are near the project alignment. Malcolm Drilling decided to use the largest oscillator in the world to install the piles.The area occupied by the Presidio is generally hilly, sloping down northwards to San Francisco Bay. In the western half of the project route, two bluffs rise steeply to about 80 ft (25 m). The bluffs are separated by a valley 60 ft (18 m) deep and 1,500 ft (457 m) wide, which is spanned by the old and new bridge. Overburden soils in this valley are made up of artificial fill, slope debris, ravine fill and Colma Formation, a fine to medium-grained sand unit with clay beds. The Bay Muds encountered in the project area are typically soft clayey silts, becoming medium stiff with depth.The basement rocks underlying the overburden belong to the Franciscan Formation, described as shale, sandstone, serpentine and greywacke, it is extremely variable in hardness, fracturing and weathering. The material can vary from very hard to very soft, can be slightly to very intensely fractured and almost not weathered, to totally decomposed within relatively short distances both laterally and vertically. Rock strength can vary from too weak to be tested to serpentine layers with unconfined compressive strength of 15,000 psi (103MPa) or higher. Groundwater levels in the area are typically no more than 10 to 20 ft (3 to 6 m) below the ground surface."

Jan 1, 2012

By R. S. Jones

"Fording Coal Ltd. is now in its fifth year of a 15-year contract to supply 3 million long tons of clean coal per annum to its Japanese steel-making customers. The mine employs both conventional truck-shovel and unconventional ""walking"" dragline coal mining techniques in multiple-seam pits. This paper describes the present and future application of the 60-cu.-yd dragline and truck-shovel pre-stripping fleet in 1•ecovering 5- to 40-footthick coal seams in mountainous terrain. Deep blastholes, coal flow demands, spring ""run-off"", seam and inter-seam thrust faulting, limited seam outcrop data and regional faulting are a few of the problems encountered in this application. The author discusses these problems and their solutions as applied at Fording Coal Ltd."

Jan 1, 1976

By T. J. Morris

"From November 2014 through September 2016, Westmoreland’s Coal Valley Mine utilized a Marion 7450 electric walking dragline to extract 1.2 million tonnes of a vertically-dipping, 52-meter wide, fault-thickened seam, beneath a conventionally-excavated pit bottom. Mine planning and operational hurdles encountered throughout a kilometer of mined strike length included mitigating highwall instability in both hanging and footwall slopes, water management, and end-of-life machine reliability and maintenance. The most substantial challenge has been the depressed global coal market. However, the successful application of this mining method significantly aided the overall cost of production at the site. The valuable experience gained from this project will be extended to future mining areas where this technique can be similarly applied. INTRODUCTION Coal Valley Mine is located approximately 220 kilometers southwest of Edmonton, Alberta, Canada, in the foothills of the Rocky Mountains. Since commercial production began in 1978, more than 84 million clean tonnes of coal has been produced and sold domestically as well as exported overseas for power generation. While the existing processing plant has a nameplate capacity of 4 million tonnes per year, the site has operated at a 2 million tonne rate since 2015 due to depressed export markets. Westmoreland acquired the mine as part of its purchase of Sherritt Coal Operations in April 2014. The mine operates 24 hours a day, 7 days a week, with an IUOE workforce of 261. GEOLOGICAL SETTING The geology of the Yellowhead Tower mining area differs significantly from previous mining areas at Coal Valley. The Mynheer coal seam discussed herein consists of steeply dipping, highly-sheared, thrust-faulted, and heterogeneous coal pods. Deep set, southwest striking thrust faults were the likely mechanism for the podding and have resulted in overturned, rolled and highly sheared seams with zone thicknesses of up to 65 meters.The hanging wall is characterized by soft bentonitic mudstones and siltstones, overlain by massive competent sandstone. The footwall is defined by a hard volcanic tuff, interbedded with thin, sporadic coal seams. The sandstone above and volcanic tuff below constrained the faulting system within this zone, enabling the mass podding that has afforded the opportunity for large-scale mining."

Jan 1, 2017

By Osvaldo A. Bascur

One of the most vigorous of the continuous improvement methodologies is Six Sigma. While usually associated with improving manufacturing and product quality, leading manufacturers are using it to improve their extended supply chain and logistics capabilities. At the same time they are improving reliability, some companies have cut hundreds of millions of dollars of fat out of their supply chain. Mine to Mill optimization is a transformation of culture from processing tons to processing a quality feed size distribution which reduces the overall operational costs and add the highest value to the mine. This is not a constant endeavor. As such, a dynamic performance monitoring and diagnosis is necessary. We will review a systemic way to performance improvements and avoiding metal losses from the blast to the metals. We show the requirements of using raw data to analysis the data to define operational maps which provide assistance to run the mine and mill. A case study is provided with the mine and mill data was integrated combining process control and quality information resulting in reduction of water and energy consumption while improving the overall value of the mine. The results of reengineering the current system with this SIX SIGMA Strategy had the following results: an increase of ore milling: 4.6% decrease of mil power: 3.9%, decrease of fresh water consumption: 6.8%, with a total of net profits: US$ 31.8 million, the PI System infrastructure contribution: US$ 7.95 million. These estimates were for the period 2009/04/04 to 2009/12/31.

Sep 1, 2012

By E. Henderson, L. K. Daneshmend

Drawpoint control is critical in determining the cutoff point for load-haul-dump mucking operations to minimize dilution. It is also necessary to ensure even mucking distribution and to prevent possible hang-up of material within a stope. A prototype production monitoring and reporting system has been developed for load-haul-dump operations in under-ground mines. The system generates accurate and timely information regarding mucked tonnages and drawpoint and ore/waste pass utilization. The monitoring system integrates a PLC-based load weighing system with a radio frequency identification (RFID) system for locating the vehicle. The system records the identification and time of entry and exit of each draw-point and ore/waste pass visited during a shift, as well as the weight of each bucket load. A trial of the system was conducted at the CAN-MET Experimental Mine near Val d’Or, Quebec. The monitoring and reporting system functioned as designed, with the exception that the maximum read range of the RFID tags under dynamic conditions was found to be a limitation. RFID systems with greater range capabilities have been identified for a second generation system. The system is the first of its type in North America to demonstrate that RFID tagscan be successfully applied to locate trackless underground equipment. Because of their ability to locate equipment and personnel within underground mines, RFID systems should be considered a key technology for future mine information and process control systems.

Jan 1, 1996

By T. Good

Twin roll sizers are neither compactly designed machines nor are they configured to accommodate underground mobility; in fact, twin roll sizers leave room for improvement in many aspects of the design. The DRC1200 capitalizes on the weaknesses of these machines to make a more productive, easily maintained, and compact twin roll sizer than current market offerings. These strides were made through the inception of the Hard Rock Extraction System (HRXS), which requires a mobile sizer as part of the system. After use of a third party sizer on the HRXS, potential improvements were evident. These improvements include improved structural design to reduce overall footprint and an optimized design to reduce operating cost.

Feb 23, 2014

By P. K. Sims

One-day field trip via U.S. Highway 6 and Colorado Highways 119 and 279 from Golden, Colorado to Idaho Springs. This field trip provides an opportunity to observe aspects of the Laramide ore deposits in the Central City and Idaho Springs mining districts and the Proterozoic basement rocks, which host the ore deposits.

Jan 1, 1986

By L. Gutierrez, S. Gering, C. Calderon-Arteaga

"Drill and blast represent the most important, and sometimes the costliest processes in the mine. The cost of drilling and blasting operations greatly contributes to the “high cost trends of the overall mining operations” (Afum and Temeng, 2015). The use of available information to improve the drill and blast processes can be the difference between a wasteful process and one that is optimized for costs, safety and desired fragmentation. Mining operations have access to several types of data sets that include a variety of different systems. This information can be used to improve, evaluate and apply processes for drilling and blasting. This may include different types of data from the different stages of the process (before, during and after the drilling and blasting operations), such as hole locations (planned and actual), penetration rates, drill operators, fragmentation (expected and resulting), explosive (design and usage), geology, vibration and others. This information can be used on its own or combined for further analysis to reduce costs, improve safety and evaluate results. Fortunately, due to advances in mining software, drill and blast engineers can exploit this data and create reports to evaluate results and improve the drill and blast process. However, as users start combining information from multiple datasets and establishing standard operating procedures for reporting across multiple sites, it becomes valuable to create auditable, automated and sustainable workflows for handling the information.In some cases, the task of aggregating and standardizing the data formats has already been completed and is available to consumers via the Enterprise Data Warehouse (EDW). A data warehouse team extracts data from the source systems and transforms it so that it is meaningful for decision support (Wixom, Watson, 2007). The author’s initial implementation plan for the drill and blast solution included using data stored at the sites on local servers. However, we learned early in the process that much of the work for aggregating and supplying the required data was already completed and was available in the EDW ready for use. This saved time, reduced risk and added value to the system.The goal for this case study is two-fold: to show how information can be used to make decisions and improve processes, especially highlighting the value of using an EDW for managing drill blast information; and to discuss how technical challenges encountered during the implementations were resolved. This article targets users that want to better manage their drill and blast data or try to set up standardized workflows for using this information.This case study will discuss the process of implementing a drill-and-blast workflow at multiple sites within Freeport-McMoRan (FMI) using both data at the sites and information available from the EDW."

Jan 5, 2017

By L. Gutierrez, S. Gering, C. Calderon-Arteaga

"INTRODUCTION Drill and blast (DnB) represents the most important, and sometimes the most costly processes in a mine.. The cost of drilling and blasting operations greatly contributes to the “high cost trends of the overall mining operations” (Afum B. O. and Temeng V. A. 2015). The use of available information to improve the DnB processes can be the difference between a highly expensive process and an optimized one. Mining operations have access to several types of data sets and key information from a wide variety of different systems. This information is normally used to improve, evaluate and apply processes for drilling and blasting. This may include different types of data from the different stages of the process (before, during, and after the drilling and blasting operations), such as hole locations (planned and actual), penetration rates, drill operators, fragmentation (expected and resulting), explosive (design and usage), geology, vibration, and others. This information can be used on its own or combined for further analysis to reduce costs, improve safety, and evaluate results. Fortunately, due to advances in mining software, drill and blast engineers can exploit this data and create reports to evaluate results and improve the DnB process. However, as users start combining information from multiple datasets and establishing standard operating procedures for reporting this data across multiple sites, it becomes valuable to create auditable, automated, and sustainable processes for handling the information. In many cases the task of aggregating and standardizing the data formats has already been completed and is available to consumers via the Enterprise Data Warehouse (EDW). A data warehouse team extracts data from the source systems and transforms it so that it is meaningful for decision support (Barbara H. Wixom, Hugh J. Watson, 2007). Our initial implementation plan for the DnB solution included using data stored at the sites; however we learned early on in the process that much of the work for aggregating and supplying the required data was already completed. The goal for this case study is two-fold: to show how information can be used to make decisions and improve processes, highlighting the value of using an EDW for managing Drill&Blast information; and to discuss how technical challenges encountered during the implementations were resolved. This paper is targeted at users that want to better manage their DnB data or try to set up standardized workflows for using this information. This case study will discuss the process of implementing a DnB workflow at multiple sites within Freeport McMoRan Inc (FMI) using both data at the sites and information available using the EDW. The paper will begin with an overview of the project. The discussion will then describe how DnB processes were used to set up daily workflows in order to provide information for evaluating process and making decisions. The final section will discuss some of the technical challenges and how they were solved, as well as possible next steps for further improving the workflow."

Jan 1, 2017