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By C R. Fountain, R J. Sinclair

The zinc industry is dominated by the electrolytic zinc (EZ) process. The EZ process has a low tolerance for impurities, resulting in tight concentrate specifications. Many mining companies sacrifice zinc recovery in order to meet smelter specifications. Some have ore-bodies that cannot be economically developed because too much metal has to be sacrificed, or it is just not possible to meet the specification. The BUKA Zinc Process (BZP) has been developed as a method of producing high-quality zinc from a wide range of concentrates. It can have lower capital and operating costs than the conventional zinc and lead production routes. Advantages accrue from increases in metal recovery during concentrating, smelting and refining; the elimination of most of the capital and operating costs associated with lead smelting; reduced transport costs; lower zinc refining costs; reduced refinery residue disposal costs; and reduced future environmental liabilities. This paper describes results of testwork that has been undertaken to demonstrate the viability of the BZP on both test rig and laboratory-bench scale.

Jan 1, 1998

By T. G. Phillips

"This paper gives an inside look at a bulk terminal and describes the preparations that must be made by a company in developing such a terminal and its position in today's traffic pattern. The following headings cover the subject material: (a) Traffic pressures, their detection and measurement, (b) position in the traffic flow -selection of site, (c) transportation connections -present and possible future routes, (d) engineering studies and costs, (e) contracts, the basic material for insured traffic, (f) financing, (g) budgetary control, (h) development of new techniques, (i) growth into new cargoes or cargo-handling methods and (j) consolidation."

Jan 1, 1968

By R. F. Sharpe

THE Bullion mine, in the famous Cariboo district of British Columbia, is situated on the left bank of the South fork of the Quesnel river, approximately three miles below the outlet of Quesnel lake. A good road leads 63 miles northeast to the property from Williams lake, the railhead on the Pacific Great Eastern railway. The mine may also be reached over good roads from Vancouver via the Fraser canyon, Ashcroft, Clinton, and the 150-mile house, a total distance of 407 miles. In the early days of placer mining on the South fork of the Quesnel, several rich bars were found. The 'pay' on one of these at the mouth of Dancing Bill gulch was followed up the gulch by a Chinese company, who proved to be the discoverers of the present Bullion mine. This Chinese company commenced working in 1884, in what was then referred to as the China pit. Although working under very primitive conditions, it is reported that, during the ten years they operated the property, they recovered in excess of $900,000 in gold. This somewhat large recovery was due to a local concentration, the result of Dancing Bill creek having meandered down that portion of the channel and washed off the overburden. In 1894, a syndicate composed largely of the Canadian Pacific Railway directorate of that time, with J. B. Hobson as their field manager, acquired the property, as the apparent magnitude of the operation was too great for the resources of the Chinese company. Mr. Hobson, during the first ten years of his regime, developed the mine into a large-scale hydraulic operation, and during that period, from 1894 to 1905, recovered approximately $1,234,000 in gold. In 1906, the property was sold to the Guggenheim Exploration Company, who retained Mr. Hobson as Manager and embarked on an extensive programme to bring in additional water. This project was never completed, however, work being suddenly abandoned in 1907 and the mine closed down. Shortly afterwards, the property was purchased by a small operator on what is believed to have been largely borrowed capital. This venture resulted in no production, but in much litigation, which eventually reached the Privy Council in 1920.

Jan 1, 1939

By R. Drozd

"The Bui/moose Mine is in the northeast coal area of British Columbia, and less than $300 million was spent to bring this 2.3 million-tonnes-per-year metallurgical and thermal coal mine into production by November 1, 1983, one month ahead of schedule. The project is an unincorporated joint venture undertaking, with Teck-Bullmoose Coal Inc., a wholly-owned subsidiary of Teck Corporation, holding 51%, Lornex Mining Corporation holding 39%, and Nissho-lwai (Canada) Ltd. holding 10%. Bullmoose Operating Corporation will be the manager and operator of the project. This paper will broadly cover the history and exploration work on the property, the geology, open-pit mining plans and equipment, the preparation plant flowsheet from breaker station to clean coal silo, the 35 km highway truck haul, the railroad loadout system, manpower requirements, approvals and permits, and general financial arrangements. Introduction The Bullmoose Mine Project is located about 87 km by road south of Chetwynd, B.C. and consists of an open-pit coal mine, a plant facility in the Bullmoose Creek valley below the mine, and a separate rail loadout facility on the British Columbia Railway Branchline near the new town of Tumbler Ridge some 35 km by road to the east. The plant will be capable of producing a total of 2.3 million tonnes per year (mty) of washed metallurgical and thermal coal. Long-term metallurgical coal contracts for high-quality, medium-volatile, bituminous coal have been signed with nine Japanese buyers for 1.7 mty, and the balance of0.6 mty will be for thermal coal production. Plant construction began in the spring of 1982, and in May 1983, preproduction waste and overburden removal in the mine was started. The plant began tuning up in October and was fully operational by December 1983. Metallurgical coal began moving to the coast in unit trains during November, and first vessel loading at the Ridley Island port began in late December 1983."

Jan 1, 1985

For many years the occurrence of gold in the Coeur d'A1ène region had been rumored among the pioneers of the Northwest. It is stated that as early as 1853 gold was discovered in this district by Donelson, of the Stevens expedition, but the hostility of the Indians prevented prospecting. In 1858, when Lieutenant John Mullan surveyed the military road across the Bitter hot mountains, the members of his expedition, most of whom had mined in California, noticed sundry outcrops of good-looking quartz, and some of them actually found gold, as is recorded in a letter that Mullan wrote, from Washington, in 1884. The first successful prospector in the Coeur d' Alène was Tom Irwin, who worked a quartz vein on the Mullan road in the spring of 1879. Two years later he met A. J. Prichard, who was engaged in the lumber business; he told him what he thought of the chances of placer mining in the upper reaches of the Coeur d7AlBne river. This was in 1881. Prichard became keenly interested, and himself found gold on several creeks, one of which is now known by his name, at a place close to the site of the town of Murray.* In 1883 Prichard located a number of claims, and shortly afterward he wrote a letter to the members of a Liberal League to which he belonged, inviting them to "secure the lion's share" of the mineral wealth he had uncovered. His letters caused a stampede from Montana and Colorado, and from South Dakota also, to the Coeur d'Alène gold belt in the summer of 1883. A town, named Eagle City, was surveyed; in 1884 lots sold at prices ranging from $200 to $2000. The buildings were made of logs and shingles. Shoveling of the snow in' front left s

Jan 1, 1932

By A. Ouellette, E. Nilsson

"Preventative maintenance is a burden for equipment users but a demand from the machine suppliers to ensure performance. Machine availability depends on preventative maintenance being followed.Mining equipment is becoming more and more sophisticated and productive, yet less and less time is available for preventative maintenance. Manufacturers invest in reducing costs, simplifying operating requirements, and lowering maintenance requirements, but it is the users who must invest more heavily in the advanced maintenance systems to keep the units operating.IntroductionPreventative maintenance has been, and still is a key factor in avoiding disturbances in production due to equipment downtime. Manufacturers ask for it in extensive maintenance schedules, check lists, programs, etc. often with a ""threat"" that, if not performed, the machine guarantee will not be valid. Modern mining and construction machinery has become sophisticated, like all other machinery, with elaborate hydraulic, electric and electronic systems and computerized controllers. Maintenance organizations within the mining industry have grown to heavy cost centres just to keep up the availability of the equipment.It is difficult for machine manufacturers to have maintenance programs that suit every user. International suppliers have to deal with different cultures, education levels, environments, organizations, etc. Maintenance programs recommended by manufacturers often do not meet some user's needs while they are ""overkilling"" to others. Preventative maintenance schemes recommendations of what to do, in what frequency, etc.) usually fit mechanical components in the equipment, e.g. wear measurements, crack indications, lubrication, oil changes, etc. But how does one perform preventative maintenance on huge hydraulic systems, electrical and electronic systems and computers? Failures in these systems usually occur without any warning and are more or less impossible to predict. Another difficulty in creating effective preventative maintenance programs for these kinds of systems is the relatively low volume of mining and construction equipment that is produced per year. For example, although Atlas Copco is one of the largest manufacturers in the world of underground blast hole drilling machines, the company still does not produce more than a few hundred drilling jumbos per year. These are made in more than 10 different models, with different systems and components, and very often are custom adapted to the end user's requirements."

Jan 1, 1992

By Jon P. Stone

The Automated Minerals Information System (AMIS) is an integrated data base system being developed to support the Bureau of Mines minerals information collection and analysis activities. The system facilitates cross-referencing and integration of domestic and foreign information from a variety of sources. The AMIS provides a central source of minerals information that is versatile and responsive to the needs of problem and policy analysts as well as supporting the needs of those involved in data collection and interpretation. As the AMIS becomes fully implemented, it will become an important tool in forecasting and assessing the impact of policy decisions that affect the supply and demand for minerals. The Bureau of Mines has long been the Federal Government's principal source of worldwide information on non-fuel minerals. Emphasis is placed on the analysis of mineral problems and policies as they affect the world's nonfuel mineral resources. To facilitate timely and accurate analysis, comprehensive data on 87 commodities are collected by various Bureau programs. Minerals information is made available through a number of periodic publications including the annual Minerals Yearbook and monthly Mineral Industry Surveys. These data collection and analysis activities have traditionally been supported by over 200 separate information processing systems. The Bureau of Mines has begun to implement a broad information strategy to provide a better response to the mineral problems and issues of the 1980's. The cornerstone of the Bureau of Mines information strategy is the development of the Automated Minerals Information System. When fully operational, we believe that the AMIS will provide the Bureau of Mines with the most comprehensive source of minerals information available anywhere in the world.

Jan 1, 1982

By Catherine C. Kilgore

The Bureau of Mines investigated the availability of fluorspar from 35 domestic and 50 foreign, mines and deposits in 13 countries. Only 6 domestic properties are considered to be economic reserves, as 29 domestic deposits were found to have an average total cost of production that was uneconomical at a breakeven (0 pct) DCFROR. The 50 foreign properties evaluated were selected to represent at least 85 pct of the known demonstrated fluorspar resources located in market economy countries and China. All evaluated foreign operations were found to be economic to marginally economic in January 1984 dollars. World demonstrated ore reserves of 344 million metric tons (mt) containing 123 million mt of CaF2 were evaluated for the 56 operations. Average total costs needed to cover all costs over the life of each operation were determined for all recoverable fluorspar products. Comparisons of mining, beneficiation, and transportation costs per mt of fluorspar concentrate illustrate advantages between countries. Of the three largest producing countries, China, with its high-grade, low-cost operations had the lowest weighted average total cost of production ($38/mt concentrate). Mexico was next at $54/mt concentrate, and South Africa needed an average of $90/mt of concentrate to cover all costs of production for its low grade deposits.

Jan 1, 1985

By John W. Padan, John E. Crawford

Beginning with a small but positive participation in undersea mining, the Bureau of Mines continues its active investigations into this potentially tremendous field. The Bureau began its active role in undersea mining in September 1963, with a small task force of three dedicated scientists and a secretary, establishing headquarters at the old Tiburon Naval Net Depot about seven miles up the coast from San Francisco. The past months have been both busy and productive. With 22 Federal agencies involved in oceanography, it logically was the intent of Congress that the Bureau of Mines undertake research concerned only with the technology of marine mineral production and utilization. The Bureau has maintained this purpose in its activities at Tiburon, for while institutes, universities, the Navy and other Government agencies have developed exceptional programs in the fundamental science of the oceans, commonly called oceanographic research, little has been done toward advancing man's ability to exploit the ocean floors other than by drilling for oil and gas and sulfur.

Jan 3, 1965

Throughout the 1970s, the US Bureau of Mines rode an ebb tide in Washington political circles. In rapid fire succession, the agency lost its mine health and safety enforcement responsibility (1973), a large portion of its energy research responsibility (1975), and then its fuel statistics functions plus a sizable portion of its coal R&D (1977). By 1978, johnny-come-latelies in the Energy, Labor, and Interior Departments had siphoned away from the Bureau some $125 million in program responsibilities as well as 900 of its employees. The bruising decade came to a close with a Department of Natural Resources proposal that, in its original form, would have scattered the Bureau’s responsibilities to the winds. There is no doubt in my wind,” said Lindsay Norman, acting director of the Bureau of Mines (see box), “that were the Bureau to continue down the path it was on, the next step was closing the doors and going out of business.” The doors are still open, but erosion of responsibilities had a devastating effect on the resources available to fulfill the Bureau’s mission. Devastating,too, in terms of internal morale, considering the Bureau had six directors in a 10-year span. “When the troops are in the trenches and are being shot at,” Norman said, “they need a leader—hopefully, a permanent one— that can get them advancing. This is something the Bureau did not consistently have in the 1970s.” In September 1978, Roger Markle climbed aboard as director of the Bureau to rejuvenate the 70-year-old agency. He resigned only six months later* but the program Markle set in motion is being carried through by Lindsay Norman. Since Norman’s appointment as acting director, he has spent considerable time on the road explaining his agency’s redefined goals. At one such stop in Duluth, Norman and his two deputy directors, Charles Kenahan and Mike Kaas, answered the following questions.

Jan 6, 1980

Throughout the 1970s, the US Bureau of Mines rode an ebb tide in Washington political circles. In rapid fire succession, the agency lost its mine health and safety enforcement responsibility (1973), a large portion of its energy research responsibility (1975), and then its fuel statistics functions plus a sizable portion of its coal R&D (1977). By 1978, johnny-come-latelies in the Energy, Labor, and Interior Departments had siphoned away from the Bureau some $125 million in program responsibilities as well as 900 of its employees. The bruising decade came to a close with a Department of Natural Resources proposal that, in its original form, would have scattered the Bureau's responsibilities to the winds. "There is no doubt in my wind," said Lindsay Norman, acting director of the Bureau of Mines (see box), "that were the Bureau to continue down the path it was on, the next step was closing the doors and going out of business." The doors are still open, but erosion of responsibilities had a devastating effect on the resources available to fulfill the Bureau's mission. Devastating, too, in terms of internal morale, considering the Bureau had six directors in a 10-year span. "When the troops are in the trenches and are being shot at," Norman said, "they need a leader-hopefully, a permanent one- that can get them advancing. This is something the Bureau did not consistently have in the 1970s." In September 1978, Roger Markle climbed aboard as director of the Bureau to rejuvenate the 70-year-old agency. He resigned only six months later* but the program Markle set in motion is being carried through by Lindsay Norman. Since Norman's appointment as acting director, he has spent considerable time on the road explaining his agency's redefined goals. At one such stop in Duluth, Norman and his two deputy directors, Charles Kenahan and Mike Kaas, answered the following questions. Lindsay, you were the principal architect in the Bureau's 1979 reorganization. How about a glimpse of what that entailed? Toward the end of the 1970s, after almost a decade of steady dismemberment, we reached what we felt was a critical point in the Bureau's history-we had the choice of redefining and strengthening our organization to meet the mineral challenges ahead, or continuing down the path toward the agency's eventual demise. We felt the Bureau's mission too important to abandon, so in 1978 with Roger Markle as director we initiated a six-month, no-holds-barred intro spection of just what the Bureau should be doing, why, and toward what ultimate national needs. And what did this self-reflection reveal? That there is, indeed, a unique federal role for the Bureau of Mines-that of a lead agency for influencing mineral decisions and pioneering tomorrow's technologic advances. Don't confuse us with policymakers, we're not. But we are policy analysts; we're scientists, engineers, and mineral professionals who can offer a sorely needed source of objective, accurate information to decision makers in both the public and private sectors. I feel there is no better brain trust in government than the Bureau when it comes to mineral expertise-of course, I'm biased. Do I understand you to say the Bureau of Mines is an advocate agency for the minerals industry? We plead no parochial interests, nor ought we, but from our viewpoint a sound minerals industry is extremely important to the broader national goals of security and a healthy economy. US dependence on foreign sources for critical minerals, the increasing noncompetitiveness of some US mineral sectors, and the array of land use issues surrounding mineral-rich lands all have much more serious implications than many otherwise informed people seem to recognize. In your estimation, how vulnerable is the US to foreign mineral suppliers? Let me make a distinction between dependency and vulnerability. The

Jan 4, 1980

By Alexander Bowie

IN many places throughout the Western mountain plateau regions of the United States coal beds in place have been burned over very extensive, areas, the fire evidently originating on the nakedly exposed outcrop of the coal bed and gradually burning its way into the bed for considerable distances under very heavy cover. . The surface evidences of the burned-out coal beds are seen in the calcined and discolored rocks overlying the places of the outcrop. The greater the mass of the burned coal the higher the results of its combustion can be seen in the overlying strata. I have noted many instances of this condition in the States of South Dakota, Wyoming, Colorado, New Mexico, and Arizona. In the lignite fields of Dakota and Wyoming I noted stretches of level country many square miles in extent where the surface rocks were roasted and vitrified by the burning of a great bed of lignite lying nearly level and with a light cover; this is probably the most favorable natural condition for the burning out of a coal bed. The less the depth of the rock covering overlying the coal bed, the better the .chance for a continuous supply of air to the fire; but when the coal bed clips heavily into the ground, or even if level, if it, passes under a hill or mountain which gives the bed a heavy covering of strata, the fire has more chances of being extinguished from natural causes than in the first condition described. The distance which, a crop fire may extend into a coal field is very much influenced by the dip, the thickness of the coal bed, and the nature of the rock covering immediately overlying it.

Jan 2, 1914

By J. Laganiere

A considerable part of the sulphuric acid requirements of the Aluminum Company of Canada's Arvida smelter comes from the burning of 180-200 tons per day of zinc '"'sulphide concentrates in a 22-ft.-diam-eter fluidized bed roaster. The plant and its operation were fully de-scribed in a publication that appeared about ten year ago (1). A simplified flowsheet of the roasting and gas-cleaning sections of the plant is given in Figure 1. The wet zinc sulphide concentrates are un-loaded into a pug mixer, by means of a Pay loader, and mixed with water in a mixing tank to make a slurry of 80 per cent solids. The slurry is transferred to a .feed tank and then introduced into the roaster at a point four feet above the constriction plate, which is the height of the settled bed of zinc calcines. The roasting temperature is con-

Jan 1, 1963

By Woolf, W. G.

Filtration of hot (60°C) supersaturated zinc sulphate solution (sp gr 1.540) from slimy leach residues at the electrolytic zinc plant of Sullivan Mining Co., Kellogg, Idaho, is de- scribed. Separation of liquids and solids in the finished leach is by Burt filters modified to meet conditions of high-acid, high-density process for electrolytic zinc. Operating characteristics of the Burt filter on this pulp are presented.

Jan 1, 1950

By Rob Boom, Yasuyuki Tozaki, Greg Traquair

The objectives of the business case are to examine a proposed metallurgical project and answer fundamental questions about project feasibility, risks, opportunities, and value. A business case fulfills these basic functions: estimates economic value; helps to understand competitiveness; serves as a risk management tool; and serves as a communication tool. A business case evolves with the project life cycle, and supports the gate reviews at the end of each phase of engineering, through to project construction and operations. A business case must be holistic, including all elements of scope that can impinge on project risk and value.

Jan 1, 2015

By M. Bunch

Today?s mine operating managers face an incredible challenge of meeting the forever increasing legal and regulatory requirements for mining projects. Managers know that meeting compliance of these requirements is just a starting point of assuring sustainability for the project. So how do today?s managers meet these requirements while at the same time focus on continuous improvement in Health & Safety, Environmental, Costs & Production, Labor Relations, Social Corporate Responsibility, and Quality? This paper outlines means by which managers can take control of their operation through the implementation of an integrated Business Management System (BMS) and lay the foundation of a continuous improvement culture in their organization.

Jan 1, 2010

By FREDERICK W. BRADLEY

MINING is one of the world's oldest industries and has pioneered the civilization of all new lands. Today, mining is not only one of the essential and basic industries of the world, but it is constantly growing in magnitude and becoming more important. We think that the most of our mining is done in the western portion of this country, but in the old State of Pennsylvania mines and products derived from minerals account for about two-thirds of the entire productive wealth of the State. As our forests are denuded, mining furnishes substitutes for timber in the way of concrete, gypsum board, etc. ; and as civilization increases the wants of mankind, mining is producing metals and minerals of every kind in increasing quantities. For example: during the past ten years the per capita consumption of copper in the United States has increased 49 per cent, to 14.56 Ib.; that of lead has increased 35 per cent, to 12.24 lb.; and that of zinc has increased 70 per cent, to 9.57 Ib. The consumption in European countries is about one-half of this, and there are other countries with large populations where there is virtually no consumption; so when all other countries catch up in consumption with our country, you can see what an enormous demand there is going to be for the metals, even to the extent of having to find substitutes for copper, lead, and zinc.

Jan 1, 1929

By J. Hendry, K. Brady, J. Yorzyk

Drawing from the experience of nickel, copper, aluminum and mineral borates, this paper illustrates the business value that the mining, minerals and metals industry as a whole can gain from applying life cycle assessment (LCA) to products and operations. Through the use of case studies, the paper explores how companies and industry associations have used LCA to their advantage: from evaluating capital investments, meeting customer information needs, supporting new product applications, and developing credible marketing information on the environmental performance of their products. It also explores the dynamics of LCA adoption and integration within companies, and provides recommendations to further strengthen institutionalization of LCA.

Jan 1, 2010

By Henry S. Drinker

THE Butler Mine property is situated in the vicinity of Pittston, in the Wyoming coal-field of Pennsylvania. The coal has been worked out from the fourteen-foot or Baltimore vein for a number of years on part of the tract, the old chambers remaining open as when originally abandoned. This vein outcrops on the Butler property, and is nowhere more than sixty feet below the surface of the ground on the line of the cut-off to be described. Above the fourteen-foot vein and about, say midway, between it and the surface of the ground, there is another small vein or rider of coal, about twelve inches in thickness. The rock between the two veins is a carbonaceous slate, about twenty-five feet in thickness. Above the smaller vein is a bed of sandstone, varying in thickness, but generally not less than from eight to ten feet. This sandstone is also carbonaceous, but the proportion of carbon is much less than in the slate below. Both rocks have been analyzed, and before the next Institute meeting, the writer hopes to be able to furnish the exact proportions. The sandstone is overlaid with debris up to the surface of the ground. Some time during the spring of 1876, it was found that the coal left in the worked-out mine had been set on fire, and that the fire was gradually spreading. Inquiry developed the fact that the fire had originally been started by a woman, who had taken up her abode in an old tunnel leading into the workings. Owing to some delay in the early attempts made to extinguish the fire, it finally gained such headway that no ordinary means were found to be effectual. Finally, Mr. C. F. Conrad, civil and mining engineer, of Pittston, Penna., was called in as consulting engineer. He advised the making of a thorough cut through such portion of the old workings as had not been reached by the fire. It was found by survey that this cut could be limited to a length of about one thousand two hundred feet, as the vein faulted on both sides, and that the greatest depth of the cut would be about sixty feet. Subsequently it was decided to tunnel part of the way, thus saving the deepest portion of the cut. In 1856-7, there occurred a fire in the same mine. Two stone-walls in V-shape running from the apex of the V towards the outcrop, were built to cut the fire off, and these walls were carried as far as the vein had at that time been worked. After the walls were finished

Jan 1, 1879

By Mark R. Lamb

THE treatment of slime is of special interest to those engaged in cyaniding gold- and silver-ores. The usual practice is to make as small a percentage of slime as possible. In many instances the slime is given no treatment, but is impounded in dams in the hope that the future will develop some method of economically treating this product. The filter-press was the first step upward from ordinary decantation, but, on account of heavy labor-charge and high cost, its use has been limited to high-grade material. The slime at the Combination mill at Goldfield averages perhaps $20 per ton, and although the values are quickly dissolved the filter-press installation was not entirely satisfactory, resulting in the erection of the canvas-cell filter, developed by Chas. Butters and his staff. This filter is a great improvement over the filter-press, and the following description of it will be of interest to those engaged in treating slime produced in crushing ores, especially in view of the fact that, by the use of this filter, slime can be treated at a lesser cost and with a higher percentage of gold- or silver-extraction than in the ordinary treatment of sand; and, moreover, the initial outlay for an all-sliming plant is less than that for the ordinary sand- and slime-plant. The economy of construction of the Butters filter-plant is clearly shown in Figs. 1 and 2, which illustrate the 20-frame filter of 40 tons capacity, now being installed by the Nevada Goldfield Reduction Co. In this construction the slime-pump is so connected that it can pump to or from either tank or the filter by changing the valve-settings-a combination which is necessary in this particular installation, since sufficient fall is not available for filling and discharging the filter by gravity. Ordinarily, a slime-plant comprises: a filter-box with frames

Jan 1, 1907