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By M K. Kapo, S C. Nzama

The success of a mining operation depends on the quality of data used in decision-making processes and the people involved in making operational decisions. At Olympic Dam, mine geologists form an integral part of the teams that make decisions at various key points in the mine operational value chain. Mine geologists are directly and indirectly involved in all stages of the mining process, namely, orebody definition and categorisation, mine design and planning, metallurgical processing, and reconciliation.Due to the sheer size and complexity of the Olympic Dam deposit, each mining stage has been divided into smaller units within which decisions are made in line with the overall mine operational plan. In each of these units, the decisions and inputs made by mine geologists has ensured that consideration of geological factors is made in the mining process. Over time, the mine geology team has demonstrated a systematic approach in the development and improvement of their processes in line with the mine’s operational needs, such as understanding the in-stope ore variability and maintaining a consistent ore feed to the plant. An understanding and interpretation of the mineralisation distribution, based on acquired data, has proven to be important in the definition of resource modelling parameters. These parameters in turn affect the quality of grade estimates and their downstream use in planning, production and subsequent reconciliation processes. The continual study of the geology of the deposit, and unravelling its complexity through research has been crucial to the metals extraction process. The involvement of mine geologists through each of the mine value processes places Olympic Dam in a favourable position to benefit from future opportunities that will take advantage of the increasing operational demands and production pressures, and the ever changing economic conditions.This paper reviews the role mine geologists play in the realisation of the Olympic Dam deposit, from ore to product, through their interaction and collaboration with other departments and stakeholders. This paper also highlights mining practices employed at the Olympic Dam mine.CITATION:Nzama, S C and Kapo, M K, 2014. Managing the giant – a mine geologist’s perspective to the mining of the Olympic Dam deposit, in Proceedings Ninth International Mining Geology Conference 2014 , pp 451–460 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 18, 2014

By Thomas H. Hibner, Daniel Tempelis, John E. Shamma

Environmental protection of nearby resources is an issue that can not be ignored in tunnel construction. The Inland Feeder Arrowhead Tunnels Project is no exception. With keen interest from various stakeholders, Metropolitan developed a Groundwater Monitoring and Mitigation Plan. This plan provides for monitoring and management of selected water resource features within the San Bernardino National Forest along the proposed tunnel alignment. The plan specifically provides for monitoring of streams, springs, seeps, and piezometers for water temperature, pH, specific conductance, and chemical analyses, as well as flow or groundwater elevation. Metropolitan uses the data to evaluate for and manage potential impacts from groundwater ingress during construction of the Arrowhead Tunnels.

Jan 1, 2003

By P. Sharma, J. C. W. Fowler

This paper discusses the wind blast / air blast phenomenon, how it is managed in coal mines and how it might best be managed in other underground mines. L'article qui suit a pour objets de décrire le phénomène de tir a l'air comprimé et les méthodes de modération de celui-ci dans les mines de houille, et d'indiquer de quelle manière il pourrait être surmonté dans d'autres mines souterraines. Dieses Seminararbeit diskutiert die Windexplosion / Luftexplosion Phänomen, wie es in Kohlenberg-werken geleitet wird, und wie es am besten in anderen untertage Bergwerken geleitet werden könnte.

Jan 1, 2003

Ensuring the success of a major resource development project, whether in the Gippsland Basin or elsewhere, is typically both a complex and costly process. It is therefore imperative from the point of view of the proponents of such a project - and in particular the financiers - that everything possible be done to minimise administrative confusion and delay in the establishment phase of the project, and to put systems in place which enable the project to run smoothly and efficiently in the later stages of its development and operation. An essential element in this process is ensuring that the project management is able to come to terms with and deal effectively with the relevant planning and environmental laws.

Jan 1, 1992

By B P. Micke

Central Norseman Gold Corporation was established in 1935 and has been mining on the Norseman field in Western Australia since then. It is Australia’s longest continuously operating gold mining operation at nearly 80 years, although it has had its periodic challenges in the intervening years.Over the last 40 years, a series of open pit mines around the Dundas Goldfield have supplied lower cost mill feed to the Phoenix Mill at Norseman from time to time but this has largely come to an end for the foreseeable future. Now that underground ore sources are once again the principal mill feed, there are several challenges to be met for an ongoing profitable operation.During the last 20 years, there have been three different owners and this has affected the manner in which the operations were managed quite significantly. These differing approaches are contrasted and examined in some detail from both the operational and financial aspects.Planning of a downsized operation to ensure sustainable profitability in the future in a mining environment where there has rarely been more than two to four years of reserves ahead of the mill for planning purposes has been a significant challenge. Several of the options examined are described, including alternatives for future mine development.CITATION:Micke, B P, 2014. Managing the margin at Norseman, Western Australia – a case study, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 119–128 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By A. Moharana

A massive slide at Bingham Canyon wiped out a side of the pit and covered the main haul road in and out of the pit. All pre-slide mine designs and schedules were no longer valid. New designs and schedules needed to be developed quickly to provide management with information regarding the immediate post-slide production potential and the time needed to ramp back up to full production. At the time of the slide, an effort was already underway to convert Bingham?s in-house Medium Term Scheduling Process to MineSight®?s Schedule Optimizer (MSSO). One of the main reasons for doing this was to reduce the time needed to produce Medium Term Schedules at Bingham, which involves a complex shovel-based scheduling approach with shovel productivities based on shovel type and the types of mining cuts to which the shovel is assigned over each planning period. The objective of the schedule was to maximize shovel usage, satisfy mill feed requirements of four SAG mills with variable milling rates, and have flexibility in setting truck constraints. This paper will describe how the new MSSO-based mine scheduling process met the challenge of producing new schedules for Bingham in a minimal amount of time.

Feb 23, 2014

Thank you and good morning. I am delighted to be here and to see so many of my colleagues and competitors. The general topic of this week's conference - World's Best Practice in Mining and Processing - suggests a focus on mining and processing. I am somewhat of a `jack of all trades and a master of none'. But I'm not even a jack when it comes to mining and processing technology and practices, and so I will leave those topics to speakers better 'qualified than I. Instead, what I would like to do is give you my thoughts on the best management practices of mining. You see, the times are changing for the mining business. There is great uncertainty in our industry. Anyone who received their education in an English-speaking school probably remembers the famous poem `Invictus' by William Ernest Henley. The two most famous lines from that poem are, if you remember, `I am the master of my fate; I am the captain of my soul'. The fact of the matter is that the metals industry, including the copper industry, is not the master of its fate. To a great extent we're at the mercy of forces over which we have little control, such as the world economy or political situations in individual countries. The copper industry is like a surfer at Manly - we can't influence where the wave is going; all we can do is stay in front of the curl and on our board. Historically, discovering, developing and processing ore reserves were the primary facets of our capital intensive business. To stay competitive today, we must invest equally in intellectual capital - our employees - in order to succeed in the face of economic, regulatory and political challenges and global competition (Schonberger, 1986). Everyone seems to have a different theory about being competitive. A lot of people use sports analogies when talking about competition. Others, like American businessman and former US presidential wanna-be Ross Perot, take a more interesting approach. In Mr Perot's hypothetical corporation, competition is a lot like having a snake in a factory. If someone sees a snake, the first thing they do is create a committee on snakes. Then, the committee on snakes meets and discusses the problem for a couple of years. The most likely course of action is nothing. Everyone figures that the snake hasn't bitten anyone yet, so they just let him crawl around the factory floor. Perhaps a vice president of serpentine affairs is appointed to continue watching the snake - making sure it doesn't grow. Ross Perot sees it a little differently. In his corporate world, business needs to build an environment where the first guy who sees the snake kills it. Of course in our industry, we better make sure the snake isn't on an Endangered Species List before we go after it! I am not going to talk about competition and competitive forces in terms of sports or snakes, but I would like to share some thoughts with you about how the mining industry can better utilise competitive thinking to get ahead and stay there. You may be wondering how an executive from a 160-year-old company could know much about competitive spirit, but the founding ancestors of Phelps Dodge were wizards at identifying

Jan 1, 1995

This paper addresses the unique environ- mental programmes which prevail at Ranger and their importance in the future profitability, of Ranger Uranium Mines Pty Ltd. (RUM) Industrial relations, general safety, and occupational health have long been regarded as part and parcel of the concept to 'manage for profits'. More recently, the need for environmental protection has also become an important management consideration. This is particularly so at the Ranger Uranium Mine where environmental protection is very closely and continuously regulated. Since the commencement of operations at Ranger some three years ago the company has operated within these regulations and demonstrated clearly that yellowcake can be produced efficiently, economically and safely. The company also recognises that in order to ensure continuity of production, it will have to continue to operate within these strictly supervised Regulations.

Jan 1, 1984

By J. L. Collins

"This paper deals with the quantitative analysis of mine maintenance records. Based on a case study of dozer engine records, the author suggests an easy method of deriving useful information for managerial decisions in a step-by-step manner.More specifically, the paper deals with the following topics:• determination of the most economical replacement time,• determination of reliability characteristics,• determination of the number of replacements, and• determination of the number of spares.IntroductionThe mining industry collects a lot of information about every aspect of its activities, an example of which appears in Table I. In Table I , the distribution describes the operating hours at failure of 56 different dozer engines used in severe applications. Besides calculating an average and possibly a standard derivation from the data, little else is derived, at least from a statistical point-of-view.More information can be obtained from these records that could help management in the decision-making process.To illustrate this point, the sample data appearing in Table I will be analyzed in detail by making use of well-known concepts in reliability engineering.Distribution of DataTable I represents a distribution obtained from the recorded hours cumulated from the operators' time cards. The operating hours have been divided into fourteen classes for each 1000 hours of engine running, e.g . all engines scoring an operating time of between 1001 and 2000 hours formed a class , those scoring between 2001 and 3000 hours another one, etc. Generally, the class interval should be a multiple of the equipment preventive maintenance check period.The minimum acceptable sample size should be large enough to ensure that the score in each class interval is at least one. Ideally, the score for each class interval should be at least five so that a chi-square test could be carried out if necessary.The average life of an engine can be found by adding the products of the frequency and the class mark (mid-point) values. Therefore:"

Jan 1, 1987

"The content of production reports has its origins in raw measurements taken in harsh production environments. The ensuing measurement/estimation errors always affect reproducibility such that, regardless of the fact that they are balanced through statistical data reconciliation, reported numbers are simply the most probable values of inferred probability distributions. This has important implications for how metal recoveries should be monitored and reported. Indeed, in a context where many process optimisation activities are based on small improvements in recovery, there should be no doubt that inadequate handling of measurement/estimation errors can easily exaggerate or mask actual changes in process performance. However, estimates of the reproducibility of reported metal recoveries are rarely reported to plant management. This situation persists despite the fact that a code compliant metal accounting system must inform management about business risks related to metal accounting. To this extent, this paper focuses on the continuous management of reproducibility level of metal recoveries in compliance with the best practices. Sensitivity analysis of primary and secondary metal accounting models is performed to show the resulting probability distributions for metal recoveries. Some guidelines are given for designing and managing metal accounting systems capable of achieving and sustaining predefined levels for the reproducibility of metal recoveries.INTRODUCTIONEach and every mineral processing plant produces daily, weekly and monthly production reports in which metal balances for payable and penalty elements are presented. While such production reports are usually consulted in offices, underlying raw measurements are taken in harsh production environments where mechanical vibrations, humidity, corrosion and dust, to name a few, disturb measurement procedures. It is thus no surprise that several authors (Francois-Bongarcon & Gy, 2002; Gaylard, Randolph, & Wortley, 2014; Holmes, 2010; Spangenberg & Minnitt, 2014) have reported pervasive issues related to mass/sampling measurements in the context of mineral processing."

Jan 1, 2016

Placer Dome Asia Pacific operates eight mines in the region and has two closed operations that are either under rehabilitation or at the latter stage of care, monitoring and maintenance. All operating mines are scheduled to close within the next ten years based on current proven reserves. Mine closure planning and associated risk assessments are integrated into both strategic planning and day-to-day operations within the Placer Dome group. Mine closure is all about predicting the potential risks and Placer DomeÆs knowledge has improved following the planned closure at Kidston Gold mine in North Queensland. Planning for closure commenced in earnest in 1994, and focused on identifying the issues and associated potential risk to the environment, and ensuring that the most suitable control measures were implemented leading up to and following closure in July 2001. At all times during the process of planning, implementation, safety contractor management and post closure, the identification of risk and potential threats to the business have been identified and managed. Post closure risk assessment of rehabilitation strategies potential to fail has been completed in conjunction with URS and opportunities to manage these potential failures in perpetuity will be discussed along with lease surrender. Misima Mines is currently processing low-grade ore and plans to close in 2004. Planning for closure has been ongoing for several years with a focus on the social aspects and the impact of the mine closing on a remote island community. Misima Mines has assessed the risk profiles using a community closure focus group, to identify both the biophysical and social aspects for closure.

Jan 1, 2003

A failure of the Pit IA highwall in July 1989 led Newcrest Mining Ltd's Telfer Gold Mine to commence underground operations approximately 12 months ahead of schedule. The failure presented four major challenges to management: 1. how to maximise the recovery of the Middle Vale Reef (MVR) in the open pit: 2. how to minimise the risk to personnel involved in the extraction of the remaining open pit ore; 3. how to avoid disruption to ore supply: and 4. how to maintain a permanent and safe means of accessing the underground operations from the base of the pit. The risks associated with meeting these challenges were minimised through the installation of a complex network of real time slope monitoring equipment. These monitors were connected to an alarm system which was combined with detailed operational procedures to be carried out in the event of a highwall alarm being triggered. The accuracy with which the risk of failure has been managed was demonstrated recently when the onset of a second failure was initially identified some 13 months prior to its ultimate collapse in October 1992. The location, timing and size of the failure was able to be predicted allowing appropriate precautionary measures to be taken to ensure safety of access to the underground portal and pumping equipment in the base of the pit. This paper reviews the sequence of events leading to both the July 1989 and October 1992 failures of the Pit 1A highwall and the monitoring equipment and procedures used to identify, quantify and manage the risk to personnel operating in the base of the pit.

Jan 1, 1994

By Chris Twigge

The paper point out development and successful commercial introduction of new technologies into a metalurgicall. The discussion that follows examines the overall issues of implementation from a management perspectiva and will highlight areas where key success factors are often overlooked. The framework presented is structured around the following key themes: The prime incentive for introducing new technologies is broadly one of economics, the implementation of new technologies is, to a large degree, a process of risk management and although the implementation of new technologies revolves around technical and economic issues, in the end the decisiva factor is people. Proper recognition of the human factors is critical to success. In this sense, the above principles are discussed in the sections that follow and include a number of examples to illustrate how technology can be successfully implementad and how it can fail.

Oct 6, 1999

By Akira Fujisaki

"The oil crisis accelerated the change of non-ferrous metals' demand structure. Maturing societies in developed countries and preference for lighter, thinner and smaller products are eroding the non-ferrous metal industries' growth potential. Inventory-control, stockpiling and developing new demand are measures Japanese smelters have taken to cope with the changing demand.The most effective means for risk management of product demand lies in the cooperation between ore producing countries and metal consuming developed countries to assist developing countries in their efforts to ""take-off"", which in turn will bring about a surge of demand for metals.SummaryThe non-ferrous metal industry in the world is suffering its most serious slump since the war. With some of the markets of the advanced industrialized countries approaching saturation point and economized usage of natural resources and substitution growing, the possibility of a quick recovery of the demand for base metals is dim.To cope with the changing product demand Japanese producers have had recourse to such measures as strict inventory control and stockpiling for the purpose of stabilized imports. They have also tried hard for securing raw materials and promoting new field s of demand but the very core of ""risk management"" has been the diversification of line s of business to bolster and stabilize the foundation of management of the non-ferrous metal industry in Japan.To see the demand for nori-ferrous metals recover from the slump and be put on a path of solid development, we have to wait for the economies of the developing countries to ""take off"" and for its realization the economies of the developed countries must be reactivated with new growth industries playing a leading role, and the transfer of technology and money recycling must be carried out smoothly under an orderly international trade system."

Jan 1, 1983

This paper sets out a number of means by which professionals can reduce or eliminate the risk of professional liability whether as directors, employees, partners, independent consultants or contractors. A relationship between client and professional is commonly cited as an example of a fiduciary relationship: the professional "undertakes or agrees to act for or on behalf of or in the interests of' the client "in the exercise of a power or discretion which will affect the interests of that other person in a legal or practical sense."2 As a fiduciary, a professional must ensure that his or her exercise of power does not result in a position of ascendancy or undue influence over the client. Also, a professional must avoid situations where there is scope for even the perception of potential conflict between his or her professional duty to the client and his or her own Interest.

Jan 1, 1995

It is self evident that in many cases mining disrupts communities, however, community reaction to mining varies enormously. This is due to a whole host of factors, some physical, some financial, some political and some a direct result of the projected mining company attitude towards the community at large. Physical and political factors are increasingly being dealt with realistically and financial aspects are to a significant extent determined by profit margins. If the acceptable profit margin canÆt accommodate all necessary costs (which now includes a variety of community considerations unheard of even a decade ago), then the project is just not viable. Despite major commitments now made by many mining companies to their affected communities, corporate attitudes, and their projection, remain as the most outstanding factor in mining project development where real gains can still be made in effectively reducing social risk. This paper addresses both international and domestic experience gained in managing this aspect of mining development risk, including initiatives implemented by multilateral institutions.

Jan 1, 2003

Project evaluation is completed through individual studies covering technical and financial aspects of the mine to market. These studies are completed at various levels of detail depending on where the project evaluation is in the projectÆs life cycle. The competency of the studies varies in relation to the quality of data, level of the skills employed, control, management and reporting structure. The focus of this paper is managing elements of the study, looking at the cost of opportunity to influence the project, against the value added. Selection of the study manager and study teams is central to getting an integrated project evaluation addressing the correct issues completed on time. Retention of key personnel can reduce rework which, in turn, can reduce time and cost impacts. It is important to have a work breakdown structure at the outset so that the study teams have a common numbering and naming system that will integrate areas, equipment, budgets estimates and accounts. Having set up the evaluation groups and provided training in the study procedures, understanding the scope and schedule are vital elements in producing a project evaluation that addresses the opportunities and the risks of the final project. Arriving at an accurate capital budget requires integration of the research controlled through common systems. Project evaluation process must also address how the project is to be delivered.

Jan 1, 2007

Project evaluation is completed through individual studies covering technical and financial aspects of the mine to market. These studies are completed at various levels of detail depending on where the project evaluation is in the project's life cycle. The competency of the studies varies in relation to the quality of data, level of the skills employed, control, management and reporting structure. The focus of this paper is managing elements of the study, looking at the cost of opportunity to influence the project, against the value added. Selection of the study manager and study teams is central to getting an integrated project evaluation addressing the correct issues completed on time. Retention of key personnel can reduce rework which, in turn, can reduce time and cost impacts. It is important to have a work breakdown structure at the outset so that the study teams have a common numbering and naming system that will integrate areas, equipment, budgets estimates and accounts. Having set up the evaluation groups and provided training in the study procedures, understanding the scope and schedule are vital elements in producing a project evaluation that addresses the opportunities and the risks of the final project. Arriving at an accurate capital budget requires integration of the research controlled through common systems. Project evaluation process must also address how the project is to be delivered.

Jan 1, 2007

By J. P. Gous, J. J. Sutherland

"Transalloys is a silicomanganese (SiMn) producer located in South Africa, and uses only local manganese ores to produce SiMn alloy. The plant operates five open submerged arc furnaces (SAFs) with an annual capacity of 180 000 t of saleable SiMn.Maintaining tap-holes is critical for effective furnace operation, allowing proper drainage of the furnace with minimal operator interference. Using a claygun and drill arrangement installed at each furnace, tapping occurs every four hours. Tap-holes are maintained through mickey replacement and brick repairs. Three furnaces have SiC tap-holes and two have graphite tap-holes.This paper gives a review of SAF operation, furnace and tap-hole design, daily tapping operation, and maintenance practices for repairing tap-holes.IntroductionDefining tap-hole life cycle, Steenkamp et al., (2016) highlighted four main steps: installation during furnace relines, day-to-day operations, tap-hole maintenance, and tap-hole repair. The authors argued that the design of the tap-hole area should allow for all four stages in the tap-hole life-cycle. Design principles for each stage were presented using silicomanganese (SiMn) production as a case study. Here we present a further analysis of the case study by providing practical examples of how the tap-hole life-cycle is managed at Transalloys during the design, operation, and maintenance of submerged arc furnaces (SAFs) applied in the production of SiMn.BackgroundTransalloys is the largest producer of SiMn in Africa. Its smelter complex is based outside the town of eMalahleni, in the Mpumalanga Province of South Africa. Transalloys was commissioned in the mid- 1960s as a high- and low-carbon ferrochromium plant based on the Perrin process. In 1967 the plant was converted to SiMn production because of constraints in the ferrochrome market (Basson, Curr, and Gericke, 2007; Bezemer, 1995). Today, the installed production capacity is 180 000 t of SiMn annually. Plant operations consists of five SAFs (see ratings in Table I), operating 24 hours a day, 365 days a year (including maintenance), involving 280 permanent employees, with up to 120 contract employees on site at any given time."

Jun 1, 2019

The transition from exploration to feasibility is a stage in the development of mineral resource projects that is frequently not handled well. The transition marks a point in the project development process where resource evaluation priorities change significantly from the discovery of mineralisation and the rapid assessment of the potential tenor of the mineralised system, to the detailed assessment of the deposit.   Information used in the exploration process tends to be of a qualitative or theoretical nature initially, but gradually becomes more quantitative in character as geological knowledge relating to individual prospects grows.   The transition from discovery and rapid exploration of a new deposit occurs at a relatively early stage in project development, coinciding with the first attempt to prepare a resource estimate for the deposit. Fundamental assumptions regarding both structural and grade continuity and uncertainty inherent in existing information need to be made so that they themselves may be addressed during the collection of additional data.   The effective commencement of feasibility studies involve the introduction of new accountabilities either as a result of appointment of a project manager, and through needing to be able to quantify: ò     the quality of data being collected for resource evaluation purposes; ò     confidence associated with resource estimates; and ò     the need to develop an audit trail for the project, required to make the resource evaluation decision-making process as transparent as possible.   Quality assurance is a concept to which exploration geologists have frequently had little exposure. Being able to demonstrate the quality of data used in feasibility studies is, however, a crucial component of the overall risk management and reduction.   Development of a transparent audit trail for data assists in demonstrating the quality of data which is frequently perceived to translate directly to confidence inherent in resource estimates.   Establishing procedures for geological data collection and management also provides a more reliable framework for making decisions that impact on project execution, again resulting in improved confidence in resource estimates and associated geoscientific data.   Regular, independent technical audits, in principle similar to audits conducted for the ongoing certification of standards compliant quality assurance systems, are a major, positive factor in effective project management and execution.   Information used in project evaluation, feasibility and development must be based on facts. Facts are effectively observations that are ideally made systematically, recorded in a systematic manner, and by being collected effectively are not subject to change.   Effectively managing the transition from exploration to resource evaluation, feasibility and project development involves recognising the nature of changes in the nature, detail and scope of geoscientific data required at each stage of project development. In doing so it is essential to: ò     recognise when the change occurs (as early as preparation of the initial resource estimate for a project); ò     accept that the change may not be gradual; and, ò     ensure that the project evaluation team is adequately resourced.   These objectives require recognition of the value of previous experience and the need to instill a true team approach amongst both staff and contractors associated with the project. Regular formal and informal communications between staff, contractors and other stakeholders in the project are an essential tool in ensuring personnel are aware of factors affecting their role in the project.

Jan 1, 2004