Search Documents

By L. R. Verney

A number of interrelated factors influence the economics of the sulphide smelting of copper, lead, zinc and nickel. This paper discusses these factors, mainly from a US point of view, and shows how they affect the cost of construction and operation of new and existing plants. The paper shows how metallurgical plant construction costs and the consumer price index have increased at a much faster rate than metal prices thereby making some metal mining and production operations within the USA, Canada and the EEC less profitable than operations elsewhere. This in turn inhibits new "grass roots" metallurgical developments. It is explained how retrofit of existing pyrometallurgical plants can be a more viable development than the construction of "green field" plants, especially if such retrofit improves, energy efficiencies, overall operating costs and reduces emissions of sulphur and other toxic wastes. Some aspects of metallurgical plant operation are examined, especially for copper and nickel, to show how changes in operating practices may develop in order to improve overall smelting economies, especially when developed in conjunction with objective retrofit. The paper also examines some financial aspects, especially insofar as the disparity between terms for loans offered to third world countries and the USA and the EEC are concerned and also comments upon the need, especially within the USA, for legislation to permit rapid depreciation of capital. Specific comments are made about environmental aspects, including the lack of uniformity of pollution control legislation and how environmental considerations may have some bearing of the location of future smelting operations.

Jan 1, 1983

By Lawrence S. O’Rourke

Pricing for tantalum raw materials experienced explosive increases in the period 1978-1979, and-similar declines over 1980-1982. The causes for this are examined. Negative effects on the industry are highlighted. Analysis is provided of subsequent structural changes within the industry which minimize probability of future pricing excursions. Data on markets, sources of material, and outlines of concentration and extractive processes are reviewed. The conclusion is reached that expanded sources, future flat demand, and a broader international base of industry participants are principal forces in this restructure. Flat demand is reviewed as a function of increasing application of tantalum, but in more cost effective forms. This is driven by technical advance, notably in electronics applications.

Jan 1, 1986

By R. H. O. Wagner

"This paper describes the bench testing, pilot plant studies of alternative flowsheets, to determine the feasibility of gold recovery, by carbon in pulp extraction, in the Schumacher Mill gold flotation tailings. The economics were calculated based on pilot plant recoveries and actual industry operating costs.The economics of the carbon in pulp treatment of the gold flotation tailings were not justifiable. The economics of desliming the gold flotation tailings followed by carbon in pulp treatment were marginal, but favourable. INTRODUCTIONPamour Porcupine Mines, Limited is a gold, silver and copper producer located in Timmins, Ontario. In 1983 the head grade of Pamour's gold ores averaged nine one hundredths of a troy ounce of gold per short ton.Pamour operates two area mills to concentrate the gold ores. Free milling gold ores are processed at the Pamour One Mine mill, whereas the refractory carbonaceous gold ores, and complex gold, silver, and copper sulphide ores, are processed through the Schumacher Mine mill.The complex Schumacher mill feed ores do not all react favourably to flotation methods, consequently this study was commissioned to investigate the feasibility of the carbon in pulp cyanidation of the Schumacher mill gold flotation tailings. These tailings contain ten to fifteen percent of the gold in the mill feed. During the study period, the average grade of the Schumacher mill flotation tailings was nine one thousandths of a troy ounce of gold per ton, or one quarter of a gram of gold per metric tonne."

Jan 1, 1984

By Mark David Rankin

This paper represents a general assessment of the primary factors driving the market for mobile offshore drilling rigs and the utility of those factors as choice variables for the offshore drilling program planner.

Jan 1, 1982

By Nicola Robjohns, Kenneth A. Grace, Jane Spooner

"The important volume end use sectors for the rare earth elements and yttrium continue to be in steelmaking, petroleum cracking catalysts and glass polishing. The market sectors which may provide future high volume demand, to replace the older sectors where demand has declined over the past decade, include magnets, automobile catalysts, ceramics and superconductors. Increases in production capacity in all major rare earth producing countries are expected to restrain large price increases for high purity rare earth oxides over the short term. A sharp increase in demand for yttrium in advanced ceramics and superconductors would lead to a shortage in separation capacity, however, and to a corresponding rise in prices for separated rare earths.IntroductionWhile visiting the Geology Department of the University of Toronto in 1981, Professor Lu from the Institute of Geochemistry of Academia Sinica at Gweiyang in China introduced one of his seminars with the observation that in China, rare earths are not rare at all.Indeed, while being rare in terms of abundance as measured by, say, the Clarke scale, the rare earth elements, like many other low abundance elements, are subject to geological, geochemical and mineralogical concentration.The rare earth elements comprise the fifteen inner transition elements of Group IIIB, Period 6, of the periodic table, from lanthanum to lutetium (the lanthanides), as set out in Table 1. The rare earths constitute a distinct group as they have extremely similar chemical characteristics due to the uniformity of their outer electron shells. The element yttrium is usually, by convention, included in the rare earth group as it occurs with the rare earths in nature and has properties very similar to them.The rare earths are divided into two subgroups, the ""light"" rare earths, made up of the first seven elements of the series, lanthanum to europium, and the ""heavy"" rare earths, comprising the remaining eight elements, gadolinium to lutetium, plus yttrium. These two subgroups are also referred to as the cerium subgroup and the yttrium subgroup, respectively. The subdivision is based on differences in the atomic radii resulting in somewhat different properties for the two subgroups."

Jan 1, 1991

By Greg Andrews, David Dreisinger

The Foxtrot deposit of Search Minerals contains a range of rare earth element containing minerals including allanite, fergusonite and bastnasite. The Search Minerals Direct Extraction Process for treating these minerals involves coarse crushing of the ore to -6 mesh (3.45 mm), acid treatment at 200 °C in a novel reactor configuration, water leaching, various purification steps to reject iron, aluminum and uranium/thorium (present in small amounts) and finally precipitation of rare earths as an oxalate and calcination to form a mixed rare earth oxide product for refining. The economics of the process are presented.

Mar 1, 2017

By Kenneth C. G. Heath

The paper point out the economics importance of the Torco process as lubricant and fuels of the motor in the mining. It is possible to envisage an arrangement in which TORCO would be used to treat a sulphide ore, the acid used to dissolve the metallic ccoper in the concentrate and the copper produced in cathode form by electrowinning. However, there are studies point out that it would be as profitable as conventional flotation, smelting and refining. To carry out full testing of the TORCO process on anyore would be expensive, involving sending several hundred tons to one of the pilot plants located in Johann esburg or Milan. Such pilot plant testing should & be considered as confirmatory rather than exploratory, and a good economic case for using theTORCO process would have to be made out based of mallet scale testing before in curring the larger expense.

Nov 20, 1969

By George W. Land

For the year 1985, the U.S. coal industry produced 881 million tons of bituminous coal and lignite. Domestic consumption amounted to 814 million tons. The electric utilities consumed 689 million tons, almost 85 percent of total consumption, over 78 percent of production. In May, 1986, the NCA forecast that with moderate growth rate averaging 1.9% per year from 1985 through the year 2000, production could reach 1,176 billion tons and domestic consumption 1079 billion. The estimate for electric utilities indicate 924 million tons for the year of 2000, about the same percentage of production and consumption as now experienced. Before we consider the main topic of this paper, the cost of using high sulfur coal, let us examine the coal use patterns of the last 25 years, the changes in those patterns and consider the reasons for those changes. Table I shows those changes.

Jan 1, 1986

After a stagnant performance in 1982, gross national product (GNP), industrial production, and employment increased during 1983 in nearly all industrial nations, with the U.S. performance generally leading the uneven worldwide recovery. Real U.S. GNP increased 3.3 percent in 1983 (table I). Although investment in nonresidential structures declined, total nonresidential fixed investment in the United States was up 1.5 percent following a 1982 decrease. The increase in worldwide industrial activity and demand in 1983 put greater pressure on prices in many countries. Prices increased from less than 3 percent in the Federal Republic of Germany, Japan, the Nether-lands, and Switzerland to as much as 10 percent in nearly all the other Organization for Economic Cooperation and Development nations. The annual inflation rate in the United States was 4.3 percent (based on the GNP fixed-weight price index).

Jan 1, 1984

By Julius G. Chang

Against the receding background of the October stock market crash and the December overhang of inventories, the economy began with a shaky start in 1988. As 1988 began, the Administration's estimate of real growth for 1988 had just been reduced from 3.5% to 2.4% and economists and other ob-servers were concerned that the expansion that was 5 years old might be near the end and that a recession might be around the corner. The ensuing moderately strong economic activity, however, belied all the negative signals that were evident earlier, and the real GNP continued to grow at an estimated 2.3% annual rate during the first quarter of 1988, extending the ongoing recovery into the sixth year (table 1.). The relatively accommodative policy of the Federal Reserve Board (the discount rate was cut by 0.25% in January), a strong performance by the export sector, and the revival of consumer spending were major forces underlying the economic strength. But as the quarter drew to a close, signs of tight capacity utilizations were apparent in many of the export and capital goods sectors, including textile, chemical, plastic, metal, and machinery. Employment was at a record high level while the unemployment rate was close to a historical low. Prices were rising at a faster pace than those of 1987, and the dollar resumed its slide after a brief recovery in January and February. These factors gave rise to the fears of higher inflation. Long-term interest rates increased, casting a pall over the prospect of a robust growth for the rest of the year.

Jan 1, 1988

KARL A. PAULY,* Schenectady, N. Y.-We are deeply indebted to Mr. Hobart for a record of the actual experience of the Lehigh Coal and Navigation Co. with electrification. One of the essential features of this test is that it was made under actual operating conditions. In one of the western mining districts I was once discussing the electrification of a large hoist with a mining operator, who told me that they had made a very thorough test and that the results were such as to indicate that electrification was not warranted. When questioned regarding the test, he said that they had called on the mining college in the Territory for assistance, and one of the instructors and a group of students had made the test. They first cleaned the boilers and then operated them at a' continuous load, using the maker's guaranteed steam consumption per indicated horsepower as a guide in estimating the steam consumption under actual hoisting conditions. Such a test is absolutely valueless. The efficiency of the boilers 'is affected by the intermittent demands on the steam. The standby losses, as indicated by Mr. Hobart's paper, are quite equal to the actual fuel consumption required to do the work; very frequently, also, the cost of repairs is either omitted or underestimated. One noticeable feature of Mr. Hobart's tabulation is that there is no mention of steam consumption. Intentionally or otherwise, the steam-hoist builders have befogged the question by making a great point of the steam consumption of hoists. The operator is not at all concerned in steam consumption; it is the actual cost of operation that he is interested in, and it is a comparison between the cost of operation of the two systems, all factors being considered, that should determine the choice. The steam consumption, or its determination by test, is only one step in the problem of estimating the fuel consumption, which, in an actual installation, can be directly measured much more accurately, as was done by Mr. Hobart.

Jan 4, 1918

By R. D. Mollison

"Ecstall Mining Limited was formed to operate the Kidd Creek mine, discovered by Texasgulf Incorporated in 1961 the orebody is geologically very complex, containing rich values of zinc, copper, silver and lead. The first phase of the operation involved an open pit, railroad and concentrator complex, which was under construction in 1965 and began operations in late 1966. The open pit, with rim dimensions of 2,000 by 1,000 feet, was computer-designed and highlights excellent wall control and efficient ore extraction and grade control. The railroad was built over the worst type of muskeg country, but it has been well maintained, resulting in an uninterrupted supply of ore in the trains. The 10,000-tpd concentrator, located 17 miles from the mine, is highly instrumented and automated. It features computer control of reagents and, in addition to the copper, zinc and lead flotation circuits, has a modern gravity tin plant. The concentrator is large, because very fine grinding is required for good metallurgy and nearly 2,500 tons per day of concentrates are produced. In 1969, work was started on the underground mine to take over from the open pit; it began partial production in mid-1973. The mine is highly instrumented, has a ramp from surface, a high-production shaft, an underground gyratory crusher and an efficient orehandling system, and employs the latest mining techniques. The electrolytic zine plant, rated at 120,000 tons of slab zinc per year, started operation in April, 1972, with batch leaching and purification circuits. It has been converted to continuous leaching and is now in the process of converting to continuous purification. Further modernization and automation will be carried out in the next few years. Five service departments support the five operating departments. These are maintenance, engineering and technical services, geology, administration and employee relations. How these ten departments function and work together using the most advanced technology to produce an efficient operation is the main theme of the Ecstall Story."

Jan 1, 1974

By G. Merle, David L. McKay, Elmar Randveer

"THE ENGINEERING AND TECHNICAL SERVICES department is responsible for supplying the following services:1. Administration and co-ordination of the work required for capital projects.2. Engineering, design and drafting services for inplant changes or improvements as requested by the operating• and maintenance departments.3. Rock mechanics.4. Preparation of plans and layouts required for efficient extraction of the ore as mutually agreed with the mine operating departments.5. Mine planning and long-term schedules in co-operation with the mine operating departments.6. Grade control (long term and short term) and the preparation of ore and waste removal schedules to maintain a uniform grade of mill feed. This also includes the calculation of metal reserves and metal production forecasts.7. Surveying, underground and surface.8. Operations research at the mine site.9. Industrial engineering.10. Chemical analyses and assays.11. Instrumentation.12. Environmental control.A staff of approximately 35 supervisors, engineers and scientists, and 80 technicians, supply the foregoing services. Consulting engineering and drafting firms are used to supply specialized services and technical personnel in-house at Timmins to handle overloads on capital projects under the direction of Ecstall engineers.The operating and maintenance departments depend on the engineering department to supply engineering, design and drafting services for any new facilities or for any planned alteration to existing facilities. To do this efficiently requires a high level of communication and co-operation with these departments. This has been a major factor in developing the present organization of the department shown in Figure 63.The organization is predicated on a strong central technical and engineering resource from which personnel can be assigned responsibilities for different projects, and in different areas, as the work load demands. Job satisfaction is very high because of the variety and challenge in the tasks. Additionally, participation in projects with production and maintenance personnel broadens each technical employee's knowledge of operating and maintenance problems."

Jan 1, 1974

By Albert W. Scragg

"THE ADMINISTRATION DEPARTMENT consists of six sections, all with their own supervisors, reporting to the superintendent of administration. Although each of these sections is uniquely separate, they all work together, in one department, to provide very necessary services.1. Accounting 2. Purchasing 3. Warehousing 4. Data Processing 5. Inventory Control6. Office ServicesThis department, which now numbers 108 people, had its birth in an office over a hardware store in downtown Timmins in 1964. Initially, only basic accounting and purchasing functions were performed and these, of course, were on a very small scale. The growth of the administration department is a function of the growth of the company."

Jan 1, 1974

By Michael P. Amsden

"THE ECSTALL CONCENTRATOR is situated adjacent to Highway 101 and the Ontario Northland Railroad, 15 miles east of Timmins, Ontario. Ore is delivered to the concentrator by rail from the mine, which is 17 miles northwest of the plant. Power and fuel are obtained from the hydro and natural gas lines which pass close to the plant site. Water is obtained from the Frederickhouse River, 6 miles east of the concentrator. The main concentrator building is a large structure 500 by 640 feet by 90 feet high and contains facilities for fine crushing, crushed ore storage, grinding, flotation, tin recovery, concentrate handling and reagent handling. Located in the same building are the machine shop, warehouse, metallurgical laboratory, pilot plant, men's change room, sample preparation area and an assay laboratory. The general concentrator layout is shown in Figure 47. Originally designed to handle 9,000 tons per day, the concentrator now treats 10,000 tons per day. Two different ore types are processed by selective flotation in three individual circuits to recover copper, lead and zinc concentrates. In 1973, another circuit was added to recover pyrite and tin concentrates from the combined zinc tailings of the three main circuits."

Jan 1, 1974

By Edwin G. Sharp, Frank S. Gaunce, George M. Freeman, Denis J. Kemp, Eric Dulson, Paul Salmon, Ernest R. Hamilton, Carl E. Parden

"THE ECSTALL ZINC PLANT was built for the treatment of the Kidd Creek zinc sulphide concentrates. Construction proceeded throughout 1970-71, with operations beginning in April 1972. The two concentrate types treated differ principally in minor impurity and precious metal contents. Processing flexibility was required to allow efficient recovery of the by-products, especially cadmium, copper and silver. The conversion of the zinc sulphide concentrates to end products follows a sequence of operations that are common to most electrolytic zinc plants and typical of the ""Tainton- Jephson"" flowsheet.1. Roasting in air at an elevated temperature to convert the metal sulphides to soluble metal oxides (calcine) and sulphur dioxide. The sulphur dioxide is converted to sulphuric acid in a contad plant and shipped by train to market.2. Leaching of the calcine in spent electrolyte to effect extraction and recovery of zinc as zinc sulphate solution, leaving an insoluble residue.3. Purification of the clarified zinc sulphate solution by cementation with metallic zinc dust to remove impurities detrimental to the electro-deposition of zinc or detrimental to product purity. The solids from cementation are the starting materials for secondary metal recovery.4. Electrolysis of the purified zinc sulphate solution to reduce the zinc to the metallic state while coincidentally regenerating the sulphuric acid for recycle to the leaching step."

Jan 1, 1974

By Gerald R. Larocque, Donald F. Grenville

"IN APRIL, 1965, the employee relations department (then called the personnel department) was established as a separate function within the company. Its aims and objectives were to hire an effective work force to operate the open-pit mine and the mill, which were at that time under development and construction. It was also directed to develop a sound policy for employee relations to assist the company in maintaining a stable and properly motivated work force, which included the establishment of satisfactory wage rates and fringe benefits, safety, fire protection and security. During the 8 years that the department has been in existence the scope of the company's operations has expanded to include a zinc plant and an underground mine. The work force has enlarged accordingly and now totals 1,680 employees working at the two sites, separated by 34 road miles. To cover the employee relations functions the department has a total of 29 members at the two sites. The department is organized under a superintendent, who has an employee relations supervisor, a safety director and a fire chief reporting directly to him. The employee relations supervisor, with 2 employment officers and 2 clerks, handles hiring, first-stage employee grievanoos, terminations, employee records, and the organization of company-sponsored functions and meetings. Safety, training and security are the responsibility of the safety director, who has 3 safety supervisors, 16 security men, 1 first-aid attendant and one hearing conservation technician to service the two sites. The fire chief operates as a one-man section responsible for plant-wide fire inspections and fireoriented training. Although"

Jan 1, 1974

By O'Halloran. Gerard F.

"ECSTALL MINING has installed in their plants the most modern equipment in the mining industry. At the minesite, digital blocked frequency controls are used to monitor all crushers, conveyors, ventilation equipment and pumps from underground. Distant pumping stations are monitored and controlled by radio. Modern friction skip and cage hoisting systems have been installed with static power supply designed for automatic operation. Rotary-type compressors of recent design are in service in place of the conventional reciprocating-type units. At the concentrator, the 800- and 1500-hp synchronous motors driving the grinding mills have static field excitation and pneumatic clutches, still meeting modern-day concepts, having been• installed in 1966. The maintenance work load has increased annually for the past eight years. The modern plant, with all the present-day sophistication, must have a welltrained and well-organized force of skilled workers, and a maintenance system which will supply realistic facts and guidelines. This presentation will review the relative location of plants, utilities, maintenance and services, plant maintenance control and mechanical control. It is the hope that enough information will be presented to weigh the size of the job and how the resources are utilized for controlled maintenance."

Jan 1, 1974

By George C. Coupland

"THE PRELIMINARY EVALUATION of the orebodies was computerized for tonnages and grades on a 20- by 20-ft grid. The evaluation was based on drill-core intersections over 40-ft vertical projections coinciding with the proposed bench intervals, taking the deviations of the drill holes into account. The computer print-outs gave an ore distribution and evaluation bench by bench and indicated the areas of varying mineralization. The two orebodies have a combined length of 2,200 ft. and a maximum width of 600 ft. They strike almost due north, dip about 85 degrees east and rake to the north. The computer print-outs were used to design an open pit with an over-all waste to ore ratio of 2.58:1. At the outset, the waste to ore ratio was 4:1. The pit is tear-drop shaped, with the narrow end to the south, and at the surface is 2,600 ft long by 1,800 ft wide. Ramps are 100 ft wide, with a 10% grade. The south ramp is left-handed, starts at the southeast and will continue to the bottom of the pit. A second ramp on the west and north walls runs from surface to join the south ramp at 7 bench. This ramp will handle the total pit production when part of the south ramp, from 4 bench to surface, is lost due to the underground operation. Over-all wall slopes are 53 degrees, and are laid out to avoid prominent protuberances which could relax and become unstable and potentially dangerous (Fig. 1) ."

Jan 1, 1974

By David G. Baskin

"THIS DEPARTMENT is unique in that it operates in the production stream and also provides an essential service. Its operating function consists of scheduling an ore train to haul 10,000 tons per day over 17.1 miles of track and switching all incoming and outgoing rail equipment on 2.2 miles of track at the minesite and 6.2 miles of track at the metallurgical site. The service it provides is traffic control of all incoming commodities and all outgoing concentrates, metals and acid by rail and truck, even extending to port and ship control for overseas shipments (Fig. 46). Although they cover many miles, the railroad and traffic department employees operate very efficiently, as indicated by the following organizational chart:Railroad and Traffic Superintendent ................ 1Railroad Supervisor .............................................. 1Assistant Railroad Supervisor ........................ 1Track Foreman ...................................................... 1Trainmen ............................................................... ... 4Switchmen ............................................................... 4Trackmen ................................................................ 10Traffic Supervisor ................................................ 1Clerk Steno ............................................................ 1Clerks ...................................................................... 3"

Jan 1, 1974