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By Dan Michaelsen, Warwick Stewart

"PT Kaltim Prima Coal (KPC) is a large-scale truck and shovel operation mining thermal-coal in East Kalimantan, Indonesia. The operation produces 15 million tonnes of coal and mines over 120 million bank cubic metres of overburden annually. Approximately 35 percent of the waste rock is classified as potentially acid forming. Acid drainage must therefore be managed to prevent acid formation from spoil dumps and mined-out areas.KPC aims to prevent acid production in dumps by covering potentially acid forming spoils with materials identified as non acid-forming. The covers, built to engineering standards, minimise the flux of oxygen and water to pyritic spoils, thereby controlling the oxidation reaction, and reducing ARD discharge to negligible rates. Cover designs and cover materials vary according to stability, materials availability, equipment availability, and cost effectiveness. A modified field net acid generation (NAG) test procedure has been developed at KPC to identify and segregate overburden geochemical types. This paper discusses the ARD management strategies and operational procedures adopted by KPC to manage potentially acid forming waste rock. The development and field application of the NAG procedure at KPC is presented in a companion paper. Analytical"

Jan 1, 1999

By Bastias J

The Ranger uranium mine has operated in the Kakadu region of the Northern Territory since 1979. The mine's water management system was designed to cater for the wet-dry monsoonal climate and to satisfy the recommendations of the Ranger Uranium Environmental Inquiry - Second Report, 1977 (The Fox Report) with respect to environment protection. The Fox Report advised that the aquatic ecosystem of the region must be protected and that the mine should collect all runoff from disturbed areas. Furthermore, the mine was to operate as a no-release system until release standards, based on the experience of several years of operation and on the results obtained from monitoring and scientific investigations, could be established. Monitoring and research data have now been collected for a decade. it is evident that lower-than-expected concentrations of chemical constituents are present in the runoff waters which are retained on site. Standards have been established for the release of these waters to the streams when in flood during the wet season. Mine water quality data and release standards are presented. It can be confidently concluded that controlled release will not cause detriment to the aquatic ecosystems of the Kakadu region. The Ranger operation has demonstrated that environmentally responsible management of mine waters is feasible for future mining ventures in the Kakadu region.

Jan 1, 1988

By R. R. Guzman

In this study, the "Mine Project Risk Management" methodology, MPRM (Botin et al. 2011), has been applied to characterize the sources of uncertainty and to quantify risk in the mining engineering stages of Block Caving mining method. As the result, rock mass caveability and ore fragmentation were identified as the two most relevant parameters of this process and a methodological model has been developed to quantify the risk associated to each of these two parameters. Furthermore, the applicability of the proposed model has been validated using as a case study the Chuquicamata Underground Mine Project in Chile.

Feb 23, 2014

By A R. Penney

Since mining-induced seismicity first became apparent at the Beaconsfield Gold Mine in 2002, there has been an ongoing program of geotechnical investigations to understand the phenomenon and allow for the development of strategies to manage the risks it posed to personnel, the business and the community at large. Studies resulting from a seismically induced rockfall on Anzac Day 2006 have been extensive, and have advanced the understanding and management of seismicity at the mine. Enhancement of the mineÆs seismic array, implementation of extensive monitoring of ground behaviour, improved ground support and reinforcement design, and ongoing numerical modelling provide a technical framework for the management of seismicity. In addition, extensive involvement of the workforce in risk assessment and the development of standard work procedures (SWPs), has contributed to a æbest practiceÆ approach to manage seismic hazards at the mine.

Jan 1, 2008

By M. D. Strachan

Technical & Procurement Services Limited (TECHPRO) in Ashford, Kent, UK, have been appointed as Project Managers for the major rehabilitation of the Copper Smelting complex of Nkana Division, Zambia Consolidated Copper Mines Limited, (ZCCM) Zambia. In outline, the overall scope covers three main areas: a) Transfer and implementation of new technology into Zambia for the production of primary copper. b) Replacement of gas collection and gas treatment circuits to guarantee high quality feed to the acid plants. c) Completion of a number of minor projects in the copper smelter and associated utility plants to complement changes in the primary smelting technique. This paper describes the Project Management methodology and style used by TECHPRO to tackle typical problems that arise in retrofit projects of this type. Reference is made specific aspects of the smelter projects to illustrate solutions to the problems. The subjects. addressed highlight the complexities not only of having a -Client 5,000 miles from the Project Office, but also the difficulty of co-ordinating and controlling the performance of min sub-contractors who are also geographically distant.

Jan 1, 1991

By P. Turcotte, E. Karampinos

"Construction of underground excavations in squeezing ground conditions faces several technical challenges that can result in delays in production and high costs due to rehabilitation. A review of the behaviour of drifts under squeezing ground conditions was undertaken at the LaRonde mine. In particular it focused on implemented strategies to control the observed large deformations. The mine experiences a large range of squeezing ground conditions, mostly driven by the presence of foliation and high stresses. This results in large deformations over one meter in radius. A comprehensive ground control strategy has been implemented with the aim to manage, rather than arresting drift closure. The evolution and effectiveness of the employed support strategy are discussed based on documented field observations. In complement to the field implementation numerical models are used to provide further insight on the observed squeezing conditions.INTRODUCTIONThe development of underground excavations under squeezing ground conditions is usually associated with excessive rehabilitation and significant failure of ground support due to large deformations. Cost research case studies have concentrated on squeezing ground conditions in tunnelling. An overview of the methods used for the identification and quantification of squeezing and the numerical methods for the simulation of these conditions in tunnelling has been provided by Barla (2002). Numerous support systems that can manage ground deformation are available for civil engineering tunnelling. Nevertheless, the use of these systems in mining would result in high support cost and production delays. Mining operations have higher development rates and shorter service life. This study focuses on the behaviour of underground excavations under squeezing ground conditions in hard rock mining.In a mining context, the magnitude of deformation is usually higher than in civil engineering tunnelling as there is a higher tolerance for operation purposes. Potvin and Hadjigeorgiou (2008) noted that in mining, squeezing is encountered when the total displacement of an excavation reaches at least tens of centimeters over the life expectancy of a supported drive and is associated with considerable damage to the ground support."

Jan 1, 2015

By Leggate J

In the past many coal mining projects commenced without any consideration being given to eventual site rehabilitation. Now that site rehabilitation is assuming greater importance with changing community expectations, and standards are becoming less negotiable, it cannot be ignored in either the development of mine working plans or economic models. The "unspecified" rehabilitation measures associated with many existing projects will be the subject of debate for some time to come yet. It would be wise to plan for the future. Once an agreeed standard of rehabilitation is accepted, good management involves considering practices which will facilitate eventual rehabilitation at least cost. Without planning for rehabilitation, many mines have adopted practices which are likely to result in very expensive rehabilitation measures and impact significantly on the overall profitability of the ventures. With adequate planning, procedures can be developed which achieve the same short term goals without significantly effecting cash flow but with very significant impacts on the final rehabilitation cost. This paper looks at the disposal of tailings and overburden in the coal mining process. The industry has in the past had an obvious preference for the "perceived" cheaper procedures for waste management such as wet disposal of tailings and high dumping of overburden. There are alternatives. The paper discusses the principles which should be incorporated into tailings and overburden disposal systems and identifies viable alternatives.

Jan 1, 1991

By R. Armstrong

Due to limited available level ground, Nkomati Nickel Mine cut a weathered rock slope at the base of a mountain spur in order to create a platform for construction of the primary crusher plant and run-of-mine stockpiles. As space is limited around the mining area, ore processing at Nkomati is based on a high reliability of flow of material through the crusher plant, with minimal usage of other and larger designed stockpiles. Evidently, any crusher plant shutdown will render the mine as a whole unproductive and put excessive strain on the medium- to long-term large ore stockpiles, the deposition rates for which are restricted by founding material consolidation requirements. At the onset of the 2012 rainy season, movement was identified on the slope monitoring system and cracks developed on the slope. After a minor failure on the crusher slope an assessment of the slope stability was conducted and a slope management plan recommended, which included deployment of real-time monitoring. An evaluation of the conditions leading to instability was conducted and the likely causes for the failure identified. A full evaluation of the slope monitoring, rainfall, and mining conditions was undertaken and movement triggers were determined. This paper describes the events leading to the development of the failure and the evaluation of the monitoring data to determine a management plan for the failure that allowed for minimal shutdowns of the primary crusher.

Jan 1, 2014

"Ore deposits containing rare earth elements normally contain small amounts of the radioactive elements thorium (Th) and/or uranium (U). These are the naturally-occurring isotopes U238, U235, and Th232 (and associated decay-series daughter products) that are ubiquitous in nature, and that contribute a small percentage of the natural background radiation exposure encountered by humans. The presence of these radioactive materials in the ore deposit creates potential hazards to human health and the environment that must be dealt with properly in the mining, processing, and refining of the ores, as well as management of waste streams and residues. This paper presents an overview of the environmental and safety issues associated with U and Th, with particular emphasis on rare earth mining, processing, and refining projects; the regulatory approaches followed to ensure that rare earth deposits are developed, operated, closed, and decommissioned safely; and the development of information during the project predevelopment work and permitting processes that feed into the design, operation, and closure of tailings impoundments and milling/separation/refining facilities. Case studies will be presented subject to the availability of relevant public information. INTRODUCTIONNearly all ore deposits containing economically-recoverable rare earth minerals also contain small amounts of the radioactive isotopes for the elements thorium (Th) and/or uranium (U) and their associated radioactive decay products. Therefore, the handling and management of these materials in mining and mineral processing operations must be performed so that workers and the environment are protected from harm from Th and/or U (and their radioactive decay products), just as they must be protected from any other potentially harmful constituents present in the ore or introduced in processing. Examples of these might include ores with high sulfide content, which may pose a risk of acid rock drainage, or chemicals used in ore processing and metals production.The purpose of this paper is to present information on how rare earth mining and processing projects with ores containing Th and/or U can be developed, operated, and decommissioned safely according to applicable regulations intended to protect worker health & safety and the environment.It should be noted that some countries are considering developing Th as a feedstock for producing nuclear energy, which could have some effect on future development of rare earth ore deposits. To avoid confusion, that issue is not discussed in this paper."

Jan 1, 2012

By D. W. Mitchell

Never increase, reduce, or remove ventilation without unquestionable, compelling reasons. This rule applies every day as well as when fighting fire, attempting to find survivors, or recovering the mine. Right now in some mine a miner is adjusting a regulator in one place to get more air into another. The chances are the desired result will be achieved. Has the miner done a good thing? NO! Solving the immediate problem reinforces the belief he or she can do it again. That "again" might be, to give but one of many examples, the explosion in Greenwich No. 1 Mine. Robbing the proverbial Peter can be the prelude to disaster in a mine. Reducing the airflow is a common practice when fighting a mine fire. In fact, some people have been taught to do that at MSHA's academy. People who believe that to be proper must be people who never experienced a fire. To fight most fires you have to scramble to get enough air. An explosion demands totally different "thinking". If people are soon to go into the mine, DON'T adjust the ventilation. If teams are in the mine, each affected area must be explored or sealed before making any ventilation change.

Jan 1, 1993

By Clark Woodland, William E. Stanley

Mining companies have been required to enter a "new era of management" in the 1980's as they strive to become more efficient in an increasingly competitive market place. One response for many companies has been to modify their mine accounting systems to make them more effective for cost control and decision-making. This paper discusses some of the major issues in developing and implementing a standard costing system as part of improved management reporting and cost control procedures. It describes the key features and benefits of a computerized standard costing system with particular emphasis on budget-setting and variance analysis. It also identifies important factors to be considered in order to achieve successful project planning and Implementation.

Jan 1, 1987

By M. J. deBastiani

The uranium producing division of Denison Mines Limited operates a 6,000-ton-per-day integrated mining unit in the Algoma area of Ontario. The property is located approximately one and one-half miles from Highway I 08, eight miles north of the town of Elliot Lake. The property was staked in 1953, diamond-drilled in ?late 1954 and 1955, and put into production in 1957. Since that date, the operation has produced $250,000,000 worth of uranium oxide from approximately 11,000,000 tons of ore milled, and paid $18,000,000 in dividends to its shareholders. The operation employs about I000 people, and monthly operating costs are approximately one million dollars. From these figures alone, it is obvious that it was necessary to develop and institute an adequate set ?of controls for effective management at all levels of supervision over a period of four years, a system of production and cost control was developed that enables us to effectively measure the pulse of the various phases of the operation at any given time.

Jan 1, 1963

By R. L. Hills

America's industry uses about 44% of the total energy consumed by the nation directly as fuel burned in industrial plants or indirectly as fuel burned by utilities to provide electric power. In addition, industry requires raw materials or feed stocks derived from fuel sources or having fuel value. This represents about 11% of total U. S. energy consumption, bringing industry's portion to about 55%. Adding that portion of energy consumption required by the transportation sector to move raw materials, intermediates, and finished products, the total energy impact of industry approaches 213 of total U. S. consumption. It is obvious that American industry has the largest share in the task of balancing energy demand and supply. What are we going to do? -- We must increase the supply of energy and increase the beneficial results obtained from each unit expended. Both avenues, unfortunately, are limited in extent and speed. Increases in supply cannot occur without drastic and permanent increases in cost. These increases in cost are un- desirable and inflationary but do provide incentive for the rational businessman to expend the effort and money required to improve the effectiveness of energy in industry.

Jan 1, 1975

The 1990s present many challenges, not the least of which is in the area of health and safety. Integrating of safety and health into the management process to suit the overall needs of a company will require commitment. Organisations which consistently perform to high success levels do so because they plan it that way. By using tools of total quality management, the potential to continually improve all safety processes exists. The successful integration of total quality measurement principles used in the improvement of safety processes, and the measurement of performance-based activities allow for prevention of accident causing scenarios and performance improvement.

Jan 1, 1993

By Paul D. Tomlingson

The difficult and often harsh working environment of the mining industry can stress both personnel and equipment to the extreme. Often, the unintended consequences of this environment lead to confrontations between departments, as each goes about its tasks of mining, maintaining or supporting these activities. On occasion, the confrontations may result in criticism of other departments for perceived or real sins or omissions. The offended department may not be able to change the circumstances, but can only complain while frustration persists. The most effective solutions are the actions of the mine manager. By establishing mutually supporting roles of each department and specifying conditions for the interactive conduct of maintenance, the mine manager can better assure that the inherent problems of the mining environment are neutralized.

Jan 1, 2011

By John MacDonald

An unstable economy has shown businesses what the mining industry has known for decades ? a successful business location today may not succeed in the future. Unexpected expenses, natural events and workforce changes have a big impact on the costs of production. To help focus production and maintenance budgets, mining executives are increasingly turning to production metrics to make key decisions. Role of mine and mill data Companies employ a variety of information systems to allow employees to accomplish their operational tasks, and each worker is focused on the metrics, or key performance indicators (KPI), for his or her individual function. For example, machine operators monitor throughput and cycle time to keep the machines running continuously and to meet daily production quotas. Meanwhile, the maintenance teams monitor machine performance, overall equipment effectiveness (OEE) and meantime between failure to predict and help prevent downtime.

Jan 1, 2013

By M. Ruel

In today's highly competitive worldwide market, it is becoming extremely important for managers to make sure that all resources are used where needed the most. That way, all resources are generating added value, process control equipments are maintained in an optimal state for best performance, and final product is produced at least cost. Performance monitoring is the only way to ensure that everyone is working on top priorities toward the same goal. How can we add value to these warehouses of data? The data is there and the information is hidden; it is just waiting to be extracted. A process performance monitoring system is able to determine if a loop, a system, a unit, or a plant meets the expected performances. The system prioritizes the areas that need attention. It also provides historical reports of the plant status by areas, by loops, and by identified problems. This information is provided to different categories of users in an appropriate format for each one. The system also includes diagnostics and tools to detect and analyze problems.

Jan 1, 2007

By John Campbell, William Trahant

"Total Quality Management (TQM) is becoming a reality in the mining industry. Widely adopted in the manufacturing and services industries, TQM has become the operating style of choice in numerous mining companies across the Americas and Australia. Iron Ore Company of Canada, Inco, MSA, Graniterock, Magma Copper, and CRA's Hamersly Iron - all are pioneers of TQM. These companies and others are confronting the challenges of implementing TQM and are managing the changes required of their people and cultures. What these companies are doing, why they are doing it, and how they are successfully managing the changes are the subjects of this paper.Driving the need for change in these organizations are a host of issues, some of which all mining companies are facing. Requirements from customers for ISO 9000 certification is becoming one of the initial motivators for Total Quality Management. These standards, commonly used in manufacturing throughout the European Community (EC), emphasize quality in the processes that create outputs, instead of just the outputs themselves. Iron Ore Company of Canada, for instance, responding to the requirement of one of its customers, British Steel, has become one of the first mining companies to meet the quality standard. Suppliers who meet the standards are highly desirable to customers who are themselves operating under the ISO or their national quality guidelines."

Jan 1, 1995

By P Brown, M Nagarajan, A Green, P Dare-Bryan

Coal loss is an important issue at many coalmines, with losses of five per cent being common. The type of loss varies from mine to mine but is dependent on mine strata, the drilling and blasting processes applied and the mining method used. Typical coal loss mechanisms from the drill and blast process are coal roof damage and edge loss. Usually a reduction in coal loss is in direct competition with the need to provide material that is well-fragmented and a muck pile that has the required cast percentage. These competing issues were addressed over a two-year period at a mine in the New South Wales Coalfields by implementing a five-step approach. This was centred around building an understanding of the coal loss mechanisms utilising proprietary heave- modelling software, measuring coal losses by comparing survey to drill and/or gamma logs and implementing appropriate coal loss reduction processes. The end result exceeded expectations with a 95 per cent reduction in coal loss. Mine excavation productivity was maintained and coal loss minimised to less than one per cent of the in situ coal block.CITATION:Nagarajan, M, Green, A, Brown, P and Dare-Bryan, P, 2015. Managing coal loss using blast models and field measurement, in Proceedings 11th International Symposium on Rock Fragmentation by Blasting, pp 429–436 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 24, 2015

By J Jones

A common problem in the mining industry is that company exploration groups operate in relative isolation to the rest of the company; resulting in poor knowledge transfer (Qureshi and Briggs, 2006) and often priority conflicts with mine geology, operations and project departments. In recognition of this problem, Newcrest created a Minerals Division responsible for stewardship and governance of mineral assets across the value chain from reconnaissance to rehabilitation. It was recognised at an early stage that effective collaboration both internally and externally would be required to improve decision making, deliver faster cycle times and improve governance.Collaboration in companies is generally associated with the introduction of new IT functions. However, modern IT-based collaboration systems and practices are relatively simplistic compared to the long-standing practices associated with collaboration and knowledge management in science and engineering disciplines such as geology and mining.The authors of this paper have started a trial of a 12-point plan for effective collaboration, which recognises that significant efficiencies can be gained and barriers to future success removed if more effective collaboration can be achieved between science and engineering divisions in a company along with external professionals and with the collective intelligence (Tapscott and Williams, 2006) of the outside world. To meet growth aspirations some companies, like Newcrest Mining Ltd, are adopting this comprehensive, step change approach by moving from a closed model the isolates mine geologists to an open and collaborative model that uses IT visualisation systems strategically. The paper describes how an open model provides people with the right work environment and the right information at the right time, which will help individuals and workgroups to work more collaboratively day-to-day. The aim is to achieve speed, focus and mitigate risk through an environment where everyone and anyone can contribute effectively (Cisco, 2008).

Aug 22, 2011