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"Chairman: Dr N. G. W. Cook Rapporteur: Mr M. P. RobertsPapers:Planning open pit mining operations using simulation by A. Bauer and P. N. Calder Simulation for control of underground liquid flow by G. N. Pitts and P. B. CrawfordEvaluation of production strategies in a group of copper mines by linear programming by P. H. Williams, J. N. Brooke and D. M. PoulterAn equipment maintenance system by D. W. Dean and J. A. RyderTaken as a whole, the difference between the four papers in this session were perhaps more illuminating than their similarities. The titles of the first and second papers contained the word 'simulation', and in both papers random number generation was relied upon in the selection of inputs from empirical distributions, but the nature of the models to which these values were inputs were quite different. The third paper displayed another method of uniting the empirical and the theoretical in a linear programming formulation whose matrix coefficients were measured empirically, and here some apt remarks on computer implementation were included. This paved the way for the last paper which abandoned all theoretical pretensions in favour of a detailed description of computer implementation and perhaps as a result gave rise to the most feeling audience participation.The systems mentioned were developed for the iron, petrol, copper and gold producing industries in the US, Canada, Zambia and South Africa..As with all the parallel sessions, contributions from the floor may have been limited by the shorter time available to delegates to acquaint themselves with the papers before the session. In spite of this, and due largely to the active chairman¬ship of Dr Cook, the discussion during the session which is summarized here contributed much to the information contained in the papers themselves.In his presentation, Dr Calder summarized his paper. He expected that simulation would be used in future on an almost universal basis in open pit mining. It could contribute new knowledge more cheaply than experimentation in the flea For example, this study had shown what was previously thought to be a matter of more shovels and trucks was really a blasting problem, and improving blasting had increased production to the desired level. The simulation had shown that uniformity of truck performance was a desirable factor. It had also been used to study the advisability of a dispatching system.Dr Ramani contended that where equipment characteristics were available, deterministic standard simulation could adequately simulate systems in which interference occurred. Operator performance could be measured against perfor¬mance curves predicted by standard simulation and poor operators spotted and retrained. The present system did not take into account variability in truck loading, for instance. Dr Calder replied that if the number of variables was large, the standard approach became too complicated for operating personnel to follow. He admitted he had not tried it. The variability of truck loading could be coped with easily using the Monte Carlo approach. Operator variability was already incorporated because the time studies are actual."

Jan 1, 2014

By C. B. Manula, H. Gezik

In planning modem-day mining operations, management needs to pass from the area of subjective decision-making to an area of objective decision-makirlg. Planning procedures currently being practiced by many mine managers depend primarily on common sense and trial-and-error methods which oftentimes never reach optimum solutions. For this reason, an attempt is made to provide an understanding of linear programming to solve production planning problems. More specifically, a linear programming model is proposed to solve the production scheduling problem as it was found to exist in the crushed stone industry. Optimal production scheduling is of prime concern here, since the industry has to cope with seasonal demands for its products. The solution, as determined through the application of the model, provides management not only with an optimal production schedule but also with the following information regarding the improvement of existing facilities: (I) the location of bottlenecks which limit production and profit; (2) the directions in which the company i fixed equipment should be expanded or modified; and (3) the evaluation of unused resources. Future trends in stone production will quite likely parallel those in the construction industry. Continued record expenditures for structures such as dams, highways, and buildings are the reasons for this accelerated growth. Production forecasts for the next decade are predicted to be around one billion tons with an approximate 7% annual increase. The problem of increasing production from 570 million tons in 1966 to 1 billion tons by 1976 offers no small challenge. This situation is further compounded by other problems and economic factors. Population expansion, government regulation, labor agreement, and changes in technology wd cause managers and operators to be confronted by many more complexities than characterize present-day operations. Some of these. problems and economic factors are: (1) In some metropolitan and other urban areas, easily accessible sources of stone are almost depleted. Transportation costs will be a prime concern of the industry. (2) Population growth has forced residential expansion to a point where many quarry operators must conform to urban and suburban regulations. (3) Government regulation in regard to air and water pollution, noise, and reclamation as well as zoning developments necessitate that crushed stone producers keep abreast of changing conditions and requirements. (4) The crushed stone industry operates under pressure of a highly competitive situation. Every company's objective is to retain a favorable marketing position by exercising great attention to production and marketing costs. This is rather difficult, since the crushed stone industry is one segment of modern mining which has to cope with a seasonal demand for its products. Among the problems posed here, the one of exercising great attention to production and marketing costs is of current interest to management. Under seasonal demand conditions, this problem creates further difficulties for managers who need to plan and forecast. STATEMENT OF THE PROBLEM Various methods of Operations Research have been developed to handle a problem whose genesis is explained above. It is very seldom, however, that these quantitative means are used in practice by the mining industry. This paper describes the use of Operations Research methods to solve a production planning problem when demand is seasonal. The seasonal production planning problem is an important one because of the substantial costs associated with changing production, employment, and inventory levels to adjust to seasonal sales patterns. Most companies try to operate within reasonable levels of employment changes and hold inventories within storage capacities. In general, little or no attempts were made to develop minimum cosl schedules or to provide objective means to compare various production policies. When demand varies within a fixed time period, 11:-oduction requirements may be met by following one

Jan 1, 1970

By W. B. Wise, H. D. Attra, W. M. Black

The purpose of this paper is to illustrate a comparatively new approach for solving a problem that has plagued oil producers for many years—how to make the most money with available field production capacity. In a very basic operation such as a top-allowable one-well field, a computer and staff of engineers are not required to determine that the best operation is to produce that well at its maximum for as long a time as it will produce. However, as the problem becomes more complex and the number of wells and number of reservoirs increase, it probably will be a wise choice to devote some engineering thought and calculation time to determine the best way to operate that field on both an ultimate and day-to-day basis. Continued developments in the field broadly referred to as "operations research" have led to a number of useful engineering analyses for optimizing field operational problems. One of these techniques, termed linear programing, is parlicularly interesting because of its potential applications to the study of complex oilfield operating problems. Linear programing is concerned with the problem of planning a complex set of interde~endenl activities in the best possible (optimal) fashion. A field application of linear programing is being used to maximize daily income from a multi-reservoir producing operation. The initial results of this study indicate that the linear programing technique (I) can be applied effectively to field problems, (2) can be used to detect unsuspected avenues for improving operations and (3) can effect a significantly improved means of controlling field operations through the use of the highspeed computer. INTRODUCTION The usual approach for studying complex field operational problems has been to look in detail at several basic plans suggested by judgement and experience and, then, to choose the best plan from those investigated. This approach is entirely satisfactory provided: (1) that judgment and experience alone will reliably pick the best or near the best program as one of the plans to be investigated; and (2), and most important, that the factors which control field production will not change. This paper deals with the large group of field operations which are at least one-step removed from a satisfactory solution using the conventional method of analysis. Problems such as pipeline- and gathering-system design, transportation studies, large field development projects and multi-reservoir producing operations fall in this latter category. To find the best program for handling these problems when the best program is not obvious, a complete optimization study is required, and high-speed computers are required to continually update the program once it is selected. Operations of this type have an extremely large number of possible solutions. However, only one will result in maximum economic return and, more important, this one program must be re-evaluated and adjusted constantly to accomodate such changing field factors as the number of producing days, the price of crude, the discovery of new reserves, declining reservoir pressure with subsequent decline in production and a host of other factors which characterize specific operations. One of the most widely used, direct methods of optimization is a numerical procedure termed "linear programing", which is designed to investigate systematically each of the possible solutions involved in a given problem, determining rapidly and uniquely the optimum answer. As implied by the name, linear programing requires that all field variables be either defined or expressed in a series of interdependent linear equalities or inequalities. These relationships are solved simultaneously, using a form of matrix solutions to determine the optimum values for each producing variable that will maximize net profits. The solution techniques used in a recent field case study is termed the "simplex method" and is discussed in full detail in Ref. 1.

By J. F. Abel

It can be concluded that rock mechanics instrumentation, geologic mapping, and operations research in combination will produce an accurate estimate of tunnel support requirements for establishing a steel-set load prediction model. This estimate can be used to increase safety and to reduce tunneling costs. Unnecessary supports can be eliminated; overloaded or insufficient supports can be replaced on a more scientific basis than previously possible. Only a limited number of measurements are required to develop a steel set load prediction model. The results of this study can be applied generally; but, every tunnel must be considered as a separate problem. The construction and geologic variables which were found to be significant in the prediction of rock loads in this tunnel were: steel section modulus, set blocking points, percentage of alteration, relative degree of faulting, relative water condition, distance to the nearest fault, and average joint spacing. INTRODUCTION A combined engineering geology and rock mechanics program was performed throughout the Straight Creek tunnel pilot bore in Colorado in order to develop a technique for estimation of steel tunnel support loads. The technique involves the construction of a statistical model from measured steel set loads, geologic and construction factors. The aim of the investigation was to produce a set of charts, based on these factors, which could be used by a trained man equipped with a hand lens and measuring tape, to specify a safe and economical steel size and set spacing. In order to be of practical value the measured parameters had to be rapidly measurable and capable of quantification. It was apparent from the beginning that quantitative values for many of the geologic factors would have to be arbitrary. It was impossible to ascertain in advance which of the readily determi-nable geologic and construction factors significantly affect steel set loading. As the investigation progressed the number of observations was systematically reduced in order to determine the minimum amount of data which would be necessary for a significant mathematical model. This paper presents an analysis of all the variables measured at each instrumented steel set. The statistical significance of the measured variables was determined. On the basis of this determination, a mathematical model was constructed and charts were prepared to select and space the steel tunnel supports at any given point in the tunnel. Once the effect of geologic and construction factors on set loading is sufficiently established, it is possible to exert close control over the selection of steel tunnel support size and spacing. The magnitude of this rock mechanics program can be appreciated when it is known that there were 44 instrumentation stations for which steel set loads were measured. For each of these sets there were three construction variables recorded, and nine geologic parameters determined (Table I). A rough approximation of the cost for both the collection and reduction of the data would be $50,000. This is in addition to the cost of geologic mapping.

Jan 1, 1967

By J. S. Aronofsky

The areas are identified where the techniques of operations research have been applied in the petroleum industry. Particular emphasis is given to the linear program models that have been used for solving management problems. Of the entire gamut of applications for linear programming, attention is focused on the models that represent underground reservoirs. Such models could be used to help schedule drilling rig operations and to schedule oil production. A framework is established for placing the model for underground reservoirs in the proper perspective along with the models which represent other facets of the oil business. One of the remarkable phenomena of this century is the rapid growth in the size and' complexity of human organizations. The mere size of modern business means that administrative decisions can affect vast quantities of capital and large number of people. Mistakes can be tremendously costly, and a single wrong decision can require years for rectification. Moreover, the pace of modern business is such that decisions are required more rapidly than ever before; the mere postponement of action can give a decided advantage to a competitor. It is not surprising that the increase in difficulty of decision making has been followed by efforts to put this activity on a more objective basis. The growing science of operations research, which relies heavily on the methods that have proved so successful in the physical sciences, is one aspect of these efforts.

Jan 1, 1962

By D. Gatzemeier

The Jewett mine is a surface mine in central Texas, producing about 8,000,000 tons/year of lignite. The mine covers 46,000 acres of land. Approximately 430 people are employed by Northwestern Resources Company and through their efforts, the Jewett Mine is one of the most productive mining operations in the country. The Jewett Mine utilizes a unique structure of staff to convert Operations Research into plans which can be implemented at the "front line" level of the Operations Team. This planning not only makes the mine cost effective and efficient, but promotes creativity in mining, which promotes ongoing research to lower the cost of mining.

Jan 1, 1993

By B Clements, G Lane

The operations and project environments are very different, but overlap in many areas. The development of mineral processing projects is goal oriented, is schedule focused and is a contractual environment. The operating environment for a mineral processing plant is oriented around longer-term commitments, focused on delivery against budget expectations, and an environment heavily influenced by long-term personal relationships, community relationships, and people issues.Further contrast is evident in the way expenditure is managed. Projects commit large amounts of money quickly to meet schedule-based objectives. Operations manage expenditure to minimise operating costs and are able to, or are forced to delay decisions on large expenditures. However, these two environments need to come together in many ways, ranging from greenfields plant handover to a new operations and maintenance crew, to day to day interaction and management of brownfields projects, often in close proximity.This paper considers the different perspectives people bring to projects and early operations, including the advantages and disadvantages of æoperationsÆ input to a project and models for managing value adding during project development, implementation and debottlenecking.CITATION:Lane, G and Clements, B, 2012. Operations versus projects - How do people think and what are the implications?, in Proceedings 11th AusIMM Mill OperatorsÆ Conference , pp 11-16 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 29, 2012

By R. T. Rometti, C. A. Bossard

INTRODUCTION Whenever a new mining property is developed or a new concentrator is built, considerable time, money, and planning are invested for the exploration, engineering, and construction of the required facilities. Yet, when these facilities are ready for startup, all too often insufficient time, money, and planning are invested in this critical phase of the project. Failure to plan for this phase results in untimely personnel mobilization, insufficient operator training, and inadequately prepared budget estimates, which combine to create excessive costs, lack of communication, unclear responsibility divisions, unnecessary delays, and poor production levels. Insufficient or excessive leadership, due to unclear assignment of responsibility, results in irrevocable problems within the startup team. A carefully planned and budgeted startup phase can avoid many of these problems. SCHEDULING A key element in properly planning the startup phase lies within the area of scheduling. Once the schedule has been established, planning can be greatly simplified through the expansion of each specified item. The overall project schedule should specify the date when the startup and initial operating management team will be brought onto the project. This team should be mobilized at least two years prior to the anticipated startup date, to allow sufficient time to begin to plan, assemble the startup groups for the various areas of the plant, initiate a workable communications system, and implement the development of the training program. This team is responsible for the preparation of a startup schedule, which would detail the dates for all key items associated with this phase of the project. These key items would include training program development, personnel hiring dates, prestartup plant checkout, etc.

Jan 1, 1982

By Jose A. Sanchidrián, Ricardo Castedo, Pablo Segarra, Juan Navarro

A study conducted at a mine site that used traditional field surveying and physical hole spot markings bench marked their combined drill and blast performance. The analysis of the operational expenditure (OPEX) improvement determined there were many measurable cost improvements. A primary factor that most operations have to deal with is over drilling of holes. This alone impacts the cost due to nonproductive labor allocations, excessive explosive costs, increased drill tool costs, increased drilling costs and has an impact on the downstream operation cost such as digging the shot material. Other related investigations also show a downstream impact of poor fragmentation on digging payload tonnes, cycle times, haulage payload tonnes, time to load a truck and the number of passes to load the tuck. The intent of this presentation is to draw attention to aspects of mining we understand but may be missing the big picture effects, such as the ability to reduce the operational expenditures consistently to impact the bottom line. The target audience is across the board from owner operators, drill and blast contractors to blasting contractors. Everyone can benefit from these improvements.

Jan 1, 2019

By H. Rush Spedden

When Robert H. Richards wrote Ore Dressing, the famous four-volume work published in the first decade of this century, the ore dresser was still largely concerned, with the mechanical treatment of ores. Since then, however, economics have transformed him into a mineral processing engineer who must increasingly deal with closely integrated facilities designed to produce a commodity for manufacturing. Moreover, this change will grow marked as the complex low- grade ores of the future make it ever more necessary for him not only to use the best combination of pyrometallurgical, hydrometallurgical and physical separation processes, but also to integrate these processes at the mine site. Nor are economic pressures the only ones propelling the processing engineer into a new era. The ecology drive has thrown him into a new situation in which his economic base is radically altered, and it could well precipitate as drastic a revolution in his technology as that which took place when flotation was developed.

Jan 1, 1971

By Walter E. Heinrichs

The following is a condensed version of an open letter addressed to Bil Gilbert of Sports Illustrated: Your article, "When a Law Fights a Law, Sports Illustrated. April 26, 1971, betrays considerable unfamiliarity with the subjects of ecology, social science, mining law and history. In a magazine as widely circulated as Sports Illustrated, an article of such a slanted nature misleads the general public.

Jan 1, 1971

By Geoffrey Purcell

Although the extractive metallurgist has not yet tackled the problem of getting blood out of a stone, he must, when faced with the mini- metal values of today's ores, believe that this ultimate miracle will soon be expected of him. Even assuming that some plausible professor at one of the few remaining minerals industry schools could persuade the National Science Foundation to sponsor such a sanguine research project, the funds might have to go begging for want of a graduate metallurgist. Falling enrollment in fields devoted to nonrenewable mineral resources, long a matter of grave concern to educators, is now recognized as a problem of great national consequence urgently needing a solution. While the law of supply and demand might eventually be expected to right the imbalance of engineers, time is not on our side and action to correct the shortage is required now.

Jan 1, 1970

By Sheldon P. Wimpfen

EVER since the Phoenicians roamed the known world in quest of metals to harden their helmets and precious metals and gems to adorn their ladies, many other nations have sought metals in the far corners of the earth. During the past 75 years American engineers have been among the foremost in seeking for and developing ore deposits. They have been responsible for many of the principal discoveries and for the application of modern methods to mines in the far comers of the earth. American mining engineers with a zest for travel and an insatiable appetite for metals have also introduced throughout the world many articles made of metal which we consider essential to everyday life. Production and consumption of these metals in many foreign countries has brought to these countries an increased standard of living and added tax revenue to their governments. But unfortunately engineers from this country are no longer given ready access to all the countries of the world. This is not only unfortunate for American engineers but also for the countries that have adopted the exclusion policies and especially so since time has proved that in countries where the American engineers have gradually been excluded there has been a significant decline in the progress of the mining industry. Removal of these barriers to professional men would aid immensely in the world-wide development of the mineral industries. New areas brought into production under the guidance of American engineers with their exceptional know-how would provide more jobs for nationals of the countries involved and a better standard of living for the nations as a whole.

Jan 1, 1946

By H. D. Lelono, M. Walden, G. Johnson

3D modelling can be used throughout the mine lifecycle and has proven to be a powerful tool for consultants and mining companies. One of the most significant benefits of 3D models is their ability to enhance collaboration, communication, and understanding between the mine owner, design engineers, and other relevant stakeholders that have a shared interest in responsible mining and site management. Tailings and mine waste management is an interdisciplinary effort that requires effective coordination and communication between a wide range of consultants, operators, and stakeholders alike. The increased emphasis on Environmental, Social, and Corporate Governance (ESG) highlights the importance for mine operators to engage and communicate with all parties involved in the planning, permitting, operation, and closure of mine sites. 3D models are valuable tools that can be used for development of geotechnical conceptual models, allowing for improved design and monitoring of Tailings Storage Facilities (TSFs). A clear conceptual understanding of a TSFs subsurface geology and foundation characterization is essential for proper tailings management, design, and planning. Visualization with 3D modelling can simplify the interpretation of the, oftentimes intricate, mine sight subsurface settings and allows for quick and effective geotechnical conceptualization. 3D models can be used to identify data gaps, optimize field investigations, and streamline the development of numerical stability or groundwater models. They can help communicate the complex nature of subsurface and TSF interactions in a clear, concise, and accurate manner to both technical and nontechnical stakeholders. This paper discusses some of the benefits of 3D modelling in relation to geotechnical analysis for tailings management and provides methodologies for how to improve upon some methodologies that are considered industry standards.

Feb 1, 2023

By J. Sottile, V. Androulakis

Operators of underground coal mine shuttle cars are exposed to numerous hazards including noise, dust and musculoskeletal trauma. The repetitive nature of shuttle car operation leads to fatigue-related incidents and soft tissue injuries. The poor visibility conditions, and dust and noise increase the occupational hazards to the operator, as well to other miners. To reduce the risks for all miners, towards providing a safer working environment for all workers, the introduction of autonomous shuttle cars is essential. This paper introduces a project to demonstrate the feasibility of incorporating autonomous shuttle cars in the underground coal mining cycle. The autonomous shuttle car will be able to localize itself, to map its surroundings and to navigate in an underground GPS-denied environment. It will also navigate efficiently by fusing different on-board sensor modalities, autonomously planning the optimum path and traversing around the mine while avoiding collisions with humans and other static and dynamic obstacles. This will be achieved by exploring and testing different state-of-the-art techniques and off-the-shelf components, and integrating them into existing equipment, i.e., retrofitting an actual shuttle car. Moreover, a modified mining system will be demonstrated which will incorporate the autonomous shuttle car, capable of making real-time decisions, into the mining cycle. The system will regulate the interactions between the autonomous machinery and the human dynamic, with emphasis given to the safety of the workers, and enable the real-time, remote supervision of the mining process. The focus will be on coal mines, where the room and pillar mining method is used. INTRODUCTION The growing demand for mineral supplies combined with the steady decline in the available surface reserves has driven the mining industry to mine deeper underground deposits. These deposits are difficult to access, and the environment may be hazardous to mine personnel (e.g., increased heat, difficult ventilation conditions, etc.). Moreover, current mining methods expose the miners to numerous occupational hazards such as working in the proximity of heavy mining equipment, possible roof falls, as well as noise and dust. In recent decades, the utilization of autonomous machines has evolved in the mining industry to provide increased health and safety to mine personnel and reduce their exposure to adverse conditions. Automation aims to remove the workers from the hazardous conditions which may be present in an active mining area and place them to a more comfortable and safer environment at a distance from the active mining face. Examples of incorporation of autonomous machinery in the mining industry include the fleet of more than 100 autonomous mine trucks that are employed at the Rio Tinto’s iron ore mines in Western Australia for material haulage. There are also semi-autonomous, teleoperated LHD machines employed at several mines around the world (e.g., Sweden, USA, China). However, the operation of the autonomous machinery in these cases is either partial (semi-autonomous, teleoperated vehicles) and of small-scale or occurs at surface mines where GPS significantly facilitates the autonomous navigation of them.

Jan 1, 2019

By S Harris, A Bossilkov

The Kwinana (Western Australia) and Gladstone (Queensland) industrial areas are among the few dozens of heavy industrial areas globally that demonstrate significant levels of regional resource synergies. Such synergies are also referred to as æindustrial ecologyÆ or æindustrial symbiosisÆ. Fundamentally they involve the exchange of by-products or sharing of utilities between companies in close geographic proximity to achieve competitive advantage and environmental benefit. A concerted research effort is currently underway to foster greater realisation of regional resource synergies in minerals processing intensive regions, in Australia and internationally. This paper summarises current insights from the foundation research into engineering tools and technologies and enabling mechanisms for regional resource synergy developments. Regional resource synergy developments were reviewed for 16 international and two Australian regions. It was found that Kwinana and Gladstone compare favourably with the well-regarded international examples of regional synergy development. Given the fairly strong evidence that self-organisation is critical for regional synergy developments, an implementation model has been proposed that captures entry points for synergy developments at the level of platform (industry collaboration), process (developing synergy opportunities) and project (assessing and implementing specific synergies). It was also found that regional synergies have so far developed in the absence of specific methods for identification and screening of synergy opportunities. Moreover, very limited attention has been paid to the associated technological and engineering challenges. The current technical research effort therefore targets: the development of a toolset for the identification and development of potential synergy opportunities; and assessment of technology needs and opportunities for regional synergies involving water, energy and materials recovery and reuse.

Jan 1, 2006

By H. H. Murray

In the past thirty years, there have been a large number of ownership changes in the industrial minerals arena and many medium to large companies have made industrial mineral acquisitions. Industrial minerals are exceedingly important to the achievement and maintenance of a high standard of living in the United States and in other developed countries. In the developed countries of the world the value of industrial minerals exceeds the values of the metallic minerals. In the U.S., the value of our industrial minerals is some 2 112 times that of the value of our metallic minerals. Almost every single thing we use or touch in our daily lives can be related to an industrial mineral. Examples are the construction industry, agriculture, ceramics, paper, paint, plastics, electronics, glass, petroleum, and many more in which an industrial mineral or minerals playa functional role. Industrial minerals are exceedingly diverse in their values, properties, and applications. Sand and gravel is an example of an essential industrial mineral commodity which has a low price but moves in very high volumes. Geographic location of this commodity is critical because of transportation costs. High calcium limestone or marble has a moderately high price particularly if it is white enough for use as a pigment or extender. This moves in moderately high tonnages and location is not as critical be-cause it can be shipped for considerable distances and still be competitive. Some specialty industrial minerals such as a white tale or white bentonite sells at a high price at low volumes and geographic location is not a major factor in marketing. Prices of industrial minerals do not tend to be cyclic and generally keep up with inflationary increases. Because of the diversity of industrial minerals very careful analyses of acquisitions or divestitures must be undertaken by buyers and/or sellers in order to prevent serious mistakes.

Jan 1, 1994

By John H. White

As production of ground limestone increased our Company found it had an enviromental problem with limestone dust from our hammer mills. With the quarry and processing plant situated within 1 klm of a small township of 5000 people dust collection became essential. Regulations under the Clean Air Act 1972 also had to be complied with. Prior to this any demand for lime flour had been met by the use of a small drier and ball mill. Both expensive to operate. Dust emitting from the mills would amount to over 4000 tonnes per year. The cost savings were obvious. We had a better product which was essentially a by-product. Faced with a surplus of a very useful, but difficult product to handle we considered the possibility of disposing of it on the agricultural market.

Jan 1, 1982

By David S. Holmes

An overview of existing biological technologies for the recovery of copper and uranium is presented. Engineering and biological challenges and opportunities in these areas. are discussed. New opportunities for the biooxidation of refractory gold ore are described. Techniques for the development of new strains of microorganisms. for commercial metal recovery applications are discussed with special reference to the genetic manipulation for bacterial strain improvement.

Jan 1, 1991

By Balmer Neilly

We are regularly told that before making a new investment one should seek the advice of his banker. If we were to place the subject matter of this paper before bankers. other than those who have experience in our mining camps, their reply would probably be evasive. However, if for example: a mining company asks them for a loan and offers as security certain mining investments, they are, in most cases, explosively candid. The idea is preposterous, unless, under Section 88 of the Bank Act, the mining company is able to deposit with the bank, gold or silver bullion, to an amount sufficiently in excess of the loan, to provide for what the banker describes as a reasonable margin of safety in case of contingencies. In addition the directors of the mine personally must jointly and severally guarantee payment of the loan. With any of these conditions missing the banking atmosphere becomes chilly. The local manager explains that the general situation, and particularly European conditions, are so unsettled that head office has warned him that his discretionary powers must not be exceeded under any circumstances.

Jan 1, 1924