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By G. T. Lineberry, W. J. Wiehagen

A Paradigm Shift As market economists, mine managers are interested in "staying in business" and even "prospering." Bottom-line results are the "order of the day." Concern for bottom-line results invokes questions such as: How much was produced? At what cost? And, was anyone injured? While these questions will always carry everyday emphasis at the mine, they are fundamentally lacking in that they often appear, especially to lower levels of management and to the production worker, as preeminent concerns. Driven by market economics, many organizations have decentralized, outsourced, downsized, restructured, and formed new coalitions. Investments in new technology and concentration on productivity have been part and parcel with these changes, contributing to improvements in both safety and efficiency. A reason for (and, perhaps a result of) these improvements has been the development of a highly experienced and flexible work force. These changes in mining present an interesting opportunity to modify a few paradigms about work life in general, and perhaps a few paradigms about how we invest in the miner, in particular. Studying these issues now might offer some interesting opportunities for the future, as the foundations for the next generation of mine workers are laid. With the average "experienced" U.S. miner five to fifteen years from retirement, perhaps a key determinant of future success in the world market might be how well we make the transition from today's work force to the work force of tomorrow. We can ill afford to wait a few more years to tap into the special knowledge residing within a veteran mining work force. The WCPM work Crew Performance Model, see pp. ) is one approach to defining, capturing, and transferring this expertise.

By G. T. Lineberry, W. J. Wiehagen

A paradigm shift As market economists, mine managers are interested in "staying in business" and even "prospering." Bottom-line results are the "order of the day." Concern for bottom-line results can invoke questions such as how much was produced, at what cost, and was anyone injured? While these questions will always carry everyday emphasis at the mine, they are fundamentally lacking in that they often appear, especially to lower levels of management and to the production worker, as pre-eminent concerns. Driven by market economics, many organizations have decentralized, outsourced, downsized, restructured and formed new coalitions. Investments in new technology and a concentration on productivity have been an essential part of these changes, contributing to improvements in both safety and efficiency. A reason for (and, perhaps a result of) these improvements has been the development of a highly experienced and flexible work force. This situation presents an interesting opportunity to modify a few paradigms about work life in general, and perhaps a few paradigms about how we invest in the miner, in particular. Studying these issues now night offer some interesting opportunities for the Future, as the foundations for the next generation of mine workers are laid. With the average "experienced" U.S. miner five to fifteen years from retirement, perhaps a key determinant of future success in the world market might be how well we make the transition from today's work force to the work force of tomorrow. We can ill afford to wait a few more years to tap into the special knowledge residing within a veteran mining work Force. The Work Crew Performance Model (WCPM) is one approach to defining, capturing and transferring this expertise. The WCPM suggests a paradigm shift, moving from a focus on products (quantity) to a focus on the process (quality). It also involves a slight change in the process -- a different way to think and work. Of great importance, it entails a belief and a commitment to people within the organization; a commitment to collect simple (but interesting) data; exploration for insightful ways to plot and integrate that data; and finally the search for creative methods to reinvest that knowledge back into the organization, that is, back into the work force. As a way of thinking, the WCPM subordinates information about how much is produced daily or how many were injured over a year's time to concern and detail for how the individual's and the work crew's performance contribute toward meeting organizational goals. Drawing upon the expertise within members of that work crew to address and solve operational problems is one approach for meeting organizational goals. This everyday focus on how we work is hypothesized by the WCPM to make the difference between a good section supervisor and the average one; an exemplar continuous-miner operator and the run-of-the-mill one; a mining crew that produces consistently high quantities, but, inadvertently, degrades the production of other units. The WCPM permits objective and reliable performance data to be collected. This data then can be used to define variability within tasks of work crew members; to relate observed variability to a cost consequence; and to more meaningfully analyze performance through the integration of traditional analytical tools, such as the production simulator, CONSIM, with a recommended behavioral approach, the WCPM. Basis for engineering test Most equipment selections and purchases involve a field trial test of the system. Technology is routinely bench tested at the manufacturer's facility, government agencies and the mine site. The WCPM suggests a similar, but more practical, method for testing the performance of a work system -a test for how technology is used (by people) at the work site. It implies learning from veteran mining personnel that have gone well "beyond the book." This approach to learning and to integrating training with everyday work life can help answer questions such as: What constitutes desirable perfor¬mance as, for examples, a shuttle-car operator, a miner operator or a bulldozer operator; what characterizes exem¬plary performance within the context of the work system, the technology and the work crew; how can investments in the worker he linked to measurable results within the organiza¬tion? This paper explores these questions and makes recom¬mendations for enhancing the cost-linkages between invest¬ments in people and the mine's monthly cost sheets.

Jan 1, 1996

By J A. H Campbell

AK6 is a Cretaceous aged kimberlite located in the north-east of Botswana, close to Debswana's Drapa and Letlhakane Mines. It was discovered by Debswana in 1969, but was considered unattractive from an economic perspective. In 2003, Debot Prospecting Pty Ltd ('Debot') re-assessed the area and with the advent of new prospecting technology, particularly large diameter drilling ('LDD') and more detailed ground geophysical surveys found AK6 to be of interest. In 2005, the Boteti joint venture was formed between Debot and African Diamonds plc ('AFD'), which covered a number of Prospecting Licenses, including that which contained AK6.

Jan 1, 2010

By C G. Sweeney

The underground mining industry is seeing unprecedented shortages in skilled labour. Migration to Australia being at an all-time low is a leading concern, with pandemic-induced border closures and lockdowns only exacerbating the skills shortage, not causing it. The skills shortage is forecast to peak in 2023 and remain high beyond 2025. With this skills shortage in mind, mining companies throughout Australia are trying to deal with stricter protocols around Health and Safety (H&S) legislation, as well as more stringent controls on quality assurance, particularly as underground mines are reaching greater depths and extending into ‘unchartered territory’. The cumulation of this is proving to be a major hurdle in ‘effective’ operational geotechnical management. The drive for automation in mining is bringing another level of complexity. However, ‘once automation is up and running, it presents the opportunity to access talent pools that may not normally be available. There is also a change in skillset that will be required to drive automation. ‘The top two emerging roles that will be critical for the future of the mining industry are artificial intelligence and machine learning (AI/ML) specialists, and process-automation specialists’ (Writer, 2021). If anything positive has come from the pandemic, it has shown that remote working can be effective and that the drive for automation and critical evaluation of skills required on-site should be given greater priority. UQ acknowledges that the industry is changing, and that digital technology is required to be offered in mining related disciplines. Industry and academia need to do more to promote geotechnical engineering in mining and balance the curriculum to suit the future of mining and make it more enticing. The average cost of a geotechnical failure is about $5 million in coalmines and can be into the hundreds of millions of dollars if production is affected (Cartledge Mining and Geotechnics, 2020). The cost of a good geotechnical design far outweighs the potential losses if a failure were to occur. This alludes to the growing importance of experienced geotechnical consultancies playing a pivotal role in managing mine site geotechnical hazards, while the industry is developing the next generation of geotechnical engineers.

Nov 29, 2022

By Valeria Collini, Antonello Mestroni, Enrico Plazzogna

The Danieli Group is deeply involved in the technological improvements stimulated by Industry 4.0 concepts widely applied to the metals industry and process automation. The so-called "Intelligent Mill" is the natural evolution of the company’s consolidated know-how and undisputed leadership in the fields of mini-mill and turnkey plants. Complete and structured data collection is the basis for real-time analysis and process optimization in terms of quality, efficiency and easy maintenance. A centralized repository of information is possible thanks to the strong interconnection between process control system architecture and intelligent sensors, together with dedicated software tools leading to an intuitive approach to data analytics.

Oct 1, 2019

By C. Kathryn Sole

The close proximity of cobalt and nickel on the Periodic Table and their frequent occurrence together in nature means that their separation in primary hydrometallurgical flowsheets is not only often necessary, but requires the use of innovative chemistry to achieve high selectivity. Today, increasingly stringent demands for the high-purity cobalt and nickel salts required for battery applications in consumer electronics, electric vehicles, and solar applications are again challenging the state of the art. The evolution of cobalt–nickel separations is traced from the basic precipitation technologies employed in 1960s, through commissioning of the first cobalt solvent-extraction plant in South Africa in 1974, to the commercialisation of organophosphinic-acid extractants (which provided a step-change improvement in selectivity) and their eventual widespread use in the 1980s and ’90s. This was followed later by their sulphur analogue, which enabled different possibilities for laterite processing in the new millennium. Separations in chloride media, which take advantage of the different speciation chemistries, and nickel extraction by oximes in ammoniacal systems are also discussed. More recently, chelating and solvent-impregnated resins have added further dimensions to the possibilities for flowsheet design and enabled higher purity products to be attained from both primary and secondary sources. Selected case studies and flowsheets are described.

By D. Pillay

Outsourcing? and ?sub-contracting? have become buzzwords in recent years, as SA industry becomes increasingly exposed to the global economy, and global competitiveness. In its effort to ?catch up? after years of relative isolation, there is a concerted effort to learn from global ?best practice?, in order for South African companies, and the SA economy, to become ?winners?. There seems nothing wrong with this approach at face value. Companies need to compete and be profitable if they are to remain in business. Failure will in the end mean bankruptcy, and the loss of jobs. However, if one interrogates the precise practices, and their implications for all concerned?not just shareholders and employers, but workers, communities, the environment, future generations, the national economy?then the picture can change dramatically. ?Best practice? for whom?

Jan 1, 1999

By N. Tatalias, P. Ilunga, M. Lampi, J. Edwards, K. Valkama, M. Nicolle, D. Samal

"Developing a greenfield mining project is a complex exercise: doing so in an increasingly volatile, uncertain, and ambiguous global economy adds significantly to this complexity. In the context of an elevated cobalt price, this paper outlines the metallurgical and process development of the Mutoshi copper–cobalt project for copper cathode and cobalt hydroxide production in the Democratic Republic of Congo. Chemaf has a long production history on the Copperbelt, a region widely perceived to be tough to operate in. This history stretches back to 2001, during which time the company has developed two copper–cobalt processing facilities. The experience gained in the development and operation of these two facilities has been used extensively in the Mutoshi copper–cobalt project. The metallurgical test work, process design, and project delivery approach are presented. Additionally, the decisions taken to minimize risk and maximize upside to the project are discussed. IntroductionChemaf (Chemicals of Africa), a mining company located in Katanga province of the Democratic Republic of Congo (DRC), has been operating since 2001 with two major copper– cobalt processing facilities: the Usoke and Etoile plants. In 2016, Chemaf acquired the Mutoshi mine, which belonged to Gecamines and had been explored by Anvil Mining since 2004 under a joint venture with Gecamines. Chemaf appointed African Mining Consultants Ltd (AMC) to undertake a preliminary economical assessment, then develop a JORCcompliant Mineral Resource estimate and finally a full life-of mine feasibility study. Both a Mineral Reserve and Mineral Resource were developed and the final life-of-mine feasibility study is to be published shortly. A metallurgical test work programme was initiated and carried out by Chemaf’s research and development laboratory with assistance from the Chemaf process team. After completion of the initial test work, Chemaf developed a process design criteria document for a 20 kt/a copper cathode and 8 kt/a cobalt in hydroxide production plant, followed by a flow sheet and supporting METSIM mass balance. As the drilling progressed, the plant design capacity was revised to 16 kt/a cobalt production. The life of the mine at this production rate is over 40 years."

Nov 1, 2018

By G Malherbe, J Gonzalez, D C. Franklin, J Bassan, C T. Farrelly

To respond to ever-increasing challenges, mining companies have been experimenting with new business models and technologies in order to speed mine development, production, processing and transport. The various experiments involve mobile access to data, intelligent sensors, advanced analytics, virtual collaboration, virtual reality, automated equipment, remote operations centres and strategic partnerships. A synthesis of all these components creates a ænetwork effectÆ that can dramatically improve the overall effectiveness the entire operation. The concept of the Network Centric Mine borrows from a variety of industries, including defence, aerospace, aviation, petroleum, utilities and manufacturing. Central to the concept are improvements to the way we connect people, process, information and technology, resulting in a more highly collaborative business model, with roles and processes designed to take advantage of new technology. The components of the mining operation act as a connected network aimed at a common goal, regardless of the boundaries of organisation and location.The design of this new organisational ecosystem needs to take into account the recent advances that enable the æplug and playÆ integrated collaborative environment, including cloud computing, mobile devices and social networking, as well as advances in augmented reality, robotics, geo-location, digital labelling, simulation and analytics. However, the most consistent lesson from other industries is the need to properly enable the behaviour and process changes necessary for success.Benefits from adopting a network centric approach include the more effective use of scarce expertise, improved data and information analysis, reduced process variance, and more informed and faster decision-making. The future of mining will see more technology savvy workers who will drive the adoption of new processes. The operations will shift from a relatively static and disparate set of functions, to a digitally aware, dynamic, automated, integrated and interactive environment, with increased agility, lower operating costs, higher productivity and improved safety.CITATION:Farrelly, C T, Malherbe, G, Gonzalez, J, Bassan, J and Franklin, D C, 2012. The network centric mine, in Proceedings International Mine Management 2012, pp 143-160 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By C Jones

When the Paulsens operation was poised to be placed on care and maintenance, Bill Beament and the rest of the Northern Star Resources (NSR) team capitalised on the opportunity to send the Ashburton region’s only operating gold mine into the record books.A three-stage strategy was devised by NSR to pay off the acquisition and maximise the return from the operation. The first stage was to mine the 55 000 oz mine plan and pay off the cost of the acquisition, then maintain profitable production beyond the seven months and re-establish a mine life. The second stage involved an early commitment to a 220 m long diamond drill drive being placed in the hanging wall of the orebody from which the extensions of the orebody could be further explored, allowing the second stage of the plan to come into effect and extend the mine life by converting Inferred Resources into the mine plan. The third stage of the initial plan was to utilise this drill drive and continue to drill deeper holes beyond the current limit of drilling in the ore zones to extend the orebody and increase the mine’s life.With an ever growing desire to further expand, the young company took on the bold move of establishing its own mining services division. A critical element to the success of this was ensuring that the right people were recruited with the appropriate specialised skill sets.Aligning common goals amongst all NSR team members, from the board and senior management to the work force on site, was critical to integrate the new and driven direction that Paulsens had adopted. It was essential to change the focus and a shift in all employees’ attitudes and values from a mine that was all but down and out, to a site that wanted to be kicking some serious goals.Teaming together a passionate and driven leader with a strong allied workforce was always going to put NSR in the best position possible to make Paulsens the success story that it now is. But without the calculated risks and enthusiastic attitude, the little known mine site in the Pilbara might have remained just that.CITATION:Jones, C, 2014. The Paulsens transformation – a shining light under a northern star, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 191–196 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By H. W. Read

Sustained growth in demand for platinum group metals has resulted in an unfettered increase in new projects undertaken by the platinum producers. These projects are outsourced to various degrees. The argument of this paper is that both the client?s project manager and the consultant?s project manager are essential elements in the successful execution of a project. Their roles are not only different but also complementary, and are defined in the paper. Data gained from considerable experience in the South African corporate mining environment underpins the opinions expressed in the paper. Furthermore, an extensive literary search was undertaken to determine trends in related industries outside the South African context. Throughout the argument it is emphasized that project philosophy emanates from a systems view and must be treated as an overarching whole. The elements of project management become meaningless unless they are connected to one another and integrated into a cohesive unit. Advancing the knowledge field of project management is of critical importance to mining investors. There is no doubt that a key determinant of the sustainability of mining business is closely related to the efficiency of all-inclusive project management. From pre-investment and feasibility studies, implementation and execution, to ramping-up to full production, scientific project management has a critical role to play. Guidelines for the pursuance of this ideal are proposed. The introduction contextualizes the subject matter in an overview of the evolution of mine management in South Africa and abroad. Then, brief insight is given into the philosophy of project management. This exposition is confined to the predispositions, presuppositions and defining characteristics of project management. The core of the paper looks at the roles of the client?s project manager in relation to the consultant?s project manager. This section is underpinned by practical experience gained by the author on numerous mining projects. A view is taken of the future of project management in the mining industry. The conclusion summarizes the argument and aligns project management trends in the mining industry.

Jan 1, 2004

Outsourcing of mining operations and services is done for various reasons and there is no single model which fits all situations. Experienced contractors and mine owners have also developed, more often than not, jointly, numerous commercial arrangements and project delivery methods to suit their particular project. It is often the case that some mine owners who have not considered outsourcing to contractors do so because of a simple lack of understanding of the potential benefits. This paper will highlight the potential benefits and perceived disadvantages of outsourcing for mine owners and demonstrate how these issues have been addressed by the mining contracting community over recent times as well as demonstrate the evolution of current commercial arrangements in engaging mining contractors.

Jan 1, 2006

By A C. Robertson

Over the past decade there has been continual change in the way that mines have been managed and the component roles of those people who make up the total mine management system. Major issues have included the change in the business structure of mining companies, the change in on-site infrastructure, increased personal liability of managers for the safety and health of employees and increasing social and environmental pressures on managers and their staff. This paper looks at the changing roles of two of the many groups of professionals associated with the mining industry - the equipment supplier and the mining consultant. The profiles of the ACME Group Pty Ltd, suppliers of ventilation equipment and ancillary canvas and plastic products to the mining and construction industry, and Tennent, Isokangas Pty Ltd, Consulting Mining Engineers, are presented.

Jan 1, 1998

By S A. Campbell

There has been a reduction of coal production in the United States due to environmental pressure and the increased use of natural gas. This reduction will require coal producers and consumers to make decisions on whether to sample more to verify contract quality or sample less in an effort to cut costs.CITATION:Campbell, S A, 2014. The shrinking coal market in the US – sample more or sample less?, in Proceedings Sampling 2014 , pp 3–6 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 29, 2014

The following paper outlines the types of employment immediately available to graduates following their university degree, a discussion on mine manager requirements, mentions career advancement and time frames to achieve this as well as providing some key information regarding student vacation work. The author hopes to educate present graduates, as well as inform students of characteristics to develop the most opportunities in life.

Jan 1, 2006

By A C. Robertson

Studies by Tennent, Isokangas Pty Ltd (TIP) have indicated that underground quarrying of backfill may be a cost competitive option for providing backfill for specialised situations in underground mining. Situations where suitable bulk fill material may not be available on the surface, and where the total cost of setting up a fill distribution system are prohibitive, could favour the mining of fill material underground adjacent to the stopes being mined. Considerations include environmental impact, scheduling, surface constraints and total costs. The examples quoted in this paper, and the case studies are based on the authorsÆ personal observations and experience.

Jan 1, 1998

By Robertson AC

Studies by Tennent, Isokangas Pty Ltd (TIP) have indicated that underground quarrying of backfill may be a cost competitive option for providing backfill for specialised situations in underground mining. Situations where suitable bulk fill material may not be available on the surface, and where the total cost of setting up a fill distribution system are prohibitive, could favour the mining of fill material underground adjacent to the stopes being mined. Considerations include environmental impact, scheduling, surface constraints and total costs. The examples quoted in this paper, and the case studies are based on the authors' personal observations and experience.

Jan 1, 1998

By H. Mischo, R. Ellmies

Uranium has been mined in Namibia since the 1970s. The worldwide increasing need for energy in the early 2000s has led to the development and opening of a second uranium mine in 2007 and has triggered an increased interest in uranium exploration, often referred to as “the Namibian Uranium Rush.” In all, four mining licenses have been granted by the Namibian Government, which currently has two mines in operation, a third undertaking trial mining and the fourth in project finance negotiations. In addition, highly intensive prospecting activities at additional deposits are at an advanced stage. The finalization of the strategic environmental impact assessment (SEA) on uranium mining in 2010, the first of its kind and scale in the world, has enabled the Namibian government to assess this uranium rush and its tremendous legal, socioeconomic and environmental impacts and to prepare for the different future scenarios conceivable when this article was written in 2011, including both a skyrocketing and a complete breakdown of demand scenario. The Fukushima disaster and plans of the Namibian government to significantly increase royalties and company taxes in 2011 have threatened the market situation, forcing investors to reevaluate Namibian uranium mining projects. However, with the tax and royalty increase initiative since withdrawn, most projects are back on track at this point in time.

Jan 1, 2012

While there have always been mining activities on the outcrops of the copper deposits around Tsumeb, large scale mining activities in Namibia only started in colonial times. Originally focusing on the known deposits, the then German Geological Survey and independent geologists soon discovered significant deposits all over the country. This eventually lead to intensive mining operations all over the country on copper, gold, diamonds, fluorspar and finally uranium. Ever since those days, mining has been one of the major economical factors of Namibia?s development, as shown in picture 1. In the Central Namib Desert mining on base metals started in 1901, and first uranium deposits were discovered as soon as 1910, later followed by others, this did, however, not lead to any mining activities on those uranium deposits in the following decades. [ ] The upswing in the use of nuclear energy in the 1960s and early 1970s triggered some extensive uranium exploration worldwide and also in Namibia. Several airborne radiometric overviews were conducted by the Geological Survey at this stage and eventually the first uranium mine was commissioned in 1976. In the following three decades, the focus of prospecting activities in Namibia shifted away from uranium again. However, since 2000 the forecast for a developing and growing global economy and its even stronger growing energy demand have triggered a large number of nuclear energy projects worldwide, thus increasing the installed nuclear energy generation capacity from 387 GW today to more than 490 GW in 2025.

Jan 1, 2011

By S L. Martin, M Wimberger

The binary indicator coding of assay and lithological data according to a single criterion or multiple criteria is a powerful technique for representing mineralised shapes through the modelling of probabilities. This can be as simple as using a single indicator to model the probability of occurrence of a condition, usually a grade threshold or a lithology, but it can also be used with a number of categories. Case studies are presented to show the power of this approach, where the geological controls on mineralisation or on the distribution of a rocktype or alteration, often coupled with mineralisation, are unclear. The categorical approach is often used as a de facto grade filter in disseminated or stockwork mineralisation. The ultimate expression of the indicator formalism is in multiple indicator kriging (MIK), where a conditional distribution of probabilities is generated for each estimation panel. This has applications in recoverable resource estimation, as the input for continuous or categorical simulation, where the distribution of sample grades is multimodal, or when there are superimposed mineralisation events with different orientations. However, in some cases, MIK is being used as an excuse for ignoring a quality geological interpretation. Examples from the public domain show the abuse of the categorical and MIK approaches to modelling probabilities, together with a plea for greater consideration of the geology.

Mar 22, 2022