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By J. W. Goss, M. J. Coolbaugh

Most grouting has been done to stop water flaw in mines and for stabilizing foundations of various man-made structures, a survey of the U.S. literature reveals. Apparently Sun Manuel is one of the first mines in this country to use grout extensively underground for strengthening and stabilizing ground in drifts, shafts, and stations. A comparison with other procedures as well as details of the Sun Manuel program are covered. The employment of pressure grouting as a ground stabilizer at the San Manuel Copper Corp. mine reduces delays in both development and production, lowers costs, and makes possible safer working conditions. It specifically reduces delays in haulage operations and permits the maintenance of normal ventilation. In development work this grouting allows faster excavation by cementing together highly fractured or broken ground that otherwise would require extensive cribbing or spiling. In drift repair, it consolidates the loose or fractured rock over the timber or steel drift supports, thus decreasing the frequency of repair, lessening the hazards from falling rock, and curtailing delays due to blockage of drifts by muckpiles and repair operations. Pressure grouting is the process of pumping an accurately controlled mixture of cement and water into loose, fractured, or porous rock. The ratio of water to cement varies according to the nature of the rock encountered, from the thinnest mixture of 30 gal of water per sack of cement, used to fill very fine fissures, to very thick grout of 5 gal of water per sack of cement, used to fill large fissures or extensive areas of loose, broken rock. The pumping pressures at San Manuel vary from about 100 to 1000 psi, depending upon the compactness of the rock, while at other mines the pressures sometimes go as high as 5000 psi. In order to grout an area in which ground water is encountered, the pumping pressure of the grout must be increased by an amount equal to the pressure of the ground water. GROUTING IN DEVELOPMENT WORK The areas under development at San Manuel include many sections of loose, highly fractured rock. Prior to the advent of the grouting program, drifts, shafts, and stations in these areas could not be excavated without utilizing extensive support such as cribbing, spiling, and breast boarding. This slowed down the development work and increased the costs considerably over that required for excavating in more competent ground. Now, when a particularly bad area is contacted, the mining is temporarily stopped while the bad portion of drift or shaft is grouted. After the grouting is completed, the excavating is resumed with an approximate decrease of 50 pct in lost time and costs. Grouting in Drifts and Turnouts: The grouting procedures and patterns used in drifts and turnouts are very similar. The standard procedure for grouting such a turnout is shown in Fig. 1. After the ground is supported as well as possible with cribbing or lagging, the gaps between the back lagging and side lagging are plugged with empty cement sacks or additional timber, if necessary. The ground surrounding the proposed turnout is then grouted in two stages. In the first stage, the broken and caved rock is drilled and grouted to a depth of 5 to 10 ft, depending on the depth of the broken rock. This stage forms a grouted seal that allows higher pressures to be used at depths beyond 10 ft without developing excessive leaks at the face. After a grout hole is drilled, a 10-ft long pipe is wedged tightly into it with empty cement sacks. Grout is then pumped into the hole until the pressure reaches 200 to 300 psi, and the pipe is subsequently removed if it hasn't become cemented in. No more than one hole at a time is drilled and grouted because the grout has a tendency to go from one hole into another, plugging up the latter. Five or six holes are usually adequate for the first 10 ft of grouting. Experience has shown bentonite to be a useful admixture to the grout, particularly when it is indicated that the grout is being lost into large fissures or voids. Bentonite increases the plasticity of the grout enabling it to remain in place more easily until it has begun to set. In the second stage, the longer holes are drilled through the previously grouted rock, after which the

Jan 1, 1961

By John L. Bonus

"WITHIN THE BROAD PARAMETERS implied by the title of my speech, I propose to deal more particularly this evening with a subject the many aspects of which have constituted the essential elements of one of the main thrusts undertaken by the MAC in the past two years, i.e., to create among Canadians a much greater awareness of the importance of mining and to demonstrate to them what are the many and varied benefits they derive from mining activities across their country. In other words, MINING - WHAT IT MEANS TO CANADA.I also intend to discuss some aspects of government-industry relationships.I am very conscious of the fact that I am speaking to an audience made u in large part of experts in several fields of mining and exploration activities. They will be familiar with many of the points I intend to discuss. However, without in any way suggesting that familiarity breeds contempt, might I emphasize that even in this particular forum there is justification for reiterating some of our basic philosophies and suggesting ways whereby they might be better understood and promoted.Let us first summarize the present dimensions of the Canadian mining industry."

Jan 1, 1971

By P. W. A. Mayer

"As the push toward the northern regions of Canada steadily increases to exploit the rich mineral reserves, interest is steadily rising in respect to accessibility and climatic conditions and the problems posed thereby. In twelve years of operation, the Iron Ore Company of Canada, and associated companies, have found, through advanced technology, ingenuity and, most of all. need, some of the answers to the running of a profitable year-round open-pit mining operation."

Jan 1, 1966

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.

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 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

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

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

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 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

By Donald P. Richards

Is a shaft the same as a tunnel and can it be approached in the same manner for design and construction? The most obvious difference between a shaft and a tunnel is that of orientation; whereas a tunnel is commonly near horizontal or slightly dipping, a shaft is commonly vertical or steeply inclined. As a result, design and construction methods employed for tunneling, in general, cannot be directly applied to shafts, although some of the basic concepts of behavior are quite similar. Many of the shafts that have been sunk in various parts of the world are owned by private mining companies. Each company has generally accumulated years of experience in shaft sinking and mining techniques pertinent to its particular geographic location. When a new shaft is to be sunk or an existing shaft deepened, the tendency often seems to be to continue to use the methods that have been used successfully in the past.

Jan 1, 1979

By O. T. Berge

Development and production from open cut mines continued its vigorous growth trend during the year 1968. Material handling and transportation were again exposed to the use of larger equipment with shovels, trucks and front end loaders leading the way. Highlights of World Mining Activities Africa: The Anglo American Corp. opened a new high-grade copper mine in Zambia during the year. In Angola, the Companhia Minera do Lobita planned a 3 million ton iron ore production for 1968 from new mines which will ultimately produce 5 million tons per year. A feasibility study of Bethlehem Steel Co., for the development of large high- grade iron ore reserves in Gabon, was in final stages of completion this year and Pickands Mather and Co. continued its investigation of iron ore deposits along the Ivory Coast.

Jan 2, 1969

By O. W. Borgeson, D. K. Honsberger, R. T. Bell

The Scully Mine, situated in the Labrador Trough near the Quebec-Labrador boundary, is one of the world's largest continuous ore deposits. This paper outlines the sequence of the mining operations from the planning stages to the delivery of the ore to the crusher at an average rate of 50,000 tons per day, 7 days per week. The principal equipment required to maintain this production rate includes four 12.\1.1-inch rotary drills, seven 8-cu.-yd electric shovels and a fleet of large haulage trucks. Particular attention is given to grade control, programmed by computer, drilling and blasting techniques and operational aspects inherent with open-pit mining in Canada's North.

Jan 1, 1969

By J Harris, P Kirsch, R LaBouchardiere

æMining + Health in DevelopmentÆ is a project funded by the International Mining for Development Centre (IM4DC, 2012) to develop a centralised database of corporate sustainability initiatives for managing and improving occupational and public health, based on information extracted from social and environmental reports of major mining, oil and gas (MOG) companies. This register of materials has the potential to increase stakeholder awareness of the unique health risks impacting the minerals industry, employees, their families and surrounding communities, as well as to inform stakeholders on global industry approaches to health management.Data and preliminary outcomes from analysis of different MOG corporate sustainability reports on public health and disease management are presented for six African countries (Democratic Republic of Congo, Ghana, Mozambique, Sudan, Tanzania and Zimbabwe) and six Asia-Pacific countries (Indonesia, Mongolia, Pakistan, Papua New Guinea, Philippines and Vietnam).With the minerals industry facing ongoing rapid growth worldwide, including continuous expansion into developing regions, the æMining+Health in DevelopmentÆ project will inform industry, civil society and regulators of current health management practices and programming among the different sectors of the minerals, oil and gas industries and across various regional operations. This baseline information will serve as a resource for minerals industry managers, providing a forum for sharing best practice health management approaches amongst MOG companies.CITATION:LaBouchardiere, R, Harris, J and Kirsch, P, 2012. Mining and health in development - An inventory of global resource industry health initiatives in developing countries, in Proceedings International Mine Management 2012, pp 75-90 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By J. S. Chung

As part of ongoing deep-ocean mining research, hydraulic transport systems as well as status of deep-ocean mining systems are reviewed in the aspects of manganese nodules and crusts from 800-6,000-m depth. The emphasis of the investigation of hydraulic transport is placed on the shape effect of particles on the pressure gradients and flowrates. Series of tests are being conducted to study the lift characteristics of a 2-phase vertically upward hydraulic transport of 2 types of small solid particles in a PVC pipe of 1-in (2.54 cm) diameter: irregular-shaped silica sands and equivalent spherical glass beads. Pressure drops and mass as well as volumetric flow rates were measured by electromagnetic (EM) flowmeter and mass flowmeter. The particle sizes used are 8-10 mesh. The results in turbulent flow range of 104 < Re < 105 show that pressure gradients or friction factors are smaller for the spherical beads than the sands. The larger the concentration of the particles are, the larger the pressure gradients become. The larger the particle concentration is, the less the effect of particle shape on pressure gradients becomes. The shape effect is greater for the minimum particle transport velocities than for the settling velocities.

Jan 1, 1999

By Jonathan Peck, Jim Gray

"While the mine developer looks for bigger and better orebodies in countries offering lower risks to development capital, the opera-tor of existing mines is looking for bigger and better ways to use his existing resources. Mining operations today utilize a variety of stand-alone systems for planning and managing their operations. In both small and large mines, payroll, accounting, inventory, planning, and engineering requirements are met using a combination of manual and computer-based systems.Technical advances and new enabling technologies are changing how mines are doing business. PC-based systems are allowing small operations to join the larger mines in using advanced computer-based systems. Advanced monitors are being used in maintenance to track, predict and correct the health of production equipment. Production monitoring systems are used to measure the performance of operating equipment and personnel in real time. This detailed information on how much, where, when, and by whom is being used for proactive management and planning. Ultimately, this information can be used to optimize and control the machines’ activities, eventually leading to robotic and autonomous operation of mining equipment.As the use of technology increases in mining, specific information objectives are being met but other problems are being created. The life cycle of technology is small, and as current systems are replaced by newer ones, integration problems and additional end-user training are created. In addition, onboard monitoring systems can create large volumes of data, data which are frequently archived without being analyzed. Mine operators are also duplicating efforts applying new technologies in an effort to be more competitive, but in doing so are creating interfaces which are only compatible with their own facilities. As system development moved from the centralized mainframe computer to the PC environment, the fragmentation of these systems became more pronounced.To efficiently continue in adapting and utilizing advancing technology, the mining industry needs to develop a system architecture that readily integrates as many sub-systems as possible. This will provide a framework for existing system integration and design guide-lines for future development. The Total Mining System (TMS) concept will allow a network of stand-alone functional modules to be readily integrated with minimal effort. This paper will discuss some of the current technologies cur-rently in use in some surface mine operations.In addition, a description of the information system and communications requirements that will be needed to integrate these components in the future, will be discussed."

Jan 1, 1996

By Robert D. Thomson

Land use is the single most important element affecting the quality of our physical environment. .The minerals industry is a user of land and by its very nature, directly affects the landscape. Mining is a very visible activity. Producers of sand and gravel, crushed stone, clay, cement and lime operate right at the interface of the public. These production sites must be located near population centers. People are more travel oriented than years ago and through use of the expanded interstate highway system visit remote and little-visited areas. They visit communities on their vacations, places they enjoy on weekends and places they drive past on business trips. Although not residents of these localities, they have a strong interest in changes that occur in the landscape. As a result, the public has a greater concern today about mining and its use of land. From 1930 through 1971, the minerals industry used 3.65 million acres, or 0.16 percent of the land mass in the United States (4)2/. Of the total 3.65 million acres utilized, about 59 percent was accounted for by the area of excavation, 20 percent by disposal of overburden and other mine wastes from surface mining, 13 percent by disposal of mill or processing wastes, and 5 percent by disposal of underground mine wastes; the remaining 3 percent was subsided or disturbed as a result of underground workings. Nonmetallic minerals and fossil fuels each accounted for 43 percent of surface land used during 1930-71; the metal mining industry utilized the remaining 14 percent.

Jan 1, 1976