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By Véronique Falmagne, Chantale Doucet, Thomas Côté

Production began in the Deep 1 zone of Goldex mine in 2017 at a depth of 1,200 m. Stope dimensions are 50 m high by 22 m wide (along strike) and the panel thickness varies between 22 to 35 m. The Deep 1 orebody is 350 m high by 400 m along strike and 200 m from hanging wall to footwall. The mining method is longhole with paste backfill with a three dimensional primary/secondary sequence advancing upwards in a typical chevron approach and retreating from hanging wall to footwall in a V-shape from a central panel. Mining at a depth of 1,200 m in massive granodiorite brings challenges related to seismicity.

Apr 26, 2022

By L Sandery, S Light

Within 22 months of commencing decline development, the Prominent Hill Ankata Underground Project achieved its full production rate of 1.2 Mt/a.In 2010 construction of the Ankata Underground Project was approved. Decline development commenced in November 2010 and the turnout for the first sublevel was reached by August 2011. The first stoping ore was produced in the first quarter of 2012 and production was successfully ramped up to full production during the third quarter of 2012.Diamond drilling commenced in October 2011 and was conducted concurrently with the underground development. This presented challenges as mining and production targets had to be balanced with underground exploration activities. To achieve production on schedule, without adversely affecting the diamond drilling program and future development, meticulous and adaptive planning techniques were required. This included involvement from engineers, geologists, underground operators and underground diamond drillers.The granularity of these planning techniques allowed the management and prioritisation of development and diamond drilling down to an almost hourly basis. A constant flow of information from drill assay results was fed back into the planning systems. This resulted in a constantly evolving mine plan as the orebody was further refined. High priority areas were identified and targeted to allow continued development and a successful rapid ramp up to full production.CITATION:Sandery, L and Light, S, 2014. Managing the diamond drilling interactions in commissioning the Ankata underground mine, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 75–80 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By M S. Manono, K C. Corin

The optimisation and process developments surrounding the beneficiation of Cu-Ni-PGM ores is of fundamental importance when considering the continued rise in global demand for these precious metals. The selective sequential flotation of these ores is accompanied with various processing challenges such as the successful separation of the Cu-Ni-PGMs from non-sulfide naturally floatable gangue and pyrrhotite. Reagents such as sodium iso-butyl xanthate (SIBX) and sodium carboxymethyl cellulose (CMC) have proven to significantly improve the selectivity of the flotation process in their respective roles. The use of recycled water with abnormal inorganic electrolyte concentrations can modify the selectivity of these reagents, as ions may adsorb onto minerals such as pyrrhotite, thereby hindering or promoting the hydrophocity and floatability of pyrrhotite. Process water quality effects on the behaviour of pyrrhotite may have negative or positive influence on the recovery and grades of the wanted Cu-Ni-PGMs as valuable minerals associated with pyrrhotite such as pentlandite may be affected in like manner. Thus, the impact of concentrator process water quality on the behaviour of pyrrhotite needs to be determined. In this study synthetic process water at various ionic strengths was investigated against various CMC dosages to understand the behaviour of pyrrhotite during the flotation of a Cu-Ni-PGM Merensky ore in a batch flotation cell. This study showed that pyrrhotite grades increased with an increase in CMC dosage for fixed ionic strengths whereas the recoveries of pyrrhotite increased with an increase in ionic strength until 3SPW, then a trend of a decrease in recoveries was seen with 5SPW resulting in the lowest pyrrhotite recoveries. Furthermore, this study showed that moderate CMC dosages of 100 g/t resulted in the highest pyrrhotite recovery for all four ionic strengths of synthetic process water tested. It can be said that to maximise value recovery from Cu-Ni-PGM ores, understanding the behaviour of pyrrhotite against degrading water quality and reagent suites could be of paramount importance given the sensitivity of pyrrhotite to oxidising chemical conditions.

Aug 24, 2022

By M K. Kapo, S C. Nzama

The success of a mining operation depends on the quality of data used in decision-making processes and the people involved in making operational decisions. At Olympic Dam, mine geologists form an integral part of the teams that make decisions at various key points in the mine operational value chain. Mine geologists are directly and indirectly involved in all stages of the mining process, namely, orebody definition and categorisation, mine design and planning, metallurgical processing, and reconciliation.Due to the sheer size and complexity of the Olympic Dam deposit, each mining stage has been divided into smaller units within which decisions are made in line with the overall mine operational plan. In each of these units, the decisions and inputs made by mine geologists has ensured that consideration of geological factors is made in the mining process. Over time, the mine geology team has demonstrated a systematic approach in the development and improvement of their processes in line with the mine’s operational needs, such as understanding the in-stope ore variability and maintaining a consistent ore feed to the plant. An understanding and interpretation of the mineralisation distribution, based on acquired data, has proven to be important in the definition of resource modelling parameters. These parameters in turn affect the quality of grade estimates and their downstream use in planning, production and subsequent reconciliation processes. The continual study of the geology of the deposit, and unravelling its complexity through research has been crucial to the metals extraction process. The involvement of mine geologists through each of the mine value processes places Olympic Dam in a favourable position to benefit from future opportunities that will take advantage of the increasing operational demands and production pressures, and the ever changing economic conditions.This paper reviews the role mine geologists play in the realisation of the Olympic Dam deposit, from ore to product, through their interaction and collaboration with other departments and stakeholders. This paper also highlights mining practices employed at the Olympic Dam mine.CITATION:Nzama, S C and Kapo, M K, 2014. Managing the giant – a mine geologist’s perspective to the mining of the Olympic Dam deposit, in Proceedings Ninth International Mining Geology Conference 2014 , pp 451–460 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 18, 2014

By B P. Micke

Central Norseman Gold Corporation was established in 1935 and has been mining on the Norseman field in Western Australia since then. It is Australia’s longest continuously operating gold mining operation at nearly 80 years, although it has had its periodic challenges in the intervening years.Over the last 40 years, a series of open pit mines around the Dundas Goldfield have supplied lower cost mill feed to the Phoenix Mill at Norseman from time to time but this has largely come to an end for the foreseeable future. Now that underground ore sources are once again the principal mill feed, there are several challenges to be met for an ongoing profitable operation.During the last 20 years, there have been three different owners and this has affected the manner in which the operations were managed quite significantly. These differing approaches are contrasted and examined in some detail from both the operational and financial aspects.Planning of a downsized operation to ensure sustainable profitability in the future in a mining environment where there has rarely been more than two to four years of reserves ahead of the mill for planning purposes has been a significant challenge. Several of the options examined are described, including alternatives for future mine development.CITATION:Micke, B P, 2014. Managing the margin at Norseman, Western Australia – a case study, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 119–128 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By A. Moharana

A massive slide at Bingham Canyon wiped out a side of the pit and covered the main haul road in and out of the pit. All pre-slide mine designs and schedules were no longer valid. New designs and schedules needed to be developed quickly to provide management with information regarding the immediate post-slide production potential and the time needed to ramp back up to full production. At the time of the slide, an effort was already underway to convert Bingham?s in-house Medium Term Scheduling Process to MineSight®?s Schedule Optimizer (MSSO). One of the main reasons for doing this was to reduce the time needed to produce Medium Term Schedules at Bingham, which involves a complex shovel-based scheduling approach with shovel productivities based on shovel type and the types of mining cuts to which the shovel is assigned over each planning period. The objective of the schedule was to maximize shovel usage, satisfy mill feed requirements of four SAG mills with variable milling rates, and have flexibility in setting truck constraints. This paper will describe how the new MSSO-based mine scheduling process met the challenge of producing new schedules for Bingham in a minimal amount of time.

Feb 23, 2014

Thank you and good morning. I am delighted to be here and to see so many of my colleagues and competitors. The general topic of this week's conference - World's Best Practice in Mining and Processing - suggests a focus on mining and processing. I am somewhat of a `jack of all trades and a master of none'. But I'm not even a jack when it comes to mining and processing technology and practices, and so I will leave those topics to speakers better 'qualified than I. Instead, what I would like to do is give you my thoughts on the best management practices of mining. You see, the times are changing for the mining business. There is great uncertainty in our industry. Anyone who received their education in an English-speaking school probably remembers the famous poem `Invictus' by William Ernest Henley. The two most famous lines from that poem are, if you remember, `I am the master of my fate; I am the captain of my soul'. The fact of the matter is that the metals industry, including the copper industry, is not the master of its fate. To a great extent we're at the mercy of forces over which we have little control, such as the world economy or political situations in individual countries. The copper industry is like a surfer at Manly - we can't influence where the wave is going; all we can do is stay in front of the curl and on our board. Historically, discovering, developing and processing ore reserves were the primary facets of our capital intensive business. To stay competitive today, we must invest equally in intellectual capital - our employees - in order to succeed in the face of economic, regulatory and political challenges and global competition (Schonberger, 1986). Everyone seems to have a different theory about being competitive. A lot of people use sports analogies when talking about competition. Others, like American businessman and former US presidential wanna-be Ross Perot, take a more interesting approach. In Mr Perot's hypothetical corporation, competition is a lot like having a snake in a factory. If someone sees a snake, the first thing they do is create a committee on snakes. Then, the committee on snakes meets and discusses the problem for a couple of years. The most likely course of action is nothing. Everyone figures that the snake hasn't bitten anyone yet, so they just let him crawl around the factory floor. Perhaps a vice president of serpentine affairs is appointed to continue watching the snake - making sure it doesn't grow. Ross Perot sees it a little differently. In his corporate world, business needs to build an environment where the first guy who sees the snake kills it. Of course in our industry, we better make sure the snake isn't on an Endangered Species List before we go after it! I am not going to talk about competition and competitive forces in terms of sports or snakes, but I would like to share some thoughts with you about how the mining industry can better utilise competitive thinking to get ahead and stay there. You may be wondering how an executive from a 160-year-old company could know much about competitive spirit, but the founding ancestors of Phelps Dodge were wizards at identifying

Jan 1, 1995

"The content of production reports has its origins in raw measurements taken in harsh production environments. The ensuing measurement/estimation errors always affect reproducibility such that, regardless of the fact that they are balanced through statistical data reconciliation, reported numbers are simply the most probable values of inferred probability distributions. This has important implications for how metal recoveries should be monitored and reported. Indeed, in a context where many process optimisation activities are based on small improvements in recovery, there should be no doubt that inadequate handling of measurement/estimation errors can easily exaggerate or mask actual changes in process performance. However, estimates of the reproducibility of reported metal recoveries are rarely reported to plant management. This situation persists despite the fact that a code compliant metal accounting system must inform management about business risks related to metal accounting. To this extent, this paper focuses on the continuous management of reproducibility level of metal recoveries in compliance with the best practices. Sensitivity analysis of primary and secondary metal accounting models is performed to show the resulting probability distributions for metal recoveries. Some guidelines are given for designing and managing metal accounting systems capable of achieving and sustaining predefined levels for the reproducibility of metal recoveries.INTRODUCTIONEach and every mineral processing plant produces daily, weekly and monthly production reports in which metal balances for payable and penalty elements are presented. While such production reports are usually consulted in offices, underlying raw measurements are taken in harsh production environments where mechanical vibrations, humidity, corrosion and dust, to name a few, disturb measurement procedures. It is thus no surprise that several authors (Francois-Bongarcon & Gy, 2002; Gaylard, Randolph, & Wortley, 2014; Holmes, 2010; Spangenberg & Minnitt, 2014) have reported pervasive issues related to mass/sampling measurements in the context of mineral processing."

Jan 1, 2016

A failure of the Pit IA highwall in July 1989 led Newcrest Mining Ltd's Telfer Gold Mine to commence underground operations approximately 12 months ahead of schedule. The failure presented four major challenges to management: 1. how to maximise the recovery of the Middle Vale Reef (MVR) in the open pit: 2. how to minimise the risk to personnel involved in the extraction of the remaining open pit ore; 3. how to avoid disruption to ore supply: and 4. how to maintain a permanent and safe means of accessing the underground operations from the base of the pit. The risks associated with meeting these challenges were minimised through the installation of a complex network of real time slope monitoring equipment. These monitors were connected to an alarm system which was combined with detailed operational procedures to be carried out in the event of a highwall alarm being triggered. The accuracy with which the risk of failure has been managed was demonstrated recently when the onset of a second failure was initially identified some 13 months prior to its ultimate collapse in October 1992. The location, timing and size of the failure was able to be predicted allowing appropriate precautionary measures to be taken to ensure safety of access to the underground portal and pumping equipment in the base of the pit. This paper reviews the sequence of events leading to both the July 1989 and October 1992 failures of the Pit 1A highwall and the monitoring equipment and procedures used to identify, quantify and manage the risk to personnel operating in the base of the pit.

Jan 1, 1994

By Chris Twigge

The paper point out development and successful commercial introduction of new technologies into a metalurgicall. The discussion that follows examines the overall issues of implementation from a management perspectiva and will highlight areas where key success factors are often overlooked. The framework presented is structured around the following key themes: The prime incentive for introducing new technologies is broadly one of economics, the implementation of new technologies is, to a large degree, a process of risk management and although the implementation of new technologies revolves around technical and economic issues, in the end the decisiva factor is people. Proper recognition of the human factors is critical to success. In this sense, the above principles are discussed in the sections that follow and include a number of examples to illustrate how technology can be successfully implementad and how it can fail.

Oct 6, 1999

The transition from exploration to feasibility is a stage in the development of mineral resource projects that is frequently not handled well. The transition marks a point in the project development process where resource evaluation priorities change significantly from the discovery of mineralisation and the rapid assessment of the potential tenor of the mineralised system, to the detailed assessment of the deposit.   Information used in the exploration process tends to be of a qualitative or theoretical nature initially, but gradually becomes more quantitative in character as geological knowledge relating to individual prospects grows.   The transition from discovery and rapid exploration of a new deposit occurs at a relatively early stage in project development, coinciding with the first attempt to prepare a resource estimate for the deposit. Fundamental assumptions regarding both structural and grade continuity and uncertainty inherent in existing information need to be made so that they themselves may be addressed during the collection of additional data.   The effective commencement of feasibility studies involve the introduction of new accountabilities either as a result of appointment of a project manager, and through needing to be able to quantify: ò     the quality of data being collected for resource evaluation purposes; ò     confidence associated with resource estimates; and ò     the need to develop an audit trail for the project, required to make the resource evaluation decision-making process as transparent as possible.   Quality assurance is a concept to which exploration geologists have frequently had little exposure. Being able to demonstrate the quality of data used in feasibility studies is, however, a crucial component of the overall risk management and reduction.   Development of a transparent audit trail for data assists in demonstrating the quality of data which is frequently perceived to translate directly to confidence inherent in resource estimates.   Establishing procedures for geological data collection and management also provides a more reliable framework for making decisions that impact on project execution, again resulting in improved confidence in resource estimates and associated geoscientific data.   Regular, independent technical audits, in principle similar to audits conducted for the ongoing certification of standards compliant quality assurance systems, are a major, positive factor in effective project management and execution.   Information used in project evaluation, feasibility and development must be based on facts. Facts are effectively observations that are ideally made systematically, recorded in a systematic manner, and by being collected effectively are not subject to change.   Effectively managing the transition from exploration to resource evaluation, feasibility and project development involves recognising the nature of changes in the nature, detail and scope of geoscientific data required at each stage of project development. In doing so it is essential to: ò     recognise when the change occurs (as early as preparation of the initial resource estimate for a project); ò     accept that the change may not be gradual; and, ò     ensure that the project evaluation team is adequately resourced.   These objectives require recognition of the value of previous experience and the need to instill a true team approach amongst both staff and contractors associated with the project. Regular formal and informal communications between staff, contractors and other stakeholders in the project are an essential tool in ensuring personnel are aware of factors affecting their role in the project.

Jan 1, 2004

The transition from low stress to high stress conditions is a challenge eventually faced by most mines in Australia that extend to depths greater than (generally) about 1000 m. In areas with strongly adverse 'stress versus depth' gradients, such as some parts of Western Australia, significant stress-related problems have occurred at depths as shallow as 300 m below surface. The actual depth at which the 'transition' occurs is a function of the local pre-mining stress field, the strengths of the various rock types hosting the deposit and the layout and sequencing adopted in the mine. Stress-related damage can result in increased support costs, and delays associated with rehabilitation and disruption to production. In the worst case, where strong seismicity and associated damage occurs in active mining areas, 'exclusion' zones and 're-entry' protocols may be required. These can severely disrupt production. A key aspect of managing the transition is the recognition of the onset of stress-related ground behaviour. Damage mapping can be used to develop understanding of the relationships between mining activities and the local and regional response to them. Carefully documented case histories provide a basis for calibrating numerical models. This paper discusses some of the typical styles of ground behaviour observed in higher stress conditions in underground mines. A simple damage classification scheme is described to assist in 'damage mapping' of mine tunnels. An example of damage mapping is presented to illustrate an approach commonly used for recording stress-related damage.

Nov 25, 2010

By David C. Russell

The Department of the Interior used to be a quiet, noncontroversial, almost boring agency. It, after all is the fifth oldest of the Departments, and as an old line Federal agency it has studiously performed its preservation and resource management functions in a caretaker mode--though some would say more "undertaker" than "caretaker"--locking up the body and soul of America piece-by-piece. Yes, quiet, serene. That is until Jim Watt showed up. And we have all seen that version of Mt. Vesuvius which resulted--only it was the environmentalists who blew their tops. Ronald Reagan chose Jim Watt as Secretary of this fine old agency to prove that one-third of our Nation's land and over a billion acres on the Outer Continental Shelf can work for this Nation. At the foundation of President Reagan's charge to Secretary Watt is a belief in the tenets of the free enterprise system, and in the individual freedoms upon which this country was founded. There are those who don't share this belief in democracy and free enterprise, and those who believe this 205 year experiment called the United States of America will fail. Nikita Krushchev said "we will bury you"--obviously he didn't agree with our system. An Italian sociologist, Franco Ferrorotti, said bureaucratic stagnation will kill capitalism. Certainly we have all felt the ravages of bloated bureaucracies. Perhaps one indicator in the United States is the Federal Register, that daily compilation of Government's largesse. In 1970, 20,000 pages of the Federal Register were published. A decade later, in 1980, that volume had quadrupled to 80,000 pages. The Federal bureaucracy can stagnate from excessive budgets as well. The Interior Department spent $60 million on administering Federal coal leasing in 1981. That's nearly two bits a ton for every ton of coal leased in 1981. You wouldn't stay in business very long if your administrative overhead on inventory was that outrageous. But the pessimism of our critics is apparent from more than red tape and bloated budgets. For decades America has been fasting--consuming too little of America's wealth of minerals, subsisting instead on a diet heavily reliant upon mid-east oil, with little emphasis or concern for inventorying and developing domestic energy and mineral resources. Economics--yes. But short-term, short-sighted economics. Excessively dependent upon foreign imports, of oil, cobalt, chrome and other strategic minerals, the U.S. measures its time before another embargo--or fallen Shah, or Soviet manipulation, or Saudi shift, or, as we witnessed in Egypt, assassination--an untimely loss to mankind and efforts to bring peace to the troubled mid-east. These disruptions, in addition to their tragic human tolls, impair the free world's security. Huge chunks of the United States have been locked away in dozens of single land use categories in the name of conservation, with only the foggiest idea of what resources might be denied the American people-and this at a time of unacceptable levels of energy and strategic mineral imports. More than half and perhaps two-thirds of all Government-owned lands are totally withdrawn from or severely restricted to development under the mining and leasing laws. We must continue to rid Government of the overly zealous restraints which have been keeping us from drawing upon that which can help restore our economy and national security. When we assumed responsibility, the United States was dependent on foreign sources for about 40 percent of its oil. In 1981, our oil import bill was approximately $83 billion--nearly 17 times what it was in 1972. Our reliance on foreign sources for essential minerals is even more disturbing. We must look to other countries--some unfriendly, some unstable--for 22 of 36 strategically critical minerals. Yet the energy resources on federal lands which are owned by the American people could meet our needs for centuries if properly managed. Eighty-five percent of the crude oil yet to be discovered in America is likely to come from public lands, as will 40 percent of the natural gas, 35 percent of the coal, 80 percent of the oil shale, nearly all of the tar sands, and substantial portions of uranium and geothermal energy. Our vast hardrock-mineral wealth includes untapped deposits of essential elements we now import, such as chromium, copper, platinum, and cobalt. The obvious question is, if these abundant resources can help to revitalize our economic strength and to preserve our national security, why aren't we using them to better advantage? To a large extent, the answer can be found in past decisions to restrict public access to the federal estate, thus deferring to us or our successors the tough decisions that flow from Congress' mandate to provide for environmentally responsible development of America's energy and mineral treasures. Here is the legacy this Administration inherited: In January 1981, 7 years after the onset of the Mideast oil embargo: ---Less than 15 percent of federal onshore lands were under lease for oil and gas development; ---No oil and gas leases had been issued in Alaska for 15 years;

Jan 1, 1982

By R Hao

Uncertainties in large open pit geotechnical modelling has been a major concern for slope stability analysis. The level of confidence in the in-put assumptions, such as structural and rock mass model, dictates the modelling results to some extent. This article is to detail a case study of Kalgoorlie Consolidated Gold Mines (KCGM) regarding a predicted inter-ramp failure on an as-built pit walls by a 3D numerical modelling. Significant concerns were raised across site and multiple preventive plans were considered. After intense data collection work, it was confirmed that the risk of failure had been overestimated. The case study has improved the understanding of geotechnical data in-put and has enhanced the process of creating and updating geotechnical structural models at KCGM.

Jun 22, 2022

By G M. Jones, J Rademan

Debswana, owned by the Government of the Republic of Botswana (GRB) and De Beers in a 50:50 joint venture partnership, operates the Jwaneng diamond mine in Botswana - the most valuable diamond mine in the world. The mine provides between 60 - 70 per cent of DebswanaÆs earnings, and about 30 - 40 per cent of the GRBÆs income. In 2008, the company embarked on the Cut 8 Project - an open pit waste cut-back to expose more diamond bearing ore to sustain mine life by another six to seven years. This undertaking was much larger than previous cut-backs; it increased the waste stripping ratio threefold, increasing significantly the waste handling fleet of trucks, shovels and infrastructure, and impacted a large part of the materials handling plant which required replacement with new facilities. The project coincided with the beginning of the Global Financial Crisis (GFC) and a slowdown in the economy. Its $4 billion total life cost was billed as æthe largest private investment project in BotswanaÆ which produced heightened expectations amongst stakeholders that it would redress some of the issues brought about by the GFC and leave behind a legacy of jobs, increased opportunities for citizen owned business and improved social infrastructure.Most of the big project challenges were non-technical and ranged from dealing with various stakeholders?at?all levels, a 25 per cent currency depreciation of the Botswana Pula against the South African Rand, obtaining work permits for non-citizens in a job starved environment, managing construction to world class safety standards, managing the low productivity of construction workers and producing a viable legacy program that satisfied the GRB and stakeholders. Whilst most of these risks were identified in front end studies, the magnitudes were in many instances underestimated. Managing this uncertainty on Cut 8 can provide valuable lessons to other projects in a similar environment, or at least provide the information to indicate that these factors should be adequately provided for in the financial evaluation of a project in the form of budget, schedule, contingency or risk mitigation.CITATION:Jones, G M and J Rademan, 2012. Reliability of expert judgements and uncertainty assessments, in Proceedings Project Evaluation 2012 , pp 109-116 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 24, 2012

By Ronald D. Mariani, Gregory E. Mahoski

BACKGROUND The steel and iron ore industry has had a long history of an adversarial relationship with its union and workforce. The Empire Mine during its first 40 years of existence was no exception. The "we-they" mentality went hand-in-hand with the normal by-product of an adversarial relationship, grievances and arbitration. This relationship was considered the norm and it was not until the late 1970s that consideration was given to changing this relationship. At this time the industry was involved in a fight for existence and the economic pressure demanded increasing productivity to lower cost. The challenge to survive highlighted the fact that an adversarial relationship was not conducive to attaining the needed gains in productivity. The first formal attempt to change the way we worked came in the 1980 Labor Agreement which provided for the opportunity to utilize Labor Management Participation Teams (LMPTs). LMPTs were established at the Empire Mine and they functioned for a couple of years. The teams spent most of their time working on creature-comfort issues and steered clear of dealing with productivity issues. Mine shutdowns had occurred in Michigan resulting in large layoffs, and the union was trying to add jobs and was not supporting teams that could increase productivity and eliminate jobs. When the 1986 labor negotiations began, the local union pulled their support of the LMPT process. Other initiatives were negotiated over the years to foster a change in the culture but, as with the LMPT program, they did not produce the desired culture change. It became abundantly clear: you cannot negotiate a culture change.

Jan 1, 2004

By B. T. Dawson

In today's work world, constant changes are a fact of life. Downsizing and technological advances are two of the most prominent concerns for employers and employees alike. In this article, the author addresses some of the emotional consequences of these changes and offers a new, empowering perspective for coping with them.

Jan 1, 1998

By W. J. Weymark

"The Gregg River project is located 40 kilometres southwest of Hinton, Alberta, adjacent to and east of Jasper National Park. This metallurgical coal mine has been developed as a joint venture between Gregg River Coal Ltd. (a subsidiary company of Mana/ta Coal Ltd.) and seven Japanese companies. This 200-million dollar project consists of a conventional truckshovel open-pit operation and a coal preparation plant rated at 2.14 million tonnes of clean coal per year. Mining operations started in October 1982 with plant start-up following in April 1983. Introduction This paper is an overview and update of the Gregg River project, a metallurgical coal mine being developed as a joint venture between Gregg River Coal Ltd. (a subsidiary of Manalta Coal Ltd.) and seven Japanese companies. The Gregg River Coal leases cover 3440 hectares and are located 40 kilometres south of Hinton, Alberta, adjacent to and north of Cardinal River Coal Mine (Fig. 1). This 200-million dollar project consists of a conventional truck-shovel operation and a coal preparation plant rated at 2.14 million tonnes of clean coal per year. A total of 31.5 million tonnes of clean metallurgical coal will be sold to the Japanese over a fifteen-year term. At present, mining operations are ahead of schedule and the plant started up on schedule in April 1983. Access and Climate An all-weather road, Highway 40, connects the minesite with Hinton (the nearest commercial centre) and a Canadian National Railway (C.N.R.) spur line connects the minesite with the C.N.R. main line in Edson. Hinton is accessible by road chartered airline and rail. ' ~h~ rug~ed and varied topography in the area creates large vanations m temperature and precipitation over short distances. The region is characterized by precipitation throughout the year long cold winters and short cool summers. The mean temperatur~ of the area range from a low of -14°C in January, the coldest month, to a high of 12°C in July, the warmest month. Long-term precipitation data indicates a mean yearly precipitation of 870 mm of which 620Jo occurs during the summer months."

Jan 1, 1985

By W. M. Williams

"Although manganese is a metal virtually unknown to the layman, it is hardly necessary to point out to the engineer the importance of manganese in modern metallurgy, an importance intimately linked with iron (and steel), the basic materials of engineering construction for hundreds of years and certain to remain so for long into the future. World steel production will approach and perhaps reach 1 billion tons/year in the 1980s; with a manganese content between 0.5% and 1 % in ordinary steels, and more in specialty steels, manganese use worldwide will soon approach 15 million tons annually. Manganese was discovered and isolated in Sweden in 1774 by Karl Wilhelm Scheele (who also discovered molybdenum), but the element was only of scientific interest for several decades. By the early part of the nineteenth century, however, manganese oxide had become commercially available and was in use for colouring glass and for the production of chlorine. Commercial application in metallurgy appears to have been limited to the manufacture of crucible (or ""cast"") steel, a highquality product made by carburizing wrought iron, and melting it in small batches to make ingots which could be rolled and used for special applications, e.g. for the manufacture of fine tools or for ""steeling"" the cutting edges of implements such as wrought iron axes and chisels.* However, it was not until Bessemer's epoch-making invention of cheap steel in 1856, and the dramatic expansion of the steel industry thereafter, that manganese assumed the importance that it holds in modern steelmaking."

Jan 1, 1999

By Reginald S., Dean

The commercial availability of electrolytic manganese has greatly changed the position of manganese as a nonferrous alloying metal. Manganese metal commercially available up to about ten years ago was reduced with either silicon or aluminum and contained substantial amounts of the oxides of these metals and other impurities. Manganese was accordingly not available as an alloy base and its addition to copper-base and nickel-base alloys was generally limited to a manganese content of a few per cent. Several special alloys like manganin contained up to 12 pct of manganese.

Jan 1, 1953