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By D. J. DeLeo

In recent years the hue and cry of American industry concerning the pressure of foreign competition on the domestic marketplace has become all too familiar to most of us, as we are all well aware, the steel industry has not been exempted from this pressure, reduced production levels, work force cutbacks, and in some extreme cases, plant closings and company liquidations have resulted, new regulations governing imports and quotas have been enacted, foreign trade agreements reached, and more strict regulation enforcement practices undertaken, despite these, and other measures, the impact of aggressive foreign competition has not lessened, the concensus of numerous management consultants is that in order to successfully cope with these problems we must draw on all available technology to provide the tools which will enable us to enhance our management effectiveness, one area requiring particularly close attention in any mining operation is that of managing critical resources - namely time, energy and equipment in a fast and efficient manner, In mining, with critical resources deployed over a large geographical area, any degree of success involved with resource management is dependent upon knowing the current status of all work related activities, if we, as mine operators, are to be more successful in this area, additional tools are a necessity and modern technology has provided a multitude of new options from which to choose.

Jan 1, 1985

By S. Johnson

Introduction The mining of aggregates underground has grown steadily over the last 25 years. Growth has come in both production volume and in the importance this segment of the industry is playing in the continuing supply of construction aggregate. Underground aggregate mines will continue to grow in both number of operations and complexity, as the replacement of zoned reserves in metropolitan areas becomes crucial. This growth will result in a shortage of qualified mine managers, possibly limiting the success of these facilities. The aggregate industry will have to modify current practices in order to meet the growing demand for this specialized skill. Segment Growth Underground mining for aggregates is not a new idea. Martin Marietta has been operating underground mines since 1969, and currently operates 16 underground mines ranging in size from 250,000 tpy to 2,500,000 tpy. These mines represent less than 4% of the total number of operating locations, but contributed 9% of the annual production in 2004. Though they range in size and production capacity, the importance is evident. The 2000 United States Census revealed several trends that are of interest to the aggregate mining industry. For the period 1990-2000 the U.S. population grew by 33 million or 13%. There were nine major metropolitan areas with a population of five million or more. These nine areas accounted for 30% of the total U.S. population. More significant was the fact that the population growth in these nine metro areas was 25% of the growth for the entire country. These statistics tell us that the population is expanding in these major metropolitan areas at a staggering rate. The same thing is happening to some degree in every population center. Population growth increases the demand for local aggregate while reducing the available area to mine that aggregate. The need for an economical supply of aggregate to support community expansion is a problem that will grow as older quarries are mined out and closed. This will be an issue that communities of all sizes will have to deal with. A reliable and cost effective supply of quality aggregate is crucial to support community expansion.

Jan 1, 2006

The main objectives of the Mine Mechanisation and Automation program (MMAP) are to enhance health and safety in underground mining operations, facilitate mechanization and automation in narrow-vein and deep mines, provide sound science to regulatory agencies and improve mine profitability. The program, which has a unique underground and surface industrial scale facility, is involved in many multi-partner projects, like hydrogen fuelcell applications, electrification and hydraulification of underground mines, reduction of noise and vibration, miner location device, explosive-free blasting and hoisting. The paper presents an overview of the Mine Mechanisation and Automation Program of Natural Resources Canada and some of the main projects.

Jan 1, 2002

By R. S. Douglas

Introduction The operations of The Granby Consolidated Mining, Smelting and Power Company, L1mited, have always been concerned with the mining of low-grade copper ores. In the fifty years of this Company's existence, nearly 60,000,000 tons of such material has been successfully mined and treated. During these years, many changes in mining practice took place. However, at Copper Mountain, due to the large tonnages of very low grade material, it was realized that something more than changing mining methods would have to take place if these low-grade orebodies were to be mined at a profit and the Company and. its employees enjoy many years of successful operation and employment. Production costs were mounting commensurately with rising taxes and the increasing cost of supplies, labour, freight, and smelting, while the value of the product on the market was not increasing in price to compensate for the higher costs of production. A survey of the mineable ore in 1944 indicated that, of the 12,000,000 tons in the reserves, only 3,500,000 tons was now profitable ore. This reduction in the commercial ore reserves was a serious matter, as it meant that the mine had only two years of life at the profitable shipp1ng rate of 4,800 tons per day. Further, the location in the mine of the orebodies making up the 3,500,000 tons was not suitable for such high production.

Jan 1, 1950

By Betty L. Gibbs

Geologically simple deposits can be modeled quickly and easily with inexpensive gridding and mapping software. Hundreds of mines around the world use RockWorks99 and Surfer 7 for generating contour maps, producing log plots and cross sections, and performing other useful geological calculations. These programs are used by many mining operations as their only modeling and graphical software or they are used in conjunction with larger systems. The investment in learning time is low and the programs produce reasonable quality results with standard computing equipment. RockWorks99 and Surfer 7 provide a good level of capability while maintaining high quality technical integrity. Both programs are used for many applications in mining, oil and gas, environmental and other fields that require analysis of spatial data.

Jan 1, 2000

By H. H. Stoek

MINE models have three distinct uses: 1. As exhibits in expositions and museums. 2. As exhibits in law suits. 3. As illustrations in teaching mining engineering. All three uses are in a sense educational. The third, or distinctively teaching function, has not been extensively developed in America as it has been abroad, chiefly because of the cost of the models and the scarcity of model makers. In connection with expositions, such as the Columbian, the Louisiana Purchase, and the Panama-Pacific, a number of very good mine and metallurgical models were prepared with funds furnished by State commissions, by mining organizations or mining companies. At the close of these, expositions, some of these models have been deposited in National or State museums or in educational institutions, but too many of them have been lost, or have been stored, away in some mining company's office or in the basement of some State building, where they have been lost sight of and have gradually fallen to pieces. A visitor to a German mining school is impressed by two facts: 1. The mining laboratories are in general inferior to those in America. 2. The mining museums are infinitely superior -to ours, particularly in models exhibited. One may reply to this comparison by saying that a museum is necessarily a work of time. From the historical standpoint this is, of course, true, but it is not necessarily true in connection with a working museum intended to illustrate current practice. For instance, the oldest mining school in Germany, that at Freiberg, has much excellent historical material, but very little on modern practice, while Berlin, one of the youngest German mining schools, has a most extensive and valuable collection of modern appliances and models. This is true in spite of the fact that one of the best-known model shops is at Freiberg, from which many of, the models to be seen in America have come. Because many of the models in American mining schools have come from

Jan 4, 1917

By J. Bigu

Use has been made of several theoretical models to predict radiation levels in underground uranium mines. The models used are the Evans model, the Thomas-Epps mine model, the isolated mine model, the mine tunnel with no air flow and the mine tunnel with air flow (Beckman and Holub). Calculations based on the above models have been extended to include thoron gas and its progeny, a common occurrence in some Canadian uranium mines. Theoretical predictions include radon and thoron progenies WLs and concentrations, and some ratios of great practical interest. The main differences between the models are pointed out and comparison is made with experimental data gathered during the last three years in several Canadian underground uranium mines.

Jan 1, 1981

By Robert E. Kirby

The potash mine and refinery of AMAX Chemical Corporation is located 26 miles east of Carlsbad on the north end of the potash producing areas. This property was developed between 1949-1952 and production of muriate began in August 1952. Two shafts, located 400 feet apart, were sunk to the ore zone 900 feet below the surface. A 15-foot diameter ore hoisting shaft equipped with a 1000-ton ore pocket, crusher and automatic skip loading equipment plus a 20-foot diameter service shaft with a curtain wall for exhausting air were provided. Sylvinite production to date has been from the first ore zone, stratigraphically, the lowest of ten identified mineralized zones in the salt section. This first ore zone has been the top producer of Muriate of Potash over the years. In our area we do have some very marginal mineralization in the third ore zone some 35 feet above the first. We have not mined from this seam as yet but we are investigating the economics very closely with access slopes and an experimental mining panel. Our ore seam is generally flat lying but does have local gentle rolling with grades from 2% to 5%. The mine was designed and developed from the beginning with conventional mining practices and rail haulage from the mining section to the ore pocket. As mining progressed in the early years, production increased from less than one million tons annually to a maximum of 3,935,000 tons in 1964. Efficiency also kept pace with the increasing production and continually improved until the efficiency of the production crews reached an average of 100.3 tons per manshift in 1964.

Jan 1, 1974

By R. L. Grayson, G. Mishra

Introduction Many old underground mines have been developed extensively into reserves requiring large numbers of workers to maintain and rehabilitate lengthy track haulages and/or belt conveyor systems. Often, large numbers of fans are required to maintain minimal airflows in areas where poor conditions and huge leakages prevail. Problems that beset one such coal mine and projects undertaken to restore it to potential profitability are presented. Brief history The Vesta No. 5 mine was opened in 1908. Drift development began near the Monongahela River, which was the primary avenue for shipping metallurgical coal to coke ovens in Pittsburgh. Over the ensuing 75 years, the main haulage entries were developed a distance of 16.1 km (10 miles) to the present mining area. Track haulage was used to transport coal from working sections to the river loading facility. As haulage distance and areas of high water influx increased, management decided, in 1973, to construct an underground conveyor belt system. The project spanned 36 months and culminated in a system of 22 flights, ranging from 205.7 to 1767.8 m (675 to 5800 ft) long. Six intake and eight return entries were developed as the mains were advanced. These entries provided adequate ventilating capacity over the years, but as extensive gob areas progressed and roof conditions deteriorated, the entries became inaccessible and more resistant to airflow. By 1981, five fans were being used to circulate 943.9 m3/s (555.5 cfm) of air through the mine. An average of 6440 t (7100 st) were produced from 20.8 continuous miner unit shifts and 2.7 longwall unit shifts each day in 1981. The ratio of support to production personnel was 1.94. To maintain the outby 16.1 km (10 miles) of haulage, 110 personnel were used. The average cost per ton was $43.54 ($39.58 per st), resulting in excessive bottom-line losses. The mine possessed a rather promising reserve, mostly in lease, of good quality, medium-sulfur metallurgical coal, but it also had a number of formidable operating problems. Operating problems Contributing factors toward relatively low productivity and high costs were the conditions of the track haulage, conveyor, and ventilation systems. Productivity was affected greatly by downtime associated with the conveyor system, which lacked adequate access for making splices or other repairs. Many areas within the conveyor belt entry itself required more

Jan 1, 1988

By P. Worley

With Utah Power & Light Mining Division's commitment to operate the safest and most productive mines possible, a decision was made to purchase and install mine-wide monitoring systems for use in the mines. After review of several different systems the Conspec Senturion 200 system was chosen. Three separate systems were ordered to fulfill the monitoring requirements of the six mines in operation: one system for the Deer Creek Mine one for the Wilberg/Cottonwood complex, and one for the Deseret, Beehive and Little Dove complex.

Jan 1, 1989

By M. Hermanus, N. Coulson, N. Pillay

"SynopsisThis paper assesses the effectiveness of the Mine Occupational Health and Safety Leading Practice Adoption System (MOSH) and its potential to improve mine health and safety in South African mines. Developed by the Chamber of Mines, which represents the majority of the country's large scale mining employers, MOSH was devised to accelerate progress towards achieving health and safety milestones, which were set by tripartite agreement in 2003. The paper documents and builds on the findings of a study conducted by the Centre for Sustainability in Mining and Industry (CSMI) in 2011 that evaluated MOSH strategy, structures, and process of implementation.The study found that MOSH operated across the mining sector, was directed and dominated by experts and, despite best efforts to include other stakeholders, was led by employers. Statutory worker health and safety representatives and structures were not integrated into the complex change process developed by MOSH. The Mine Health and Safety Inspectorate (MHSI) and organized labour were ambivalent about direct involvement in MOSH and preferred regulatory measures to enforce the participation of mines. MOSH interventions were not targeted at mines with a poor health and safety record, and MOSH lacked a baseline from which to track impacts on sector-wide health and safety performance. The leading practices most widely adopted by mines were designed to improve, rather than fundamentally alter, existing practice. Although the depth of engagement with MOSH among stakeholders and on mine sites varied, mining companies, labour representatives, and the Mine Health and Safety Inspectorate (MHSI) saw the programme as significant.IntroductionIn 2011, the Chamber of Mines commissioned the Centre for Sustainability in Mining and Industry (CSMI) to evaluate the progress and effectiveness of the rollout of the Mine Occupational Health and Safety Leading Practice Adoption System (MOSH). CSMI, based in the School of Mining Engineering at the University of the Witwatersrand, is an independent research centre conducting health and safety research relevant to all major stakeholders in the mining sector. The purpose of the evaluation was to identify the factors that enabled or hampered the adoption of new technologies or practices. The timing of the evaluation, two years before the deadline for the 2013 safety and health milestones, allowed time for adjustments to be made. This paper summarizes the results of the evaluation and includes further analysis and discussion of the nature of the programme and the conditions that act to advance it or it hold back."

Jan 1, 2015

By L. K. Daneshmend

The mine of the year 2020 will need to be based on a new way of mining. It will employ technology in a paradigm that assumes responsibility for sustainable development: taking account not only economic but also ecological and social issues. This will require a holistic approach to mine design and planning, considering all controlling factors and impacts (technical, economic, environmental and social). A national collaborative strategy is required to address the several options that exist for the development and application of 2020 mining technology. Key issues in implementing 2020 mining technology will also relate to human resources, in terms of employment, skills and education. A need exists to proactively prepare for 2020 through development of a comprehensive education and training strategy.

Jan 1, 1998

By Dave Capstick, Ken Garner, Jim Porter

Technologies and systems used in the management of energy consumption in the mining and metal processing industry are well understood and documented from the supply side of the business. It is our contention that in many instances, through a more complete understanding of the demand side of the business, based on the detail of the operations plan, will provide greater lead time in terms of the design, implementation and utilisation of power supply infrastructure. Thus, optimal management of demand in a proactive manner, based on production requirements, will ensure both security of supply as well as continuity of operations. This paper describes the technology and methodology that is being developed to enable the above statement to be achieved. We use a case study to demonstrate the ability of the tools and methodology and conclude by outlining the business benefits achievable as well as the future developments emanating from this initiative.

Jan 1, 2005

By Glenn J. Phillips, Debra L. Musick

The operating mine is dynamic, everchanging, and a continuous moving target. The only way to effectively manage such a creature is to be able to evaluate the cost of operation over short enough time periods that rapid effective controls can be implemented before loss can erode the marginal profits in todays market place. Such short term evaluations can provide the basis for the long range planning that can keep an operation healthy in the future. The spreadsheet programs on small computers (PC's) offer the possibility of such evaluation by accumulating data in a useable format, providing timely cost reporting and providing a tool for use in evaluating the day to day alternative choices of the real mining world.

Jan 1, 1987

By Vincent R. Bovino

The future of coal mining is bright - only if we realize and then manage as though we are competing in the world marketplace. Accept it or not, our market is global. We tend to think our problems are caused by the uncontrolled foreign production of coal, and the uncontrolled drop in coal prices. I submit that our problem is not the world pricing structure - part of our problem is our on-site cost structure - our productivity. We are the world's best at getting out the tons - that is, production. Most mine managers thrive on that. What is in serious doubt is our productivity - our ability to produce tons of coal in a cost effective manner. Please think about the difference: ? Production is tons of coal. ? Producitivity is decreasing the cost per ton of coal. Our future is bright, only if we can increase our productivity by trying different and new ways to manage our businesses and our people. Unlike the easy successes during the 60's and 70's, success in the decades ahead will depend on our ability to achieve greater levels of productivity. If mining and other old line smoke stack industries are experiencing difficult times in 1986, three years into an economic recovery, what will happen when the economy cycles downward? Any operation can achieve unlimited productivity by developing the resources within their employees. As an industry, we have harvested the

Jan 1, 1986

By Chanhwi Shin, Hyeongmin Kang

Mine optimization is a key strategy in the mining industry that focuses on improving the efficiency, productivity, and sustainability of mining operations. To achieve mine optimization, digitalization is essential for modernizing mining operations and attaining optimal performance. Due to the importance of mine digitalization, various software and platforms have been released to support this effort. Furthermore, by integrating these advanced technologies, mines can enhance processes, leading to significant economic and operational benefits. However, integrating data from various sources and collaborating across different platforms remains a significant challenge in the mining industry. Generally, data for mine optimization, such as mapping, smart drilling, FMS (Fleet Management Systems), fragmentation analysis, or vibration analysis, are collected and analyzed separately on different platforms. This separation makes it difficult to aggregate and utilize data comprehensively for overall mining process optimization. During the digitalization process, obstacles arise due to these complexity, variability, and sharing issues of data across different maker, sources, and methods. These challenges highlight the need for seamless integration to achieve optimal mining operations. Thus, this study applied a total solution that can cover the entire Drilling and Blasting (D&B) processes. The blast design was performed using actual terrain mapping data, and drilling and charging were conducted following a guide based on the blast design plan. After blasting, loading and hauling distances and fuel consumption were measured, and fragmentation for each blast was evaluated. All measurement tasks were automated to minimize human error. By collecting all data in one server, it became possible to perform an overall evaluation for each blast, allowing the identification of optimal values. In conclusion, to evaluate the optimization effects for each mining process, one month of integrated data collected on a single server was used. Compared to the period before the Total solution was implemented, there were notable improvements: a 25% enhancement in hole spacing, a 60% improvement in floor flatness, a 23% reduction in average fragment size, and a 19% improvement in fragment uniformity. Regarding cost savings per blasting volume, the improvements were 11.7% in drilling, 9.3% in explosives, 7.6% in loading, and 17.5% in hauling.

Jan 21, 2025

By K. Morsy, S. S. Peng

This paper deals with the causes and mechanisms of a massive pillar failure in a room-and-pillar mine. The mine employed a nine-entry panel system using supersection technique under a cover ranging from 91 to 168 m (300 to 550 ft). Chain pillar squeeze and large roof-to-floor convergence were first observed at the belt transfer point on the very inby side of the main entries. It propagated out by quickly, and, within 24 hours, it had covered an area approximately 1,250-m- (4,100 ft-) long by 762-m- (2,500-ft-) wide. The failure was caught and stopped by a solid barrier pillar. Using computer modeling, this study indicates that the massive failure was initiated because of a combination of undersized chain pillars in some panels and weak immediate floor. Also, the study shows that the massive pillar failure expanded to a large area because of the absence of barrier pillars between some panels and between mains and panels. Based on computer modeling, alternative mine plans were proposed to avoid such problems.

Jan 1, 2002

By Chris Carr

This paper describes the process employed and the work undertaken to enable the surrender of the mine permit relating to the two tailings deposits at the abandoned Red Mountain Mine site near Rossland, BC. The first phase of the work undertaken was to provide urgent remedial work for protection of the environment, primarily through rehabilitation or replacement of surface water drainage systems. The second phase was to up-grade the water management systems to the appropriate level given their consequences of failure. The final phase of work is to ensure long term geotechnical stability of the facilities to the same level of risk. Establishment of a sustaining fund will facilitate long term monitoring and maintenance of the facilities.

May 1, 2002

By A. K. Kuhn

In virtually all jurisdictions, comprehensive environmental protection regulations or standards are in place that apply to all industries, including mining. The only other legitimate mine-permitting concern is post-mining land use (PMLU). PMLU includes all uses of land after mining as well as the ecosystems appropriate for those uses. Although flawed, the New Mexico Mining Act (NMMA) of 1993 is a PMLU-based permitting statute. It requires measures during closure that will establish a PMLU or self-sustaining ecosystem for each mine unit. PMLU-based permitting avoids prescriptive, one-size-fits-all measures and keeps permitting focused on the legitimate goal of responsible land management..

Jan 1, 1999

By R. W. Sims

"He?s an SOB, but he's my SOB." Many of us have heard this line in reference to attorneys, and can appreciate the humor. However, the thought reflects a deeper attitude that lawyers should be used for attack purposes in the legal system or the regulatory process. Often, more permitting progress can be made with tact and flexibility than with inflexible, overly aggressive strategies. Usually, administrative hearings or other litigation work to the disadvantage of the applicant. Thus, I have concerns about approaching any permitting system with a hard-line attitude. On the other hand, the project team must always be prepared to defend permit applications and present a legally adequate case at public meetings, administrative hearings, or judicial proceedings. This paper discusses a number of strategies intended to increase the probabilities for successful permitting, whether opposition is informal or highly organized.

Jan 1, 1990