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By Sheldon P. Wimpfen

SHELDON P. WIMPFEN The measure of the success of any mining operation is the size of the difference between sales realization and cost of product, including operating, sales, administra¬tive, capital and others. Evaluation of a mining project necessitates projecting costs and sales realization as accurately as possible. Possible variations in specific cost elements and sales prices must be considered. To accomplish this, project studies should include giving effect to possible fluctuations to determine the break¬even points with varying costs and prices. Development of cost data is never an easy task. Mining is characterized by a great variety of conditions which result in still more variables. Achieving realistic figures as of any specific time involves consideration of changes, which may be frequent, in labor-contract terms and equipment used, variations in working condi¬tions and mining practices, and changes in mineralization and metallurgy. The purchasing power of the dollar, which has been declining persistently, also affects the situation at any given time. The only thing that can be said of costs, with certainty, is that they will change. With this in mind, the "guideline" data in this section are offered for the use of the mining engineer. It was provided for the most part by representative companies, whose contributions are gratefully acknowledged. In reviewing the tabu¬lations and other material it is of course necessary to remember that the data presented are valid only for the time periods specified, and will change with changing economic conditions in any other. 31.1-CAPITAL COST OF PLANTS Plant capital costs are set forth in Tables 31-6 and 31-7 by year of construction. To estimate capital cost of plants built in future years, various cost bases and indexes are utilized. Design and Construction Manpower: Monthly Salary Ranges, January, 1970 Project manager $1,400-82,600 Project engineer1,000- 1,500 Project design engineer1,050- 1,800 Senior engineer1,000- 1,700 Senior design engineer1,100- 1,700 Senior engineering designer1,000- 1,300 Layout draftsman750- 1,000 Detail draftsman650- 1,000 Material engineer900- 1,400 Construction-project manager1,500- 2,500 Project engineer1,500- 2,500 Construction superintendent 1,500- 2,500 A rule of thumb in design work is one man-month per drawing. The number will vary for each specific plant. For a recently constructed 30,000-tpd (tons per day) copper concentrator, 1,800 drawings were made. Design should provide for the addition of milling units when these may become justified in relation to investment markets and life of the deposit.

Jan 1, 1973

By Franziska Wolf, Rainer Ellmies, Helmut Mischo

"Mining is an important part of the economy of Namibia. In 2016, 11.1 percent of the GDP was the result of mining activities with 22 active mines (The Chamber of Mines of Namibia, 2016). Only one of them consists of an underground mining operation.The global annual production of fluorspar is approximately 5.4 to 6.3 Mt (6 to 7 million st) (U.S. Geological Survey National Minerals Information Center, 2017). Okorusu has produced on average about 45 kt/a (50,000 stpy) in recent years (U.S. Geological Survey National Minerals Information Center, 2015).The Okorusu Mine is Namibia’s only fluorspar mine. Fluorspar was mined in an openpit mine with four individual pits (A-D) since 1980. In 2014, the mine closed due to the increased stripping ratio and beneficiation problems. The mine assets were bought by Gecko Namibia. Currently, Gecko uses parts of the processing plant for beneficiation of graphite from a neighboring mine. Figure 1 shows a panoramic view with the four pits and the mine village.The intent is to develop a concept for the further underground development of the mine. There are still about 6.3 Mt (7 million st) of measured resources left in the deposit, with an average grade of 27.5 percent CaF2. This study focuses on the underground mine design. The above-ground plant and facilities are considered as remaining unchanged.For solving the task to design the mine, a site visit for data collecting was conducted. Resource estimations were calculated based on existing drill data, and consequently, block models were created. The development of the mine design included the selection of the most suitable mining method, mining technology and mine organization. Moreover, some economic considerations are pointed out, followed by a profitability assessment."

Jan 2, 2018

By A. E. Koski

This paper describes the implementation of specialized software in mine planning at the Cleveland-Cliffs' managed Empire Mine on Michigan's Marquette Iron Range. The application puts together years of mining experience on the eastern end of the Marquette Range beginning in the early 1960's. The Empire Mine, in its thirty-fifth year of production, uses the software to model a complex and highly variable low grade magnetite ore body, capturing the economics of mining and processing to the final product. With special attention given to geostatistical methods, the software is used for all geologic modeling, ore reserve estimation, ore control, pit design and short and long range planning.

Jan 1, 1999

By D. Hanekom

Over the past couple of years, Anglo Platinum has made extensive use of technology within the core disciplines (geology, evaluation, survey, and planning) that collectively form part of mineral resource management (MRM). While these technologies were primarily developed to enable geology, evaluation, survey, and planning to carry out their daily tasks, with the main objective of supporting the mine?s production effort, they have also enhanced the disciplines? ability to produce the required outputs within the annual business planning cycle. Anglo Platinum has developed a very comprehensive business planning process, and these technologies play a vital role in enabling both the quality and quantity of inputs into the process, and also the value-add of the final product. This prompted a question regarding the practical application of the CADSMine software. If we changed our thinking in how we applied the software, would it be possible to further improve on the time taken to deliver a business plan? In changing the current planning approach, would we be able to further simplify the process? Is there a way to reduce the data generated in order to enhance the time taken to do reporting, as the CADSMine software is totally network dependent? Less data should equal faster reporting. This paper focuses on the practical application of the CADSMine software, and demonstrates the value-add to the business planning process that can be gained if the mine design methodology is changed from individual panels to bigger blocks representing a raise line.

Jan 1, 2012

By Mike Tracy

This section of the Handbook deals with general principles to be evaluated in the development of a mining operation. It addresses the major issues that must be examined to fully evaluate a mining venture. Of course, one of the main topics to be evaluated is mine planning, which is covered in more detail in other sections (13, 17) of the Handbook and should be referenced in mine development projects. The topics to be discussed in this introduction include equipment and supplies, infrastructure, utilities, and project management. In any of the aspects mentioned, the current existing conditions at or near the mine site must be evaluated. This will include assessment of current use of utilities, infrastructure, housing, equipment suppliers, etc., as well as anticipated growth, both in the supply aspect of these systems as well as projected usage on these systems. After full assessment of both these aspects, an evaluation must be made as to the requirements the project will place on these items. Assessment must be made as to any up-grades required to bring the project on line, what impact the project will have on existing or expanded systems, and anticipated future growth impacts on support systems not only of the project but of other surrounding industry and urban devel-opment

Jan 1, 2008

By S. M. Rupprecht

A deposit to be mined by underground methods can be accessed by a number of methods: ? Adit ? Decline or ramp ? Inclined shaft ? Vertical shaft. Adits are an economical approach when the orebody is above the general floor elevation i.e. suitable in hilly or mountainous terrain. Incline shafts are limited to relatively shallow deposits, and because they are developed on an incline, development lengths for a given depth are the three to five times longer than for a vertical shaft. Vertical shafts are the preferred method for deposits deeper than 300 m but the development rate is slow and construction costs are very high. Declines or ramps offer early access to shallow deposits, which develops the ore body expediently, but are generally developed at a gradient of approximately 12 per cent. Decline haulages have become an attractive alternative to shaft hoisting, and over recent years the role of decline access has become more widespread throughout South Africa. Traditionally, South Africa has enjoyed the use of shaft systems, largely due to the large knowledge base of mining the Witwatersrand Basin, where vertical and inclined shafts were the norm. South Africa has also had the advantage of cheap electricity, giving shafts a definite economic advantage. However, in recent years the national power utility ESKOM has undergone an expansion programme that has led to tariff increases of nearly 100% over a three-year period. Based on the changes in electricity tariffs and technological improvements to underground haulage trucks, the economic inputs to access development have changed. This paper reviews mine access for shallow deposits as currently applied in South Africa. Based on current economic inputs, the paper investigates at what point a vertical shaft would be more economical than a decline system utilizing typical South African mining equipment.

Jan 1, 2012

Just 104 km (65 miles) from Phoenix, AZ, Rio Tinto hopes its new Resolution Copper Mine will be a showcase for the Rio Tinto management philosophy. Its goal is to have a net positive impact. In every place that Rio Tinto mines, it wants to be able to have an overall beneficial effect on the local community, environment and economy. ?We?re constantly working to understand our impacts, to understand how to minimize our impacts and understand how to mitigate those impacts,? said Resolution Copper Mining chief executive officer David Salisbury, from the global headquarters of Rio Tinto Minerals in Green-wood Village, CO.

Jan 1, 2010

By J Kovacs

Underground development drill and blast practices have generally remained unchanged for decades. Historically, development optimisation has focused mainly on the application of perimeter control products in order to reduce overbreak, and efficiencies in development cycle times to increase advance rates. In today’s environment of ever increasing operating costs and lower ore grades, it has become even more critical to focus on the optimisation of drill and blast in development mining. It is a crucial component in ensuring mining schedules are maintained, but more importantly achieving the objective of getting to the orebody in the shortest possible time.This paper will focus on the development optimisation process used in a trial at Xstrata’s George Fisher Mine in North Queensland. Not only did the trial include the typical optimisation areas of charge loading practices, perimeter control methods, drill design standardisation and quality control processes, it also investigated the significance of delay accuracy with regards to perimeter control and drill design optimisation.One of the key measures of the trial was a comparative analysis between baseline development and development with the staged introduction of optimisation elements using 3D photogrammetry as a validation tool. A detailed cost analysis between the various stages was also a key measurable of the trial.The results of the work undertaken at George Fisher have shown that the accuracy of electronic detonators can produce significant benefits in development blasting. When combined with standard optimisation philosophies a substantial reduction in overbreak, ground support requirements and development cycle times can be achieved, whilst still being able to reduce the overall development operating costs.CITATION:Kovacs, J, 2014. Mine development optimisation – an evolutionary process, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 51–56 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By A. A. Paoli

The selection of a mining plant for carrying on development work presents many problems distinct in themselves, and affected by various local factors. In this paper, the writer proposes outlining and discussing in some detail the chief factors governing the economic selection of such plants. This will be followed by an enumeration of the underground and surface plant required for carrying on several hypothetical exploratory and mining operations. Where it is impossible or not convenient to obtain hydro-electric power, and where wood for fuel is scarce, we now find oil engines being used. A 100 h.p. oil engine, such as would be required to operate a three-drill air compressor, consumes approximately five Imperial gallons of fuel-oil per hour at full load. On the basis of a 60 per cent load factor, this gives, for eight hours' operation, a probable actual consumption of twenty-four Imperial gallons.

Jan 1, 1929

By A. Ingelson

Conflict over mineral development and its impacts on indigenous peoples occurs in many countries around the world. Canada, Bolivia and Peru have experienced mine development for centuries in areas where indigenous communities have been and continue to be affected by the mining industry. On a global basis the mining industry continues to face the challenge of implementing meaningful consultation programs with indigenous peoples. Many governments around the world have adopted sustainable development as a policy and one important element of sustainable development is minimizing social conflict. John Moffet and Francois Bregha (Moffet & Bregha, 1996), in their analysis of the role of law reform in promoting sustainable development, noted that stakeholder participation can reduce this type of conflict. Social conflict can result in expensive litigation and costly project delays for mine developers. Meaningful consultation with indigenous peoples in areas where mine development is proposed can be a critical factor in securing a social licence to operate. A report released by the United Nations in 2005, outlined the elements of a concept called ?free, prior informed consent? (FPIC) that promotes more sustainable development. FPIC provides that mineral exploration and mining should not proceed unless the mining company has secured the consent of the relevant indigenous group(s). This paper employs a comparative approach to evaluate the extent to which three active mining nations, Canada, Bolivia and Peru, require consultation with indigenous residents and adhere to the principle of FPIC. The comparative approach assists in the identification of those consultation elements in the legal regimes of each country that can minimize social conflict in mineral exploration and mine development and therefore contribute to more sustainable development. First, we examine the legal requirements to consult with and accommodate indigenous communities in Canada, a country with a long history of mineral development over a large geographic area that has entrenched in its Constitution the protection of indigenous peoples? rights. We then turn to an analysis of Bolivia, one of the most indigenously conscious mining jurisdictions that has followed the Canadian lead in entrenching constitutional protection for indigenous peoples. Third, the approach to consultation with indigenous peoples in Peru, a nation that has not adopted the Canadian and Bolivian approaches to constitutional protection of indigenous peoples rights, is considered.

Aug 1, 2013

By B. Listerud, G. Zhan, M. A. Jones

Barrick Goldstrike Mines Inc. (BGMI) operates the Betze-Post openpit and the Meikle and Rodeo underground mines. Because the majority of the orebody is located below the water table, mining at BGMI requires a significant dewatering program. BGMI has a comprehensive dewatering and water management system that experienced a peak dewatering rate of 4,400 L/s in the mid 1990s. Changes to the hydrologic/hydrogeologic system caused by the mine dewatering have been monitored by an extensive network of groundwater monitoring wells and surface water monitoring stations, which cover about 1,550 km2. In addition to the monitoring program, a new tool, called Interferometric Synthetic Aperture Radar (InSAR), has also been used to enhance the evaluation of changes. Finally, a groundwater flow model has been developed that successfully simulates and predicts aquifer responses in the mine area and region. The well-calibrated flow model has served as a reliable tool to develop dewatering and mining plans, and project post-closure hydrologic conditions in the region. This paper introduces the BGMI dewatering and water management system and the means used by BGMI to evaluate and anticipate hydrologic responses in the region. The water management and analysis system has been and continues to be an integral part of managing ongoing operations, planning and pricing out future activities and evaluating the long-term effects of mine water handling.

Jan 1, 2011

By Agbo Chima

Low-lying sections of open-pit mines accumulate water, especially during the rainy seasons, preventing access to resource-bearing areas. To sustain mining operations, the water must be lifted out of the flooded pits at a high flow rate using pumps. These pumps need to be mobile so that they can be removed during drill-and-blast operations. Most mobile pumps rely on diesel engines with high maintenance requirements. A special pump design was developed to address the unique needs of open-pit mining while making the dewatering process more sustainable. Using the target flow rate and head data, an efficient pump was designed, encased, and deployed in the open pit. A variable speed drive (VSD) was installed in a protective skid so that the pump could be tuned to match the preferred flow rate at any point during its operation. This system was tied to the national electrical grid instead of being powered by diesel pumps, which reduced the carbon intensity per kilowatt-hour. The high availability, low maintenance requirement, and greater reliability reduced the use of spare parts, the fuel consumption, and the logistics associated with operating the pump. This further reduced the carbon footprint of the dewatering process. This paper provides some of the two-year performance metrics for a deployment in West Africa. With a focus on availability, maintenance costs, average cost per volume lifted, and carbon footprint, this encased pump system is compared to the diesel-driven pumps that it aims to replace.

Jan 1, 2023

By J. S. Gardner

Fortunately, few mining professionals have dealt with what all mining professionals fear---a mine disaster. Unfortunately, many have dealt with ?accidents? which may or may not claim lives but nevertheless rise to the level of a ?disaster? given the fallout of liability and litigation in today?s society.1 The undersigned authors published an article some ten years ago regarding crisis management2 based upon their collective first-hand experiences in actual disasters to that point in history. Unfortunately, disasters have occurred since that time, prompting legislation, and a fresh analysis and expansion of those basic principles is certainly in order. Without question, no two disasters are ever alike, yet general guidelines for forming an effective plan of action can be formulated?and if a mining operation is to have any chance of survival after a disaster, such a plan is vital. The primary concern as any disaster evolves remains as stated a 2003 SME article3--the protection of human life. From that point, the focus moves to any assistance that may be needed given the magnitude of the situation. Permeating throughout this process is "damage control." The first step in dealing with a disaster, however, begins long before any threat of danger arises?formulation and implementation of an Emergency Response Plan.

Feb 23, 2014

By Z. Hyder, M. D. Cleason

"INTRODUCTION Mine Ventilation has come a long way over the years. The main purpose of mine ventilation is to keep conditions in the mine safe for the worker so that the mine will be productive and profitable. Technological developments to the mine ventilation system itself and the development of mining techniques have helped improve the safety and productivity of the miners and the mine. Most of the developments to mine ventilation and to safety devices came as the result of serious mining disasters. Another effect of those mining disasters, especially in the late 19th century and after, was legislation to set specific safety standards for mines, especially in the underground coal mines. This paper will focus on the connection between mines disasters and the mine safety legislations promulgated because of those disasters. A BRIEF HISTORY OF MINE SAFETY LEGISLATION Mine legislation has a long history in the U.S. dating back well in the 1800’s. However, mine safety legislation is considerably newer. In 1891, the U.S. Congress passed the very first version of mine safety legislations setting up minimum safety standards. By today’s standards, the 1891 legislation was incredibly basic (7). It took a series of horrific mining disasters for Congress to take action a second time. In 1910, Congress established the Bureau of mines. The role of Bureau developed and changed over next 60 years. In 1995, Congress voted to disband it (27). Initially the Bureau was only charged with investigating and coming up with ways to reduce accidents in coal mines. It was not until 1941, when Congress formally allowed Bureau of Mines’ Inspectors into the mines. In 1947, the Congress enacted and adopted a set of federal safety regulations for the inspectors to follow (1). Finally, in 1952 Congress granted the Bureau of Mines the authority to inspect the mines and to issue citations and/or orders of withdrawals. This act was known as the 1952 Coal Act and the penalties were limited to civil penalties. It would take a couple more iterations of mine safety legislation for monetary and criminal penalties to be introduced (10). Up until 1966, mine safety legislation was directed primarily at underground coal mines and surface coal mines. Congress passed the Federal Metal and Nonmetallic Mine Safety Act of 1966, thus providing a set of standards for all mines to follow (1). The 1952 Coal Act was amended again to be the Federal Coal Mine Health and Safety Act of 1969. This amendment was the beginning of modern mine safety legislation (13). In 1973, Congress created what can be considered the first ‘version’ of the modern day MSHA (Mine Safety and Health Administration). The initial version was the Mining Enforcement and Safety Administrations or MESA. Congress created MESA to act as the enforcement agency, relieving the Bureau of Mines of that responsibility so they could focus on their initial purpose, the development of countries natural resources (14). As mining industry grew, mine safety and health became a greater concern and priority. More efforts were put in legislating the industry. The Federal Mine Safety and Health Act of 1977 provided the platform for today’s mine safety and health legislation. Under the Federal Mine Safety and Health Act of 1977, also known as the Mine Act, MSHA came into being (1)."

Jan 1, 2016

By Robert B. Scott

The Dents Run Demonstration Project near Morgantown, West Virginia, was a cooperative venture involving the U.S. Environmental Protection Agency (EPA), the Water Resources Division (WRD)(1) of the West Virginia Department of Natural Resources (DNR), and the Christopher Division of the Consolidation Coal Company (CONSOL). The object of this project was to demonstrate pollution control methods and to clean up a 37.8 sq km (14.6 sq mi) watershed severely polluted by coal mine drainage. A study entitled, "Water Infiltration Control to Achieve Mine Water Pollution Control" (EPA-R-2-73-142),(2) was conducted by the Cyrus Wm. Rico Division of NUS Corporation for the grantee to determine the feasibility of utilizing remedial techniques to improve the Dents Run water¬shed. This study showed that the Dents Run watershed was discharging as much as 6,870 kg/day (15,100 lb/day) of acid; 1620 kg/day (3,560 lb/day) of iron 17,250 kg/day (38,000 lb/day) of sulfates; and 29,500 kg/day (64,900 lb/day) of total dissolved solids into the Monongahela River near Morgantown, West Virginia. This pollution was caused by the combination of borehole pump discharges from active underground mines, runoff from abandoned strip mines, and runoff from refuse dumps.

Jan 1, 1977

By Roger C. Wilmoth

The most common method of treating mine drainage to prevent water pollution consists of neutralization and aeration. This process removes the acidity, iron, aluminum, and some other heavy metals, but does not render a water suitable for domestic or industrial use because of the high dissolved solids, hardness, and sulfate in the treated water. The Environmental Protection Agency (EPA), has been sponsoring and conducting research since 1966 on the use of reverse osmosis (R.O.) for the treatment of mine drainage. This process has been found to be highly effective in the removal of nearly all the dissolved solids. In addition, since R.O. is a concentrating process, potentials for recovery of valuable heavy metals are possible. This paper is a review of the state-of-the-art on the treatment of mine drainage by reverse osmosis.

Jan 1, 1972

By W. Moser

During the ten year span from 1978 to 1987, the number of fires which occurred in under-ground coal mines doubled from the previous ten years. Anyone involved with underground coal mines is well aware of the associated tragedy that can result from these fires, both to personnel and to property. Every day mine management and mining personnel face this threat of a possible mine disaster or fire. Their ability to deal with such a situation safely and effectively depends on the level of emergency preparation developed and maintained. As a direct result of the ever-increasing interest in the Mine Emergency Preparedness Program and the Mine Fire Training Programs currently being conducted, the Emergency Preparedness Center was created. As a branch of the Mining Extension Service at West Virginia University, the Center provides preparedness training at several different levels on a varying range of topics. Classes are conducted at a new especially-designed training laboratory at the National Mine Safety & Health Academy in West Virginia. By maintaining the proper equipment and levels of training allowing for immediate response, the personnel who are part of the Center believe that the impact of a mine fire or other such emergency situation can be minimized. This paper will present recommendations for maintaining an efficient mine emergency preparedness program and will provide information regarding the Mine Fire Training Program as conducted by the Emergency Preparedness Center and describe the advantages of the newly constructed training facility.

Jan 1, 1993

By R. L. Derick

The Orchard Valley Mine, a large underground coal mine located in western Colorado, experienced a major mine fire during an idled Sunday on June 1, 1986. This mine had extensive problems with spontaneous combustion near the coal outcrop. Spontaneous combustion has been determined to be the probable cause of that fire. Preparing for a mine emergency was an on-going task. Once the emergency occurred, much of the preparation work was implemented and aided in controlling the situation. Later, the successes and shortfalls that arose from that emergency were analyzed for future course of action. This paper summarizes the activity that led up to the major fire, the handling of that emergency, the lessons learned, and the changes implemented.

Jan 1, 1993

By M. L. Matt

The Pittsburgh Safety and Health Technology Center of the Mine Safety and Health Administration has developed the Mine Emergency Responsiveness Development (MERD) program to improve the reaction and response of mine personnel in mine emergency situations. The MERD program simulates problems that may be encountered in underground mine fires, underground mine explosions or surface mine accidents. Since its inception in 1982, the MERD program has been presented to MSHA, Industry, Labor and State Government Personnel. The program is extremely versatile and is easily adapted to suit various training requirements. It gives the participants the opportunity to experience some of the emotions, frustrations and successes of a mine emergency in a controlled environment without having to be involved in one. Past participants have indicated that this training has better prepared them in actual emergency situations through increased awareness and advanced preparation of plans and resources. In 1992, a Mine Simulation Laboratory, which simulates a coal mine and metal/nonmetal mine, was built to improve training for mine emergencies and prevention and fighting of mine fires. This facility has been included in the MERD Program to provide realistic and practical training for mine rescue teams and MERD participants in advanced mine emergency operations. This paper presents an overview of the MERD program.

Jan 1, 1993

By J. B. Watts

"THE Mine Engineering Department at Gaspe Copper is staffed by a chief engineer, assist-ant engineer, research engineer, chief surveyor, four instrument men, chief bonus clerk, draftsman, and a helper pool of four permanent men plus one or two students in the summer. The men are grouped according to function for organization purposes. Routine services provided by the Mine Engineering Department in-elude ail surface and underground surveying and mapping, preparation of working drawings, compilation of engineering reports, recommendations on ventilation, testing the mine air for carbon monoxide, research on mine equipment and its use, and the calculation of incentive bonus. Demand jobs from departments other than the Mine Department .are done on request. Such jobs may be in the plantsite, the Town of Murdochville, or at the shipping points at Gaspe harbour or the St. Lawrence river."

Jan 1, 1959