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By D MacKay

The Mt Wright Project is located near the town of Ravenswood in North Queensland and is operated by Carpentaria Gold – a wholly owned subsidiary of Resolute Mining Limited. Underground Development of the current Mt Wright orebody commenced in June 2006 and the first production ore was brought to surface in June 2007. The orebody is a rhyolite pipe containing fine-grained disseminated gold in a granite host rock. Ground conditions tend to be good to excellent throughout development, with some minor deformation experienced when stope-sized excavations are formed. The mine commenced as a sublevel open stoping (SLOS) operation with the intent to utilise development waste to back fill isolated upper level stopes while developing to the bottom of the known orebody. The mine plan intended to commence production with a bottom-up primary/secondary stoping retreat through the main orebody utilising cemented fill. Some challenges were faced during the initial production phase that included:•Ongoing underground diamond drilling and updating of the block model resulted in some issues reconciling the grade control results to the resource model. This was primarily due to the high variability of grade which in turn caused difficulties in accurately identifying areas of low and high-grade.•The cost of establishing and operating a cemented fill plant to achieve the planned extraction sequence of the orebody had increased significantly beyond initial estimations.•Geotechnical conditions such as stress orientations, ground behavior and response to the forming of excavations learned through the mining of the upper level stopes were different to the assumptions made during the initial design.A number of in-house and external reviews of the mining method were completed which has resulted in a revised mining plan. This paper will summarise the challenges faced and the implementation of the mine plan to date.

Mar 21, 2011

A very wide range of technologies are utilised in the mining and processing of ores and a great deal of effort is expended in the development of ænew technologiesÆ to improve mining performance and economics. Traditionally, technology and people have been treated as separate aspects of an operation, when in fact they are inextricably linked. The successful implementation of new technologies is entirely dependent upon the actions, enthusiasm and skills of people, both as individuals and working in groups. This paper discusses the role of technology in mining and how new technologies are implemented by the industry. The paper argues that existing technologies have not been fully or adequately utilised and that effort should be re-focussed on the implementation of technologies that have been taken for granted for many years. The need for greater emphasis to be placed on the management of the human-technology interface is discussed.

Jan 1, 1998

By Paul D. Tomlingson

Part two of this two-part series covers the use of an integrated information system with administrative information, including error and absentee reports as well as open work files. Part one (ME, July, page 650) discussed conceptualizing and developing a maintenance information system. It explained what information is needed to manage such a system.

Jan 8, 1985

By Donald Leroux, Asim Tuzun, Simon Gariépy, Luc Lachance, Hayley Halsall-Whitney

"The importance of coherent material balance results has long been recognized by mining and metallurgical companies. Although this is still true nowadays, various stakeholders are increasingly concerned about the origin and the accuracy of the reported numbers. The last decade has shown that most metallurgical accounting concerns can be addressed by making two important changes to plant performance monitoring practices. First, introducing data redundancy into the metal balance procedure allows the estimation of measurement errors. Second, the migration from spreadsheet-based to relational database based systems brings transparency, data integrity, traceability and auditability into metallurgical accounting. Relational databases also facilitate the production of reports that metallurgical accountants must issue routinely. Recognizing the caveats of the spreadsheet-based metal accounting method they had been applying for years, Strathcona decided to switch to a commercial relational database system in 2008. For the most part, the migration was seamless. Some challenges were raised but they could all be overcome and outweighed by benefits gained from day-to-day utilization of the system.INTRODUCTION Metal accounting (Morrison, 2008) has always been essential to high-quality corporate governance of mining and metallurgical companies. Although the importance of coherent material balance results has long been recognized, various stakeholders are increasingly inquisitive about how the reported numbers were obtained and how much accuracy can be attributed to them. This accrued scrutiny is obviously no stranger to the corporate governance tightening that happened through the years in response to outrageous accounting scandals. It is also in continuity with securities laws (such as NI-43-101 in Canada) that were passed to protect the public from other market fraud. Recognizing the importance of spotless metal accounting in their reports to the public, a group of global mining companies gave AMIRA International the mandate of developing a set of rigorous yet practical metal accounting guidelines for the mining and metallurgical industry. The AMIRA P754 project was launched in 2004 and the first version of the resulting Code of Practice was released the following year. Since then, the Code was reviewed twice and revised releases were issued (AMIRA, 2007). While some parts of these guidelines are in continuity with current commonplace practices, other parts recommend changes to inherited practices that may be significant. For example, they highlight the importance of data redundancy (Lachance & Flament, 2011) which in many operations is either already available but unexploited or achievable with reasonable efforts. These guidelines also stress the importance of state-of-the-art metal accounting systems, such as those based on relational databases, which are secure and entirely auditable by a Qualified Person. Because most spreadsheet software packages allow data and formulae to be modified at any time, without a trace and anonymously, they do not meet these requirements."

Jan 1, 2012

By Jeff Fontana, Daniel Ebin, Eric Westergren, William Currier

The PMott MacDonaldlane Train Tunnel West Extension (PTTWE) Project at HartsfieldJackson Atlanta International Airport includes the extension of the existing automated people mover system and terminal renovations at the baggage claim station. To assist with design, pricing, and assessment of risk on this progressive design-build project, 3D design models were prepared to increase visibility into realities of construction. This paper will focus on the original intent of the models and explore the additional, unforeseen value they provided throughout the design and construction process.

Dec 1, 2022

By P Velletri, N Gaylard

The management of wear surfaces in mining operations has remained largely unchanged since the inception of mining. Sacrificial wear liners are installed on the inside of chutes, hoppers and other equipment used to transfer bulk ore to protect the asset from abrasive wear caused by the flow of material. These liners are generally replaced at fixed intervals which may be determined based on historical wear rates or may be driven by other maintenance requirements for that asset. This approach does not always yield satisfactory results, especially for critical assets where the impact of downtime on production can be substantial. For such assets, a condition-based maintenance strategy has the potential to significantly increase productivity and reduce the total cost of ownership associated with the asset. However, for such a strategy to be successful, timely information on the actual condition (remaining thickness) of the wear liners is essential. This paper describes the development and implementation of a wear monitoring system that can be used to remotely and continuously report on remaining liner material thickness in real time. It details some of the challenges that were overcome when developing the system, including the design of a patented thickness measuring system that can be used in a variety of liner materials and is tolerant to the presence of ore on the wear surface. The paper also explains how a cloud-based approach enables data from the wear sensors to be integrated into external systems such as a data historian, which has been demonstrated through a collaborative project with one of the largest iron ore producers in the Pilbara. This ability to combine real time liner thickness information with other data sources, such as throughput, provides the foundation for the transition to a condition-based maintenance strategy.

Nov 8, 2021

By G. M. L. Robinson

Mineral Processing Wastes, as defined by the Environmental Protection Agency (EPA), has determined that most of the mine wastes will be regulated pursuant to subtitle D (Solid Waste Regulations) of the Solid Waste Disposal Act while specific mine waste categories will be regulated within the framework of the Toxic Substance Control Act. Though EPA's determination currently relieves the industry of the regulatory constraints mandated by the Resource Conservation and Recovery Act (Hazardous Waste Regulations) Subtitle C regulatory framework; the industry is not granted immunity from historical or current environmental regulations related to listed or characteristically hazardous or solid wastes. Because of the current regulatory trends and the need to implement cost effective remediation alternatives; advanced currently available on-site remediation technologies are available to minimize, reduce, contain or prevent environmental impacts related to mining and processing activities. In light of industry technical needs, an overview of the research and commercially available remediation technologies will be discussed and a brief discussion of the strengths and weakness of each technology will be presented. Technologies to be discussed includes stabilization, solidification, soil wash, soil flush, thermal distillation, pump and treat, metal extraction, centrifuges, filter presses, bioremediation, and incineration.

Jan 1, 1992

By E. McCullough

"Fostering positive community relations is a principal tenet of sustainable development, but conflict can test even the strongest of relationships. While conflict surrounding resource development projects has the potential to be destructive, it may actually pose opportunities for partnership and collaboration when managed effectively. It is therefore not only important for mineral resource professionals to recognize the financial and social costs associated with legal disputes among project stakeholders, but also for them to prioritize resolving social conflict using alternative channels that allow for win-win outcomes. A variety of dispute prevention and resolution techniques do exist, but successful practice is not yet the norm. Here we review the sources and consequences of social conflict in the context of mining projects, and discuss typical and alternative approaches to conflict management in light of their respective benefits and drawbacks. We also suggest implementation of conflict resolution lessons into resource-related university curricula as a critical step in the continued shift of the mining industry towards sustainable development. INTRODUCTION Social conflict is a recurring phenomenon in the human experience and serves as a critical mechanism for change [1-5]. It occurs when two or more parties perceive that their needs and interests are in direct competition with each other and believe they cannot be reasonably accommodated. Conflict over mineral resource activities, particularly the distribution of benefit and risk, has become an omnipresent issue throughout the world [6-7]. Contrary to common perception, however, conflict can be a positive, transformative encounter in some instances [2, 8-11]. For this to be possible, society and its acting agents must reconsider how to address conflict. What if conflict were only a challenge to try something different? It is well-understood that the mineral industries must manage an increasingly significant volume of social conflict [12-13], which can be a costly externality impacting all of whom are involved. We commonly consider conflict in a two-party sense, but this deeply over-simplifies the true number of stakeholders. Besides mining companies and community members, government policymakers and regulators, public interest groups, and judicial systems, to name a few, bear the social expenses of poorly-managed conflict [4, 6, 12, 14-22]. It is desirable for interested parties to participate actively in a constructive way to pursue their needs rather than contributing to adversarial relationships, operational problems, and legal costs [1, 4, 12]. Some mining companies are of course already working to develop more productive relationships with their stakeholders, but there is undoubtedly still a gap between ideal and common practices. This gap can inhibit collaboration and threaten the potential for mutually-beneficial resolutions to complex social issues [12]."

Jan 1, 2016

By Lauri Gregg

The implementation of Energy Management within the global mining industry has advanced significantly during the past 20 years. Consequently, the industry?s knowledge of energy efficiency improvement opportunities, more energy efficient technologies, renewable energy technologies, energy procurement practices, and most importantly, practical approaches for integrating the energy management best practices into business processes and operational procedures has improved greatly. Based on 25 years of experience leading the management of energy in mining operations and the Canadian mining community, the author discusses the key building blocks in the evolution toward becoming an energy efficient mining facility. Sustainable energy management depends on the internalization of the behaviors related to the effective energy use by a mining organization. The paper outlines the typical business drivers that stimulate top management commitment to allocate the resources necessary for this to happen. It also explores the barriers that mining companies must overcome to maintain the commitment. Additionally, it will advocate the need for the application of the principles of organizational change management as part of the energy management implementation process. The question regarding how energy management can be made to happen in a way that is practical for an established organization is answered by providing the details of the framework for energy management, the methodology for controlling energy use, and the roadmap for integrating energy as a key business parameter and production process input variable. An Energy Management System standard developed within the Mining Association of Canada?s ( MAC ) Towards Sustainable Mining ( TSM ) initiative has played an important role in increasing the capacity of the Canadian mining industry to manage energy. The impact of the application the MAC TSM Energy/GHG Management Protocol by Canadian mining companies will be discussed. In June of 2011, the international ISO 50001 Energy Management Systems standard was finalized and published for use. The structure of ISO 50001 will be outlined along with its applicability to the mining industry. Opportunities for practically improving mining energy performance along with the most appropriate current new technologies will be identified. A brief discussion of case studies will be included that demonstrates the successful implementation of Energy Conservation Measures ( EAC?s ) and economic benefits. In conclusion, thoughts on important areas of research and development related to increasing mining energy efficiency will be provided.

Aug 1, 2013

By Donald P. Tuchman, Robert P. Vinson, Jon C. Volkwein

Research by the National Institute for Occupational Safety and Health (NIOSH) has pursued quartz analysis for the specialized ?lter assemblies of a new worker-wearable personal dust monitor (PDM). The PDM is a real-time instrument utilizing a tapered element oscillating microbalance (TEOM®). Standard ?berglass TEOM ?lters cannot accommodate the desired P-7 infrared analytical method used by the Mine Safety and Health Administration (MSHA). Novel ?lter materials were tested with the objective of demonstrating this type of analysis. Low temperature ashing and spectrometric examination were employed, revealing that nylon ?ber candidate ?lters left minimal residual ash and produced no signi?cant spectral interference. Avoiding titanium dioxide in all ?lter materials proved to be a key requirement. Fine quartz particulates were collected on prototype ?lters in a Marple chamber, either open-faced or through PDMs during test runs. The ?lters were then subjected to MSHA P-7 analysis and the spectrometrically based analytical results for quartz mass were compared to reference measurements. Also, PDM instrumental mass readings were compared to ?lter gravimetric measurements. Results suggest that the P-7 method is adaptable to variations in ?lter materials and that quartz dust analysis by the P-7 method when utilizing the new ashable PDM ?lters can have accuracy and precision within 10% and 4%, respectively. This is within the declared 13% accuracy and 7–10% precision of the P-7 method itself. Instrument mass readings had modest positive bias but met NIOSH accuracy criteria. Continued work with specialized PDM ?lters is merited, as they are a new type of TEOM sample amenable to ashing analysis of particulates.

By B. Wasmund, B. Haneman, G. Sheehan

Success in implementing new technology for metallurgical processes is not a foregone conclusion: This paper includes a survey of 23 new technology-based metallurgical plant start-ups, in which the authors have identified 7 successes, 9 difficult start-ups, and 7 failures. Success is defined not only as meeting the schedule and budget to the end of mechanical completion; the key goal is a fast ramp up to the full design production level, with minimum plant and equipment modifications required after start-up. This paper sets out the key factors that underlie achievement of a quick production ramp up curve, as determined from the authors' project experiences and a quantitative analysis of over twenty metallurgical plant start-ups, both pyrometallurgical and hydrometallurgical. Thorough test-work and pilot plants, plus appropriate scale-up to the full commercial plant, are key determinants of success in implementing new technology in metallurgical processes. Another critical factor is the number of new elements and their interactions. Project phasing is also particularly important for new technology projects, with appropriate review after each phase to develop a risk mitigation plan for the subsequent phase. New technology projects need committed champions to advance the project in the face of sceptics, but also require dispassionate and unbiased experts to ask the hard questions. As a project evolves, it is important to periodically question the appropriateness of assumptions, as well as to re-assess the relevance and completeness of data from test-work I pilot plants I industrial analogues. Sufficient human and financial resources are required to complete the often arduous implementation phase. During the ramp-up period, the operation generates little positive cash flow; however, significant expertise and capital are required for the de-bottlenecking projects that are often necessary to reach the plant's design output level.

Jan 1, 2011

By B. Wasmund

Success in implementing new technology for metallurgical processes is not a foregone conclusion: This paper includes a survey of 23 new technology-based metallurgical plant start-ups, in which the authors have identified 7 successes, 9 difficult start-ups, and 7 failures. Success is defined not only as meeting the schedule and budget to the end of mechanical completion; the key goal is a fast ramp up to the full design production level, with minimum plant and equipment modifications required after start-up. This paper sets out the key factors that underlie achievement of a quick production ramp up curve, as determined from the authors? project experiences and a quantitative analysis of over twenty metallurgical plant start-ups, both pyrometallurgical and hydrometallurgical. Thorough test-work and pilot plants, plus appropriate scale-up to the full commercial plant, are key determinants of success in implementing new technology in metallurgical processes. Another critical factor is the number of new elements and their interactions. Project phasing is also particularly important for new technology projects, with appropriate review after each phase to develop a risk mitigation plan for the subsequent phase. New technology projects need committed champions to advance the project in the face of sceptics, but also require dispassionate and unbiased experts to ask the hard questions. As a project evolves, it is important to periodically question the appropriateness of assumptions, as well as to re-assess the relevance and completeness of data from test-work / pilot plants / industrial analogues. Sufficient human and financial resources are required to complete the often arduous implementation phase. During the ramp-up period, the operation generates little positive cash flow; however, significant expertise and capital are required for the de-bottlenecking projects that are often necessary to reach the plant?s design output level.

Jan 1, 2011

One of the strategies introduced within Pasminco Mining to survive low commodity prices is to formally implement a `Quality Education System'. The net result has been a consistent approach to quality within and across mine sites. This `quality system' has been adopted in the technical computing environment and the immediate benefits have been: ò A clearer understanding of the systems, processes and relationships that involve technical computing. ò A re-focussing on customer (user) requirements. ò Inclusion of managers as customers with their own requirements of performance and quality, in addition to access to Executive Information. ò New ways to measure the `performance' of a technical computing environment which includes using maintenance costs. Observations are that there is an overlap between `traditional' information technology (IT) methodologies and quality systems being put in place in the broader workplace. This overlap is most apparent in the area of analysing customer requirements. In the IT environment customers are viewed as users, and their requirements determined by undertaking a requirements analysis. A data flow diagram traditionally used in the IT environment and not as a tool in quality systems, has been used in a novel manner to help identify the customers of the technical computing department. It has also been useful in illustrating the work processes and relationships between the entities in this diagram and in directing the future initiatives needed to fulfil the customers' changing requirements.

Jan 1, 1995

The information in this document has been prepared as at February 16, 2011. Certain statements contained in this document constitute ?forward-looking statements? within the meaning of the United States Private Securities Litigation Reform Act of 1995 and forward looking information under the provisions of Canadian provincial securities laws. When used in this document, the words ?anticipate?, ?expect?, ?estimate?, ?forecast?, ?will?, ?planned?, and similar expressions are intended to identify forward-looking statements or information. Such statements include without limitation: statements regarding timing and amounts of capital expenditures and other assumptions; estimates of future reserves, resources, mineral production, optimization efforts and sales; estimates of mine life; estimates of future internal rates of return, mining costs, cash costs, minesite costs and other expenses; estimates of future capital expenditures and other cash needs, and expectations as to the funding thereof; statements and information as to the projected development of certain ore deposits, including estimates of exploration, development and production and other capital costs, and estimates of the timing of such exploration, development and production or decisions with respect to such exploration, development and production; estimates of reserves and resources, and statements and information regarding anticipated future exploration; the anticipated timing of events with respect to the Company's minesites and statements and information regarding the sufficiency of the Company's cash resources. Such statements and information reflect the Company's views as at the date of this document and are subject to certain risks, uncertainties and assumptions, and undue reliance should not be placed on such statements and information. Many factors, known and unknown could cause the actual results to be materially different from those expressed or implied by such forward looking statements and information. Such risks include, but are not limited to: the volatility of prices of gold and other metals; uncertainty of mineral reserves, mineral resources, mineral grades and mineral recovery estimates; uncertainty of future production, capital expenditures, and other costs; currency fluctuations; financing of additional capital requirements; cost of exploration and development programs; mining risks; community protests; risks associated with foreign operations; governmental and environmental regulation; the volatility of the Company's stock price; and risks associated with the Company's byproduct metal derivative strategies. For a more detailed discussion of such risks and other factors that may affect the Company?s ability to achieve the expectations set forth in the forwardlooking statements contained in this document, see the Company's Annual Report on Form 20-F for the year ended December 31, 2009, as well as the Company's other filings with the Canadian Securities Administrators and the U.S. Securities and Exchange Commission. The Company does not intend, and does not assume any obligation, to update these forward-looking statements and information. Marc Legault, a Qualified Person and the Company?s Vice-President, Project Development, reviewed the technical information disclosed herein. For a detailed breakdown of the Company?s reserve and resource position see the February 16, 2011 press release on the Company?s website. That press release also lists the Qualified Persons for each project.

May 1, 2011

By Daniel D. M. Adams

In 2004, Rio Tinto started a major project to implement Mine Monitoring and Control (MMC) systems worldwide. A detailed selection processes was undertaken and migration to a standard system was started. Today systems are operating around the world and serve as the core of to many business processes. Implementations include highly union areas, large mines, centrally managed mines, and remote areas. Each implementation has unique challenges but all are working towards the common goal with common systems. This paper reviews two projects that Rio Tinto has deployed in diverse conditions. The projects are the Rossing Uranium upgrade from the original Wenco system to the common standard and Iron Ore of Canada?s general technology upgrade. Also discussed is the future of mining at Rio Tinto, specifically the drill automation projects, and how it is utilizing the common standard MMC systems.

May 1, 2010

By J. Wickens

"Campbell Mine is dedicated to quality management in the form of a Continuous Improvement (CI) Operating Philosophy. This paper discusses that philosophy, why and how it is being implemented in the milling facility, and some of the challenges experienced to date. Examples of mill CI team projects and results are described. This paper describes practical experiences for those who are considering or are in the process of adopting a CI operating Philosophy.INTRODUCTIONCampbell Mine is 100% owned and operated by Placer Dome Canada Ltd. The mine is located in Balmertown, Ontario approximately 300 km northeast of Winnipeg, Manitoba. Campbell Mine has produced over s,000,000 ounces of gold since commencing operation in 1949. The operation is profitable and continues to be a major contributor to the gold production of Placer Dome Inc.At Campbell Mine, the concept of Continuous Improvement (CI) is being implemented to make further improvements to safety, quality, productivity, and subsequently profits. CI is not a ""program"". It is a way of doing business that concentrates on improving the system rather than finding fault and being resigned to the status quo.CI focuses on involving all employees in the decision making process and tapping their expertise to improve every facet of the business. In the past, many solutions were simple ""band-aid"" fixes treating the symptom, only to see the problem resurface again. With CI, solutions endeavour to address the root cause of problems and eliminate them permanently. Another primary goal is to eliminate unilateral decisions that benefit a small group but have a negative effect on the whole system."

Jan 1, 1995

By Daniel Kim, Ari Rantala

Efficient on-line monitoring of electrolytic cell performance in copper electro-refining has been challenging due to the need for complex electrical measurement systems and the management of the enormous volume of data. Based on Kennecott Utah Copper's innovation Outotec has developed a novel and innovative electrolytic cell monitoring system called CellSense™ System. As the system is based on self-powering from bus bars, wireless communication, on-line adaptive modeling and easy to access information and alarming, traditional obstacles of electrolytic cell monitoring are eliminated. With cell voltage and electrolyte temperature measurements, CellSense System enables real-time cell performance discovery and early reaction to critical production or quality disturbances such as short-circuiting, flow blockages, cold cathodes or electrolyte temperature excursions. During the past few years the system has been delivered to over 3500 commercial cells. In this paper the largest CellSense™ System ever delivered and recently adapted by Kennecott Utah Copper with 1412 cells monitored on-line for high tankhouse performance, cathode quality and optimized operator work flow is presented. Early results and benefits are discussed.

Jan 1, 2012

By H. Gurgenli

Mining companies require accurate short-term mining forecasts to meet budget targets and customer needs. Challenging mining conditions along with employee turnover and lack of standard geologic modeling and mine planning processes can result in time-consuming and inconsistent mine plans. Documentation and automation of the processes involved in mine planning, as well as proper software utilization, are critical in overcoming these challenges. This paper discusses the steps involved in achieving an optimized mine planning system to accomplish productive and cost effective operations. In addition, a case study is included to describe the process of implementing a semi-automated system whereby the geologic model and mine scheduling database are updated monthly to incorporate changes in geology in a relatively complex open-pit coal mine. This case study proves that the ability to update geologic models based on the latest information gathered from production drilling and mining activities can greatly enhance the ability to accurately predict short-term mining production.

Jan 1, 2011

By M. -H. Fillion

"Geotechnical stability analysis and design in open pit mines requires access to representative geological, structural, hydrogeological, and rock mass models. The quality and quantity of collected geomechanical data used to build such models can have significant implications in the design of safe and economically viable slopes. Data collection is a continuous process throughout the life of a mine. The process starts from exploration to conceptual/preliminary feasibility, feasibility, design and construction, operations (early production/late production), and mine closure.As geomechanical data is often limited at an early stage of a project, the estimated variability of the geotechnical factors may be larger than the actual data variability. This can potentially result in a conservative selection of the pit slope angle. Collecting additional geomechanical data at later stages of the mine development may contribute to reducing the uncertainty associated with the geotechnical properties and a steeper slope angle may be used for the design. This can result in significant economic benefits.This paper investigates the impact of access to new data over time, following a series of geomechanical data collection campaigns, on design decisions. This is illustrated by comparing the resulting slope design, at three stages of the mine project, at a South African open pit mine. To demonstrate this, a series of slope stability analyses were performed using limit equilibrium tools. For each project stage, the slope angle design was modified until a similar probability of failure of 5% or less was obtained. The corresponding factor of safety distributions for each project stage were then compared to evaluate the impact of collecting additional data on the resulting slope design.The results showed that data variability can differ significantly from one project stage to another. Data variability may be greater at more advanced project stages (i.e. a wider distribution of the factor of safety). Furthermore, the results showed that, even for the cases with greater variability, steeper slope angles were possible at more advanced stages for the proposed design requirement (probability of failure < 5%). In this investigation, as more data became available, the uncertainty associated with data variability could be sufficiently reduced to allow the selection of less conservative slope angles. This can be used as a managerial tool in developing data collection strategies and allocating the necessary funds, and can lead to important economic benefits to the mining operation."

Jan 1, 2016

By G. Luttrell

Coal preparation plants play an important role in modern society by providing high quality feeds for coal-fired utilities, industrial boilers and metallurgical coke facilities. Unfortunately, field data indicate that preparation plants are often not operated under optimum conditions, resulting in lower productivity and lost profits. In many cases, this shortcoming can be attributed to a failure by plant operators (i) to recognize the importance of correctly adjusting plant operating conditions to accommodate requirements dictated by coal sales agreements within different coal markets and (ii) to properly account for variations in product moisture with particle size across different plant circuits. This paper discusses the important influence of moisture constraints on preparation plant optimization and provides a case study to illustrate the potential gains that can be realized via proper understanding of plant moisture control.

Jan 1, 2009