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By L. P. James, W. W. Atkinson

Utah has produced about one billion troy oz. (31.7M tonnes) of silver, more than any U.S. state except Idaho. Several very high grade ore systems, now closed, occur within large polymetallic limestone-hosted districts related to plutonic complexes. These Utah mines fed several major lead smelters for nearly a century. Interaction of magmatic chloride-rich fluids with carbonate rocks localized significant bonanzas within these districts. A low sulfidation state was produced in the fluids by their passage through limestones. The Bingham porphyry mine has also yielded more byproduct silver than other porphyry copper-gold systems. Away from exposed intrusive rocks, some large silver-only systems occur in Mesozoic sandstone and in caldera-related veins in volcano sedimentary rocks. Thick permeable latest-Proterozoic basement meta quartzite sequences present beneath western Utah may have been important, as perhaps they were in the Coeur d’Alene district of Idaho, in providing chloride and silver-rich ore fluids. However, it is clear that specific Tertiary magmatic events played an essential role in the evolution of the Utah silver-rich metallogenic province. The largest silver districts in the state are genetically related to porphyritic plutonic rocks.

Jan 1, 2000

By Murphy MW, Klaric SD

The history, operation and design of the Secor continuous rod production process is described. The effective operation of the plant is influenced by accurate monitoring and control of molten metal properties, mould release application, coolant application and composition and correct setting of all operating parameters. The continuity of operations, which is an essential feature of this type of plant, is also greatly influenced by the service life of wear parts in the operation. This paper deals with three principal wear parts which come into direct contact with copper during operation, these are:

Jan 1, 1985

By Evangelia Ieronymaki

Civil engineering education relies on traditional methods of teaching, comprising mostly of deductive instruction by presenting the theory, followed by applications. This paper presents an alternative way for teaching foundation design to senior students, introducing a more inductive approach. The students are presented with a project/game adapted to a real-world problem at the beginning of the course. They are asked to identify the correct steps and methods throughout the lectures, for reaching an appropriate solution that they document and present at the end of the course. To make the project more enjoyable, the project has the format of a game where the students compete with each other on completing the task faster and more efficiently. The goal of this teaching approach is to enhance the ability of the students for problem solving and the engineering way of thinking, while playing a game. In the end, the students were requested to respond to a survey regarding the efficiency of this project/game on their learning. The results showed that students prefer more inductive methods for a design course, feeling that this project made them think more like engineers, while the ‘game’ twist of it made the whole course more fun. INTRODUCTION Most civil engineering courses are taught in 2019 the same way they used to be taught 40 years ago in the 80s. Classic methods are mostly deductive, where the instructor presents the theory first and then applications of that theory follow. Little or no attention is given initially to why the theory was developed or what are the problems it solves. The applications of the theory, and thus the purpose it serves, come only in the end and after methodologies have been presented, leading the students to show low interest in the material. As Albanese and Mitchell (1993) have reported, people are mostly motivated to learn things when they clearly see the need to know them. This explains the students’ little motivation that, if any, comes mainly from the fact that the material may be useful either in other courses or in their future careers. On the other hand, there are alternative inductive methods of teaching, where the role of the students is more active. A lot of researchers have highlighted the benefits of inductive methods in teaching engineering courses. Based on Prince and Fedler (2006), inductive methods include; a) inquiry-learning, b) discovery learning, c) problem and project-based learning (PBL), d) case-based teaching, and e) just-in-time learning. Inquiry-learning is maybe the most traditional method of inductive teaching/learning methods, where the instructor asks questions or poses problems and the students need to apply the theory they have learnt in order to find the solution (Bateman 1990; Prince 2004; Lee 2012). Similar to inquire-learning is the discovery learning, where students have to find the solution to a problem or answer to a question, while the instructor simply provides feedback to the students without guiding their efforts (Leonard 1988; Westbrook and Rogers 1994).

Jan 1, 2019

By Peter Bigwood

Whether drilling through tough clay or breaking rock, or facing the most severe conditions including mixed face ground, perched water and running and flowing sands, working under-ground certainly comes with no shortage of challenges. In an environment where the unknown is faced on a daily basis, tunneling contractors must be able to rely on their equipment to get the job done properly. Not only that, their equipment must comply with two of the highest priorities: safety and efficiency. In addition to being the number one concern, a proven safety record provides additional benefits to a company. A safe work environment serves as a key component to company growth, including the ability to remain competitive in bidding and maintaining higher-level, more challenging projects.

Jan 1, 2012

Overview of Presentation Why Enter Agreements with First Nations Making it Win-Win ?The Principles The Process Making the Process Work Resource Agmts Defined Resource Agreements are legally binding agreements between a resource company and the First Nation(s) whose Aboriginal or Treaty rights may be impacted by the activities of the proposed project

May 1, 2009

By Alain Bouchard, Germain Labonté, Jim Barrett

"Mill feed materials that are not run-of-mine ore are often a challenge for mineral processors and tend to accumulate in stockpiles, where they remain unprocessed for many years and become “slow moving inventories”. During a complete re-evaluation of the Clarabelle Mill operation (38,000 ton/day capacity) in 2000, it was concluded that there was an opportunity to assemble a 5,000 ton/day custom circuit to treat such stockpiles in the equipment that remained available during regularly scheduled maintenance shut-downs.This project was part of the larger Mill Redesign Project and involved testing the intended flowsheet under a number of operating scenarios for the first material to be treated: spent refractory bricks. The laboratory focus was on how to maximize returns using the available equipment and reagents.The circuit was successfully commissioned in the fall of 2000. As the brick stockpile was depleted, other potential feeds were evaluated at the laboratory, as well as in the new custom circuit itself. Processing of the spent refractory brick has yielded a significant contribution to the profitability of INCO. Significant opportunities lie ahead for generating more value from other slow moving inventories.INTRODUCTIONIntegrated mining operations tend to have slow moving inventories along the path from the mines to the finished products. Spent refractory bricks from furnaces and converters and furnace bottoms are materials that often end up in long-tern stockpiles. Such stockpiles are a challenge, although they represent small tonnages on an annual basis, because they are unique materials, which cannot be readily brought into the process at a rate anywhere near that at which they are produced, due to the high contents of deleterious components such as chromite or magnesia. Accumulation over years will eventually yield a metal inventory worthy of consideration given the right opportunity, such as availability of spare equipment or peak metal prices."

Jan 1, 2002

By M E. Webb

Safety is a key value in most leading mining companies. Despite years of effort, and significant expense in ‘programs’, operating sites seem to have been left with no real improvement in either the elimination of fatalities or sustained reduction in injuries.Safety systems and processes have grown and evolved, often to the point where they have become overly complicated and marginally useful.MMG Limited, following the consolidation of its Australian operations under a single management structure, undertook a program to effect real and sustained change in its approach to managing safety. The program aimed at improving safety by better engaging its workforce and by making safety processes simple, useful and effective. It defined the role of the supervisor in creating safe work, the role of the people doing work and the role of safe work methods.A safety diagnostic tool was developed to assess site against safety-critical mindsets, behaviours, cultures and systems. The outcome of the diagnostic is considered by the organisation to be the true lead indicator of safety performance.While still a work-in-progress, the program at the Australian Operations of MMG Limited shows that challenging common paradigms in safety management can create real change in safety performance.CITATION:Webb, M E, 2016. Making safety simple, useful and effective, in Proceedings International Mine Management Conference, pp 217-223 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By P McCarthy

"This paper is based on 30 years of involvement in feasibility studies as a participant, study manager and the leader of a firm that provides study components and overall study management. The following topics are discussed:the purpose of feasibility studiesaligning the goals of the study team with those of the ownerthe difference between optimisation and designhow the types and levels of studies affect the organisation of the studythe relative merits of various management structures and contractual arrangementssetting scopes of work and tendering the work outthe selection of a study manager and the study management teamcommunications within the study team and externallythe project management trianglemanaging scope changes and maintaining flexibility to respond to study findingsprogress paymentsmanaging a study crisisinnovation, risk aversion and bankabilityreporting the resultsthe dangers and benefits of value engineering.CITATION:McCarthy, P, 2016. Making studies work – organisation, communication and management, in Proceedings Project Evaluation 2016, pp 20–30 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By G. B. Harris

It has long been appreciated that chloride chemistry has a number of advantages over the more traditional sulphate route for both extracting and separating metals. Modern materials of construction, coupled with the development of a more cost-effective and efficient hydrochloric acid regeneration technology mean that chloride-based processes are now more competitive and attractive. Such processing routes are able to recover more of the contained metal values in a feed, including iron in a benign and/or marketable form, and particularly the so-called rare and rare-earth elements which are increasing in demand in our electronic age. These factors, therefore, add appreciably both to the overall economics of a project, but also offer a much more sustainable approach to our dwindling natural resources. Additionally, chloride-based flowsheets can be much more environmentally-friendly, offering practical alternatives to two of the biggest headaches faced by the industry, namely cyanide usage and the generation of red muds. This paper presents a brief theoretical background, focusing on the latest developments of ferrous iron oxidation and the low-temperature, selective hydrochloric acid regeneration process, which is the key unit operation for any chloride flowsheet, and discusses in general the advantages of the chloride approach. Several recently-developed flowsheets, which have been tested at the miniplant level, are presented for gold, base metals, titaniferous magnetites and lead-silver ores wherein the advantages of considering a chloride approach are highlighted.

Jan 1, 2014

By John J. Deutsch

"1T is a great pleasure for me to be present at the Annual Dinner of the C.I.M.; a pleasure which is combined with a mutual opportunity that I value highly. First of all, this occasion gives me a chance to meet again many Members of your Institute and to become more fully informed of the special problems of the mining industry. This alone is ample reason for me to welcome the invitation to join you tonight. In addition, this occasion provides me with an opportunity to tell you something about the work of the Economic Council which might be of particular interest to your industry.In the mining industry, keen competition and constant change are basic facts of life. The continuing prosperity of the Canadian mining industry depends fundamentally on how successfully it is able to adapt both to the changing conditions within the industry and to major trends which operate throughout the world.First of all, the scale and organization of the industry are evolving to new and different dimensions. As one authority has put it, ""The cream of the small high-grade, easy-to-mine ore deposits of this world have been consumed and mining is becoming more and more an industry of very large scale, complex operations. It has already become in most countries a capital intensive industry and its problems, scientific, technical and economic, are growing in difficulty."""

Jan 1, 1966

By J. D. Kennedy

The alchemists of old are remembered well for their tireless efforts in attempting to convert various common metals, such as lead, into gold. Not so well known generally, but no less intense, have been the efforts of certain individuals who attempted to manufacture diamonds over the last 100 years. Diamond, the most glamorous and permanent of gems and the hardest industrial abrasive, is carbon in a high-density unique crystalline form with a cubic structure and a density of 3.5. This contrasts with graphite at a theoretical density of 2.2 and possessing a hexagonal structure. Diamond is the hardest natural, material known and until very recently had no close competitor, natural or otherwise, with respect to hardness. The hardness of diamond exceeds that of any other industrial abrasive by a factor of approximately five. The early theories of diamond synthesis were rather vague. Since diamonds occurred in nature, man then looked to nature for clues as to how this might be accomplished. The original known diamond deposits of India are alluvial in character and provided little insight as to how diamond had been formed by nature, for in, these locales the diamonds have been washed by streams or carried by the glaciers long distances from the areas in which they occurred originally in the earth's crust. As a matter of fact, we are told that even today the locations of the mother ground for the Indian alluvial deposits are not known.

Jan 1, 1959

By HAROLD VINTON COES

MANAGEMENT has been tersely defined as getting things done through the efforts of other people; but before we proceed further, let us distinguish between administration, management, and organization. Oliver Sheldon in his book, "The Philosophy of Management," offers the following definitions: Administration is the function in industry concerned in the determination of the corporate policy, the co-ordination of finance, production, and distribution, the settlement of the compass of the organization, and the ultimate control of the executive.

Jan 1, 1943

By T. W. Camm

"As engineers, we are trained to use logical, rational problem solving to insure our mines operate at maximum efficiency. We tend to use the same technical approach to design safety into all mining systems. This works well for machines, but not so much for the human component. Recent insights in the field of behavioral economics provide useful ideas for addressing the fact that we are driven by emotions more often than by rational thought. Understanding the nonrational aspect of human behavior is an important piece of any safety system design. INTRODUCTION The most common economic model is based on humans making rational decisions; that given the proper information, we will make a logical, rational decision based on what is best for ourselves (Ariely, 2009, p. xviii). In many cases this is an accurate description of how we make decisions. As an engineer, I was trained to apply the precision of mathematics and logic to solve problems. As an engineering professor, I now teach this approach to bright young minds preparing them for a life of professional effectiveness as practicing engineers. That said, we are not only rational. Daniel Kahneman, winner of the Nobel Prize in Economics, describes a model for how we think (Kahneman, 2011). System 1 is the part of our mind that is fast, intuitive, and emotional; while our logical, slower, and deliberative mind is System 2. According to Kahneman’s model, System 1 runs automatically, most of what you think and do originates in System 1. System 2 takes over when things get difficult, including the application of math and logic, and the resolution (or avoidance) of conflict. As engineers, we would typically assume that we operate in System 2 mode most of the time. This is where the model becomes useful, for Kahneman points out two important aspects of the dynamic between the two systems in our mind. First, System 1 has biases, systematic errors that lead to answering questions with an easier answer (rather than a right answer) before System 2 is engaged. Second, we can be blind to the obvious, and also be blind to our blindness. Complicating things further, System 1 cannot be turned off (Kahneman, pp. 24-25)."

Jan 1, 2015

By H. V. S. Tingley

My topic today is future trends in compensation for the mining industry. I seldom get the chance to speak about a subject of such immediate interest to an audience, so I would like to make the most of this opportunity by telling you that everybody in this room will become rich beyond his wildest dreams in the next few years. I would like to open my talk that way, but in compensation, like everything else, there is a great gap between dreams and reality. Back to reality. When we talk about compensation, we?d better define our terms because the compensation is really an umbrella for five basic types of payment made to management personnel. Slide 1 identifies these elements of compensation.

Jan 1, 1980

By Ben F. Dickerson

For a number of years in office bull sessions, I have not so jokingly discussed the engineering or management fiasco of the year or decade. Usually, governmental projects are in the vanguard, such as tanks that won't tank, or heavy water plants that don't produce heavy water, etc., etc., all to the flutter of the taxpayers' hundreds of millions, or billions of dollars. The mining industry has also brought forth a share of this type of fiasco. Ordinarily, due to lack of funds, not opportunity, the stockholders only stand losses of a few tens of millions. Little knowledge of these major errors gets to the outside world, for the ordinary stockholder is usually not very alert, and managements are extraordinarily adept at discreet midnight internments in the fine print of the footnotes of annual reports.

Jan 1, 1975

In the UK during the 1990s the energy companies had developed a policy of æDash for GasÆ, building large natural gas power stations to produce more than 30 per cent of the UKÆs electricity demand. The price of imported thermal coal was dropping and the electricity generators were putting pressure on the UK coal producers to produce coal at a reduced cost. Imported coal from Columbia, South Africa, America and Australasia had increased their market share in thermal coal sales to over 50 per cent of a 55 Mtpa market. The pressure on the UK coal industry to reduce costs and improve productivity levels from an ever decreasing resource was high. Companies were benchmarking their operations on the imported coal producers and had to realign their organisations, productivity levels and costs to world best practice, not just technically, but in world class organisational management techniques.

Jan 1, 2005

By T. A. Gray

The environmental liabilities of coal waste disposal sites can have a major impact on a mining project's economic viability. Developing a waste disposal site is no longer simply an exercise in completing paperwork to obtain a permit, with the proliferation of environmental regulations in recent years, managing disposal sites now requires design creativity, short term and long term planning and detailed monitoring to maximize the benefits to the mining company. Operating costs and future capital costs for expansion of existing sites, new site development and regulatory compliance should be reviewed periodically and considered in the overall management plan. This paper discusses various management methods that are being employed in the industry to improve waste disposal operations both environmentally and profitably.

Jan 1, 1994

A key driver to the success of a tunnelling project (the project) is the management of hydrogeological risk. The hydrogeological risk, if not managed, may cause significant impacts on the overall performance of the project. Impacts may include groundwater quality impairment due to contaminant transport and acid drainage from disturbed geology to groundwater, and groundwater lowering. The groundwater lowering and quality impairment may cause tunnel failure, with consequences such as injury to humans, as well as reduced property and environmental values, potentially costing millions of dollars to sponsors of the project. Depending on the nature of the contaminants and level of hydraulic connection of bedrock fracture along the length of tunnel, the contaminant transport may reduce structural strength of the tunnel due to corrosive action of contaminants such as acid drainage. The groundwater lowering can lead to varying degrees of ground settlement, posing threat of tunnel collapse. The management of hydrogeological risk includes:detection of potential pathways for contaminants into and around the tunnel,identification of factors responsible for the lowering of groundwater, and development of strategic measures to control groundwater lowering and contaminant transport. The paper presents an in-house hydrogeological risk management model named Vedanta-THRM (tunnel hydrogeological risk management). The model uses Risk Management Standard AS/NZS 4360:2004 (Standards Australia, 2004), Pressure State Response framework developed by Organisation of Economic Cooperation and Development, and Interaction Matrices. The Vedanta-THRM identifies important characteristics, processes and events of potential hydrogeological risk and develops control measures for managing hydrogeological risk throughout the life cycle of the project. The Vedanta-THRM was applied for a project in the early stages of planning and found to be useful in assessing, evaluating and reducing the hydrogeological risk in a managed approach that potentially increased the performance of the project. The application results also provided management options for use by project sponsors and insurance industry, which included tunnel risk financing options and options for equity investors to choose among various returns under different tunnel credit ratings.

Jan 1, 2008

By Juan P. Camus

Mining is one of the oldest industrial activities. Its products are essential to modern civilization. Paradoxically, and despite a deep-rooted belief to the contrary, mining is not a lucrative industry— at least not in the aggregate. This assertion is true not only for recent years, one of the weakest periods in terms of metal prices, but also for a long time past. In 1776,Adam Smith said in The Wealth of Nations: “Of all those expensive and uncertain projects, how-ever, which bring bankruptcy upon the greater part of the people who engage in them, there is none perhaps more perfectly ruinous than the search after ... mines. It is perhaps the most disadvantageous lottery in the world... Projects of mining, instead of replacing the capital employed in them, ... commonly absorb both capital and profits.”

Jan 1, 2002

By M. Javier

Management is a major part of sustainability research. Many different aspects of sustainability have already received significant research attention, but the management processes in mining from the perspective of their impact on society are less understood and integrated as a holistic frame. It is evident that mining technology has received major blame in past ecological disasters and major mining-induced environmental hazards, but the management-mining process has escaped unscathed. This should not have happened. Instead, the management processes should share equal blame with obsolete technology for the failure to identify and monitor potential environmental hazards before their inception of mining. We will present an emergent style of management for the future of mining. It challenges the actual ?mind-set? of mining management. It describes balance and equilibrium: physical, chemical, and biological in nature as an understanding of nature?s language, which is Geomimic along side ?the bottom line?. The goal is to minimize loss instead of maximize profits (waste design) at the design stage of mining and to develop clean technologies (nature's values) to achieve non-social environmental impacts that provide a prosperous legacy to future generations.

Jan 1, 2010