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By K Rau

The overall success of a mining operation is directly impacted by the reliability and availability of mining equipment. Heavy-duty vehicles such as excavators and haul trucks are used for conveying of bulk material and improving such assets’ availability helps reduce costs, increase throughputs and improve safety (Ravande, 2022). If a mining operation’s key performance indicators (KPIs) are tied to operational performance, then overall equipment effectiveness (OEE) is an essential metric to track progress and to identify areas of improvement.

Sep 1, 2024

By Joel Lööw, Jan Johansson, Lena Abrahamsson

Industry 4.0 offers new possibilities to combine increased productivity with stimulating workplaces in a good work environment. Used correctly, digitalization can create attractive jobs in safe control room environments, which provide space for the employee’s full expertise and creativity. This is true also for the mining industry. But, to succeed, it is important to analyze the development from a worker’s perspective. What will happen to their work? What skills will be needed in the mine of tomorrow? We must also consider the risks, such as privacy issues, increased stress, and work-life boundaries. These questions must be understood if we are to create workplaces that can attract a young and diverse workforce to tomorrow’s mining industry. In this article, we try to illustrate what the new technology can mean for the individual miners. We formulate the notion of Mining 4.0 (Industry 4.0 in the mining industry), where we try to create an image of how the future might look from a miner’s perspective and how mining companies may navigate their way to a future that works for all miners. To illustrate the range of possible outcomes, we formulate two scenarios: one utopian and one dystopic. At the end of our article, we bring forward six recommendations that can be considered a beginning of a road map for the human side of Mining 4.0.

Obtaining financing for mining and exploration projects has been difficult for the last several years, particularly for junior companies. Today, though, the purse strings of investors appear to be loosening, leaving the industry with many questions about financing in the coming years. How have capital markets and exploration spending changed? Are there signs of improvement? Where has capital been raised in private, public markets, stock exchanges, private equity, etc.? What companies successfully raised capital in the last year? How are they spending it? How are traditional and alternative funding sources investing in mining? What are the issues mining companies need to know about when tapping alternative sources of capital? Those were some of the questions that were answered at the Current Trends in Mining Finance conference, sponsored by SME and the New York Section April 26-28. Held in New York City, the conference attracted 115 professionals who work on the finance and economic side of the mining industry. Three of the conference organizers talked with Mining Engineering about the conference and the state of financing in the industry today. Tim Alch (TA) is managing director with Behre Dolbear & Co. Alan Oshiki (AO) is executive vice president with the Abernathy MacGregor Group. Henry Weingarten (HW) is managing director with the Astrologers Fund Inc. Here is what they had to say.

The major copper orebody at Mount Isa is being extracted at a rate of four million tonnes per year. The method used requires an equivalent rate of back filling with (mainly) cemented fill. There were three major incentives for developing this mining system. The first was the prospect of high ultimate recovery of the orebody. The target is 100 per cent recovery. Also the proposed stoping layout appeared to offer significant advantages in development and production costs. Finally, extensive subsidence above the northern end of the orebody could have disturbed permanent surface installations and jeopardised a possible future open cut. The full implications of this ambitious strategy were not apparent in the early years. Now, after 12 years of production the benefits are being realised and they can be weighed against the costs. Probably the most interesting result which comes from this analysis is the significance of cutoff grades and dilution factors in balancing mining and filling rates.

Jan 1, 1980

By Jeffrey Oke D.S.H. Oke, Craig J. Archibald, Anna P. Perry

Underground mining at the Diavik Diamond Mine (Northwest Territories, Canada) commenced in 2003 and has targeted four kimberlite pipe orebodies. The A154 North (A154N) pipe was mined using longhole open stoping with cemented and uncemented rock fill. During the later stages of mining, unique geotechnical challenges developed in the upper portion of the orebody, resulting in difficult ground conditions during secondary stoping. The two uppermost stoping horizons in A154N (A- and B-blocks) were located within the widest portion of the kimberlite pipe and were mined using a multi-panel retreat, overhand primary–secondary extraction sequence. Primary stopes were commonly advanced to near the top of each block prior to the initiation of secondary stoping. Ore development was excavated to full stope width, and secondary development initiated at the base of the block adjacent to mined-out primary stopes resulted in the formation of tall, slender hanging pendant pillars—locally up to 100 m high—laterally supported by frictional contact with adjacent cemented rockfill pillars. Beginning in 2015, differential vertical movements across the ore-waste contact of A154N pendant stope pillars were identified, and the extent and rates of movements increased significantly as secondary stoping progressed through to 2025. These conditions created significant challenges for the safe extraction of remaining stopes and raised concerns for deeper mining blocks if similar methods were maintained. This case study describes the factors contributing to the observed ground behaviour and outlines the strategic mine design modifications and tactical risk mitigation measures implemented to manage geotechnical risk in the remaining A- and B-blocks and to prevent recurrence in lower A154N mining horizons.

May 2, 2026

By Jeffrey D.S.H. Oke, Craig J. Archibald, Anna P. Perry

Late-stage sill pillar extraction in an orebody experiencing large ground movement relative to the deposit’s footwall/hangingwall presents significant geotechnical challenges that are not well documented in literature. This paper presents a case study of sill pillar extraction in the A154 North kimberlite pipe at the Diavik Diamond Mine, Canada, where progressive, then accelerating vertical displacement occurred during the final stages of underground mining. The A154N orebody was mined using longhole open stoping with cemented and uncemented rockfill and consisted of multiple mining blocks separated by sill pillars. As mining advanced, downward migration of the kimberlite pipe relative to the surrounding granite was observed, with displacement rates increasing during sill pillar extraction. This paper documents the extraction of the A/B and B/C sill pillars, with a primary focus on the B/C Sill Pillar, where geotechnical interaction was most pronounced. Observed ground behaviour, monitoring data, ground control strategies, and operational responses are presented. The development and evolution of sill-pillar-specific TARP is described, highlighting the requirement for an observational, context-driven approach that integrates displacement rates, spatial relevance, and geotechnical inspections. The case study demonstrates that safe sill pillar extraction is achievable when displacement mechanisms are well understood and managed through adaptive monitoring and flexible TARPs. The lessons learned from A154N provide practical guidance for underground operations encountering moving orebodies and emphasize the importance of treating sill pillar behaviour as a distinct geotechnical problem.

May 2, 2026

By AIME

DURING the Revolutionary War an iron mining industry was born in the Adirondack region of New York State. New York State ores provided the iron from which were forged the links of the chain that, strung across the Hudson River, successfully kept British vessels from ascending. The industry flourished for a while and then became dormant. For the successful prosecution of World War II, the magnetite mines were revived and given considerable aid in the form of government financial support. The complete story appeared in a special issue Of MINING AND METALLURGY published in November 1943. Now, almost four years later, it is interesting to see that these "war babies" were not really such but are well-established enterprises with a bright future. A ten-day trip through the Adirondack region and to St. Lawrence County dispelled all thoughts that mining in northern New York State is a transitory industry. In addition to substan-

Jan 1, 1947

By Gealy W. Wallwork

INTRODUCTION The administrative processes of coal mines are becoming increasingly complex. As society evolves into a more complicated structure with greater emphasis on individuality, government regulations reach deeply into every activity in an effort to force individuals into a standardized mold. These contradictory pressures add an extra burden to the administration of a mining operation. Recent years have brought a substantial change in the skills needed by mine supervisors and managers. As a result, a better understanding of the administrative functions is necessary. The mine superintendent has the overall responsibility for the mine; for effective operation he must be sufficiently knowledgeable to oversee all the complex functions that make up the mine. This chapter does not cover all the administrative requirements because of the variation in mine operation and in company policies and organizational structure. It does attempt to identify the administrative functions that would be required at a large mine with a preparation plant. It is assumed that the mine operation is decentralized with very little duplication of functions at the organizational levels above the mine. Thus each function is assumed to be relatively complete at the mine and under the general supervision of the mine superintendent. EMPLOYMENT PROCEDURES Throughout the mining industry, in deep or surface mining, in union or nonunion companies, the success or failure of an organization is directly related to the caliber of employees who make up the organization. A company is nothing more than a group of people working together with

Jan 1, 1981

By Gealy W. Wallwork

INTRODUCTION The administrative processes of coal mines are becoming increasingly complex. As society evolves into a more complicated structure with greater emphasis on individuality, government regulations reach deeply into every activity in an effort to force individuals into a standardized mold. These contradictory pressures add an extra burden to the administration of a mining operation. Recent years have brought a substantial change in the skills needed by mine supervisors and managers. As a result, a better understanding of the administrative functions is necessary. The mine superintendent has the overall responsibility for the mine; for effective operation he must be sufficiently knowledgeable to oversee all the complex functions that make up the mine. This chapter does not cover all the administrative requirements because of the variation in mine operation and in company policies and organizational structure. It does attempt to identify the administrative functions that would be required at a large mine with a preparation plant. It is assumed that the mine operation is decentralized with very little duplication of functions at the organizational levels above the mine. Thus each function is assumed to be relatively complete at the mine and under the general supervision of the mine superintendent. EMPLOYMENT PROCEDURES Throughout the mining industry, in deep or surface mining, in union or nonunion companies, the success or failure of an organization is directly related to the caliber of employees who make up the organization. A company is nothing more than a group of people working together with

Jan 1, 1981

Where Does the Mine Dollar Go? BY PAUL M TYLER (Min & Met, April, 183 3900 words) Wage earners on the job get nearly 50 per cent of the mine dollar; salaries normally take over 5 per cent (less for large metal mines); and less than 20 per cent is expended for supplies, materials, fuel, and power The total of all such specified expenditures, which may be loosely described as "direct costs," has tended over several decades to decline from over 75 per cent to under 70 per cent of the gross receipts from the sale of products of mines and quarries The item of supplies and material is far less important in the extractive industries (mines, forests, and fisheries) than in manufacturing For manufactured products the average cost of raw materials was 30 4 per cent of gross sales, almost double the proportion for the mineral industries, whereas factory wages and salaries accounted for only 33 2 per cent instead of 51 9 per cent Within reasonable limits, the margin above direct costs as herein calculated affords a measure of capital's share in the total realized from sales A preponderant group of mineral industries operate under conditions that permit or require a margin of 25 to 45 per cent At one end of the scale are highly organized industries such as sulfur, fuller's earth and iron ore mining employing much

Jan 1, 1935

By Gealy W. Wallwork

The administrative processes of coal mines are becoming increasingly complex. As society evolves into a more complicated structure with greater emphasis on individuality, government regulations reach deeply into every activity in an effort to force individuals into a standardized mold. These contradictory pressures add an extra burden to the administration of a mining operation. Recent years have brought a substantial change in the skills needed by mine supervisors and managers. As a result, a better understanding of the administrative functions is necessary. The mine superintendent has the overall responsibility for the mine; for effective operation he must be sufficiently knowledgeable to oversee all the complex functions that make up the mine. This chapter does not cover all the administrative requirements because of the variation in mine operation and in company policies and organizational structure. It does attempt to identify the administrative functions that would be required at a large mine with a preparation plant. It is assumed that the mine operation is decentralized with very little duplication of functions at the organizational levels above the mine. Thus each function is assumed to be relatively complete at the mine and under the general supervision of the mine superintendent.

Jan 1, 1981

This paper discusses some topical issues on the mining administration and legislation fields including:  1. Licensing û Administration and associated specialist functions including:Processing and volumes of mining privilege applicationsFuture organisation and possible decentralisationSpecialist staffFacilitiesGuide to the Mining Act 1971 2. Mining Amendment Act 1981 Transitional procedures 3. Planning Tribunal First hearing of objectionsPoints of principle resulted there from 4. Quarries and Tunnels Bill Currently before Parliament û implications for metallurgical mining

Jan 1, 1982

By C J. de Beer

The Kwaggashoek East pit is one of the four production areas of Thabazimbi Iron Ore Mine. The Kwaggashoek East Open pit mines through the abandoned sublevel caving operations of the Kwaggashoek East underground workings. A risk assessment indicated that the primary risk is the occurrence of surface subsidence. Based on local knowledge, a hypothesis, that most of the cavities were filled with broken rock as a result of roof collapse and bulking of failed material was formulated. To test the hypothesis a number of geophysical methods as well as probe drilling was utilized. The results of the resistivity, gravity and ground penetrating radar surveys were inconclusive in determining the position of voids. Either there were no voids present or the resolution of the surveys was not high enough to pick it up. It is accepted that only small voids remained, and that the supported roof hypothesis is valid. As a precautionary measure all the production blast holes within the caving area were over-drilled by forty percent. This would collapse the roof of any small voids or tunnels immediately below the block. This operation proved to be successful as two of the three underground levels have been mined out with no subsidence occurring in the pit floor.

Jan 1, 2006

By E. Sirolli

In recent times, with rare exceptions, most economically viable ore discoveries have been large, low-grade and located in remote parts of the world. Mining companies have often shown to be incapable of mitigating their social and economic impact on local communities. Sustainable development and relations can be achieved by implementing bottom-up methodologies to the top-down tools already in use by mining companies. In order to magnify the importance of enterprise facilitation as a primary method for community development, data from 25 years of community based work around the world was used. Results highlight the need for a grassroots approach to local economic and community development, which focuses on the creation of a parallel economy in communities. Using solely top-down methodologies for developing community relations is shown to be a limited resource for mining companies. There are fundamentally two dangers for mining companies: alienating the local population, resulting in militancy and lengthy legal battles to obtain a license to operate; and, being accountable for building social and economic infrastructure that are not the company?s responsibility.

Jan 1, 2012

By Oswaldo Morales

The shift of mining activities to increasingly more diverse locations places the industry in conflict with local residents over land use and water access. In Perú, there have been significant rises in mining community conflicts with few long term resolutions being apparent. This paper examines the role of culture in these conflicts and suggests that progress maybe able to be made should deliberative engagement occur. Also, that mining conflicts are inevitable and that Peru’s cultural heritage, while contributing to the distance between parties is also the basis from which to start of a process of resolution, should both sides wish to gain the appropriate skills for a more deliberative approach.

Sep 21, 2013

By Sidney Katell

Several systems have been proposed for the production of synthetic crude oil from oil shale. An economic analysis of one proposed system is presented in this paper. An oil shale complex to produce 100,000 barrels per calendar day of semirefined crude oil will require a capital investment of $426,216,400. This investment includes mining, retorting, intermediate pipelining, and partial refining. A selling price of $3.74 per barrel of product will be necessary to maintain a discounted cash-flow rate of 12 percent.

Jan 1, 1971

By J. C. HEILMAN

THE Tri-State district, named from its situation in three States, lies in the northeast corner of Oklahoma, the southeast corner of Kansas and the adjacent part of Missouri east of the common corner of the above States. Production in the past eighty years has come from scattered mines within an area of some 35 miles east and west, by 25 miles north and south, although the actual area of the mined ground is but a small fraction of this territory. The land is leased from the individual land-owners, and the size of the tracts varies from 4.0 to 200 acres, the smaller sized tracts predominating. The leases usually call for a royalty of 7% to 15 per cent of the gross receipts of the concentrates, continuous operation during the life of the lease and specifically set out that no ores can be brought in from a foreign lease for custom milling nor can any ore be removed from the lease for milling. The ownership of the tailings remains with the land-owner.

Jan 1, 1931

CVRD was established on June 01, 1942, during the Second World War, through an agreement between Brazil, the United States and the United Kingdom, to produce 1.500.000 tons/year of iron ore from Itabira mines in the State of Minas Gerais. As a result of several circumstances and political problems (the end of the 2nd World War reduced the Anglo-American support to its development and implementation), the venture just reached the originally targeted production 10 years after its establishment, operating within a mine, railway and port integrated system. Currently, this operational system from the South of Brazil owns mines in the State of Minas Gerais with an annual capacity of approximately 65 million tons, 900 km of railways, of which more than 500 km is a double line railway, six pelletizing units and the Port of Tubarao for ships with large carrying capacity.

Jan 1, 1994

By K. Chief

American Indian lands contain a vast amount of renewable and non-renewable resources that have consequently been mined (Smith and Frehner). Therefore, it is understandable that tribes are concerned about environmental impacts from mining and their ability to minimize and mitigate these impacts. This has created a need to better understand mining and its environmental impacts. The University of Arizona Superfund Research Program Mining educational modules developed educational modules for tribal colleges focusing on environmental impacts of mining, remediation of mining wastes, and sociocultural impacts of mining. Educational modules are independently packaged units of study designed to enhance the learning process and can be modified and adapted to different learning scenarios and objectives. In addition to providing specialized knowledge, the modules feature hands-on activities, incorporation of technology, student involvement, discussion, and exchange of ideas. Modules will aim incorporate traditional ecological knowledge and approaches that promote effective science learning for native students. Modules are designed to augment existing associates of science programs (e.g. biology, chemistry) currently offered at tribal colleges and can be modified for use in K-12 education and for non-tribal audiences.

Feb 23, 2014

By W. R. Sharp

The ability to target, delineate, excavate, and produce local resources is essential to the establishment of man's long-term presence in space. Many procedures and equipment utilized to mine resources here on Earth may be directly applicable on the lunar surface, while others may need extensive redefinition and development. This paper compares, for a lunar base, the alternative of burrowing into and below the lunar surface with that of surface mining. A conceptual underground mechanical excavator is presented.

Jan 1, 1991