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By O. Jerez, A. Novoselov, L. Gutiérrez, J. Morales, U. Kelm

"In Chile, the evaluation to reprocess tailings for elements other than the traditional Cu, Mo, Au, and Ag, as well as projects to implement long-term monitoring of mining residue sites are key elements of the government’s roadmap laid out for the mining industry for the next two decades. Characterization routines for tailings and mining residues in general have to be adapted from traditional ore and gangue mineral and micro-chemical studies. This contribution summarizes key aspects for the regional mining industry for a basic characterization of tailings with emphasis on small- to medium-size operations with limited in-house facilities and funds to carry out extensive characterization programs. The oldest tailings in Chile were deposited almost a century ago; this fact gives importance to the recovery of past ore /gangue feed information, process circuits and changes (e.g. acid to alkaline flotation), process water provenance and recovery, meteorological registers, and routines of filling a tailings impoundment. Basic characterization should include X-ray fluorescence spectrometry combined with laser diffraction (LD) granulometry followed by X-ray diffraction (XRD), optical microscopy (OM) and automated mineral analysis (AMA) on a reduced set of samples identified by hierarchical cluster analysis. For this detailed stage, only coarse tailings are recommended for direct a study by microscopy and automated mineralogy (P80 >100 µm); for fine tailings (P80 ~30 µm) a combination of XRD and deposit type adapted sequential extraction are more informative options. In particular, for XRD of clay phases, losses of crystallinity may result in deviation of spectra from standard reference phases due to prolonged storage. To monitor surface alteration, scanning electron microscopy can be complemented by Raman spectroscopy to detect residual reagents on mineral surfaces. For reactivity modeling BET measurements are essential."

Jan 1, 2018

Mining and mineral processing makes a vital contribution to AustraliaÆs national export income, and our society today is critically dependent on its products. Despite the importance of this industry, its operations often come under scrutiny because of its high potential impact on local environments û both social and ecological. The challenge for the minerals industry today is to make the most responsible and best possible use of the national resource base, maximising overall resource utilisation.Research efforts and industry implementation of improvements have been moving in this direction for a considerable time already, and the industry has a long history of process innovation and improvement in Australia. Examples range from the early development of gold cyanidation and mineral flotation to more recent work undertaken under the auspices of AMIRA or through the various CRCs and research organisations such as the AJ Parker CRC for Hydrometallurgy, the Cooperative Research Centre for Mining Technology and Equipment and the Julius Kruttschnitt Mineral Research Centre.However, the nature of research and innovation in the mining and mineral processing sector is changing, as the industry itself copes with the pressures introduced by globalisation, industry consolidation and commodity price cycles. Large firms that have historically maintained a tradition of corporate technology and a culture of innovation are moving to outsource their technological and research competencies and are adopting æfast-followerÆ mentalities. At the same time, the challenges of sustainable development that need to be addressed are many-faceted, multidisciplinary, and require a holistic approach for significant achievements to be realised. Many sustainability issues, particularly those pertaining to environmental and safety issues, are shared across large sections of the minerals industry, and are seen as æindustryÆ problems beyond the scope of a single company.In this environment, collaborative research efforts are becoming the dominant mechanisms for building on past innovations and ensuring the continued success of the mining and mineral processing industries within a framework of sustainable development.

Jan 1, 2004

Gold rooms represent a high security area and preventing theft is a challenging task. Where gravity concentrates or high value unit intermediate products are present, particular and specific security procedures must be put in place. This paper describes the development and implementation which reflects best practice in gold room security. Procedures involving key holder systems, key locks, swipe cards and double locks preventing any one person having access to the gold room, including specific procedures for gravity gold concentrators, will be addressed. The use of monitoring and how to deal with alarms and potential hold ups will be reviewed. The use of cameras and archival DVD recorders is common in gold rooms. The use of electronic surveillance, movement detectors, seismic monitors and the two person policy and gold room entry procedures are described, including how to deal with visitors. The importance of confidentiality regarding smelting and gold pick-up days, plus strategies employed to minimise storing large quantities of gold on site will be presented. The role of metallurgical accounting in providing quality auditable information and the minimum standards of record keeping required is discussed. The role of the Gold Squad will be outlined. Regular auditing and risk analysis and several case studies are cited where security was deficient or improved.

Aug 1, 2010

By P J. McCarthy

Globalisation and consolidation is resulting in the mining industry coming to be dominated by a small number of very large companies seeking to lever assets and knowledge to create wealth. As an important service provider to the mining industry, the minerals tertiary education sector needs to understand these global drivers and respond to them. However, it is under-resourced and its sustainability is under challenge in all Western countries. Through the establishment and funding of the Minerals Tertiary Education Council (MTEC), the Minerals Council of Australia (MCA) has provided a unique opportunity to build a national, world-class minerals tertiary education environment in Australia that can be sustained in the long-term. This paper reviews how the global changes occurring in the mining industry provide the model for what needs to occur in the minerals education sector and how MTEC is the logical vehicle to facilitate these changes. It concludes by suggesting that the time has come to integrate the minerals tertiary education providers into one business. Furthermore, the vision should be for a global mining education academy based around a virtual university capable of servicing the cultural diversity and continuing education needs of the global minerals industry.

Jan 1, 2001

By Russell Barr

Operational excellence is generally known as a management system integrated across critical functions that is geared towards continually improving operational performance. Functional areas such as health, environment and safety, quality and human resources are the focus of many corporate-wide operational excellence programs. Operational excellence also focuses on improving areas such as customer orientation, employee empowerment as well as process, and systems optimization. It is widely viewed as critical to sustaining business performance improvement. Although it is difficult to find a universally accepted definition, or even common foundation in many respects, operational excellence remains a popular term in the business world. Many organizations have developed their own version of organization excellence, influenced by such individual factors, other similar institutions or even third-party service providers. A mining organization is no different from other organizations in that adopting and implementing effective operational excellence programs can dramatically improve business execution and performance across regional or global interests. This paper brings together various perspectives of operational excellence and reconciles them for a useful composite for the mining industry. While most agree that operational excellence should include normal functions in a manufacturing operation such as production, maintenance and engineering and processes such as quality, environmental and continuous improvement, many other factors for operational excellence seem to vary from perspective to perspective. Thus, programs that manufacturers engage in may seem the same, but may, in fact, be different in key areas. This may affect organizational performance in tangible ways. Management must buy into the company?s definition of operational excellence and be dedicated to achieving it. A review of many of the existing definitions of operational excellence, explicit or embedded as part of a program, seems to yield the following common factors: ? It should help organizations better execute their processes and services. ? It should be geared towards improving quality ? It requires that the various operations should be aligned with the overall enterprise strategy. ? It should be geared towards continuous improvement. A composite of operational excellence definitions suggest that it is: ? Geared towards helping the organization achieve sustained profitability; ? tied to strategic alignment and business objectives; ? tied to solid investment strategies; ? integrated as part of the culture, process, time plan and performance; ? a relevant performance measurement system; ? extended to include all aspects of the supply chain (including external suppliers); ? integrated with health, safety and environmental (HSE) aspects. And, while the pursuit of operational excellence intuitively suggests that businesses should improve, it is very difficult to achieve given the difficult challenges facing companies today. Mining businesses face numerous pressures to perform in a global marketplace such as demand, energy cost, variable cost and pricing fluctuations as well as infrastructure challenges to further confound the environment. Companies generally must look to the following:

Jan 1, 2009

A mini- or micro-machine is a small electro- mechanical device. There are several existing applications of micro-sensors such as the accelerometers used in automobile airbags or the force sensors and grippers used at the ends of micro-surgery tools. Potential applications of existing mini- and micro-technologies are possible and could be used to improve the control and efficiency of fragmentation, heap leaching and other mining and mineral processing operations. A more radical proposition is to devise mass-produced, possibly disposable, minimachines that would operate in large groups. These would be the basis of highly selective, efficient, flexible, and clean mining and mineral processing methods. The paper is intended to promote discussion of how innovative applications of mini-technologies can be used to improve and radically change current mining and mineral processing methods.

Jan 1, 2002

By Rudá Grossi Coimbra Martins

A estruturação organizacional da gestão da informação em Central de Serviços já está consolidada no ambiente de Tecnologia da Informação. O ambiente de Tecnologia de Automação compartilha características semelhantes, já que também fornece serviços para seus clientes. Entretanto, serviços de automação possuem particularidades derivadas, em grande parte, do fato de que são mais críticos para a atividade fim da empresa, já que visam manter a operação. Implantar uma Central de Serviços em ambiente de Tecnologia de Automação de uma empresa já existente demanda uma série de modificações em termos de Tecnologias, Processos e Pessoas para trazer os retornos desejados em termos de gerenciamento, organização da rotina e disponibilidade dos ativos. Este trabalho apresenta alternativas para atuar sobre os três componentes supracitados durante a implantação de uma Central de Serviços, com foco em sua operação através de uma Gestão Compartilhada (Cosourcing). Experiências adquiridas em projetos de especificação e operação de Central de Serviços também são apresentadas para embasar a estruturação da gestão da informação em ambiente de Tecnologia da Automação de indústrias de Metais e Mineração.

Jul 30, 2018

By Omar Enrique Cueva Arauzo

Dado que la minería es una actividad que no controla los precios de venta de sus productos, es necesario optimizar los procesos y bajar los costos de forma permanente. Pero, antes de eliminar o incrementar estos gastos, se debe realizar un diagnostico de los actuales procesos que va desde el punto de vista cadena de valor del negocio y así proponer un modelo de reducción de costos para el sector minero, como un factor influyente en la reducción de costos. En esta perspectiva, el presente texto señala las herramientas de gestión en el diagnóstico y evaluación de procesos en la minería para así plantear un modelo de reducción de costos para el sector minero como factor influyente en la reducción de costos.

Sep 14, 2009

By Y Akiti, J Moller, E Esper, R Rugolo, A Pains

"Morro do Ouro Mine is a high tonnage/low-grade mine located in Paracatu, Minas Gerais State, Brazil. The mines move around 55 Mt of ore per year at an average grade of 0.4 g/t. The auriferous mineralisation of Morro do Ouro is related to hydrothermal fluids rich in arsenic (As), gold (Au), lead (Pb) and zinc (Zn). These percolated along favourable structures contained within phyllites of Upper Proterozoic age and defined a mineralised megaboudin which outcropped with 4 km extension and up to 2 km in width. The litologies in the interior of this structure are typically more deformed, sericitised and sulfidised, and exhibit the development of quartz boudins in the centre of the more deformed zones where are found the higher Au grades and the coarser sulfide crystals. Gold is preferentially associated with arsenopyrite, mainly occurring in fractures or aggregations of crystals and is rarely in solid solution or refractory. Over 90 per cent of the gold contained in the sulfide ore is free or extractable by cyanidisation. The current mineral reserve is 17.9 Mt at 0.403 g/t published at the end of 2012.In order to get a good grade estimation that represents the orebody more accurately a solids methodology was used to distinguish the different orebodies. Before 2011 the orebodies were worked with two domains relating to the weathered mantle. The B1 ore, which is oxidised, is located at the top of mineralisation, and is used to feed Plant 1. Underneath B2 ore, which is fresh sulfide bearing, represents over 30 years of production in Plant 2.In order to improve the predictability of gold grade estimation in geological modelling and to get a better predicting behaviour of each domain on the deposit, studies were carried out in which it was possible to show a correlation between elements and the mineralisation. One strong correlation and spatial distribution between Au and As, As and sulfur (S), Au and Pb, Au and Zn were found.Based on geochemistry, mineral correlations, amount of sulfide, structural deformation, texture of sulfides and the daily experience of the mine, it was possible to create solids that individualised bodies with similar mineralogical and chemical characteristics using the parameters listed above.After 2011, a new modelling concept was proposed and built with 11 different domains, compared with the previous, and with two more parameters: recovery acid neutralised capacity (ANC).Each of these bodies have different behaviours in mineral processing, like flotation and metallurgy. For example, bodies with pyrrhotite bring problems in the flotation, bodies with high arsenic do not recover well, bodies with high As with coarse texture have good recovery, bodies with fine texture do not have good adherence in production.In the present state of knowledge, protocols are being developed for bench testing to predict the recovery of each geochemical domain aiming to include these in the geological model for the parameter recovery. It is intended to create a field throughput in the model of ounces per hour, from each block of each domain to better predict the production, using the parameter recovery, Au and Bond Work Index (BWI).CITATION:Esper, E, Rugolo, R, Moller, J, Akiti, Y and Pains, A, 2013. Morro do Ouro geological model with a metallurgical view, in Proceedings The Second AusIMM International Geometallurgy Conference (GeoMet) 2013, pp 67-74 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Sep 29, 2013

By T. Krichler

"Current mine control stations are either single-position systems with high engineering effort or all-in-a-box solutions with low integration possibilities of third-party devices. Above all, both approaches are cost-intensive and not feasible for small companies. This paper shall be an inspiration of how to enhance the productivity and monitoring of an existing mining system in a modular way by introducing a proven technique of the ongoing digital revolution: A Wi-Fi network based on the communication protocol OPC UA. The starter kit consists of a single-board computer, a WLAN access point and any electronic sensor. INTRODUCTION The majority of the European mining industry is run by small and medium deposits (Europe Geology, 2017). This is due to the fact that most ore mines in Europe are widely distributed within the continent, are generally small and additionally they are often steeply inclined. Such ore bodies are normally mined with underground mining methods and must be excavated with high selectivity because of their small thickness. That is why the economy of scales, higher efficiency through bigger machines, cannot be used in most deposits in Europe except for lignite mines. It is important to find an alternative possibility to improve the efficiency of European mines for making them competitive internationally. For cost optimization and profit maximization it is necessary to use the trends of industry 4.0 and to broadcast these into the mining industry to reach a technological advantage. The goals of the EU within the Horizon 2020 funded project are to shorten the actualisation of the mine and block model to hours, improve the communication with Through the Earth (TTE) via very- or ultra-low frequency for long-time monitoring of the abandoned workings, and develop a cost-effective mine control station for optimization of mining processes in Small and Medium Enterprises (SMEs) as well. This paper deals specifically with the new approach for data acquisition, transmission and visualisation of a mine. SCADA AND ERP IN MINING There are already many Supervisory Control and Data Acquisition (SCADA) and Enterprise Resource Planning (ERP) programs on the market, but these are normally not developed for the mining industry. At the moment this leads to three options. • To hire a system integrator, who shall build a complete control station for one mine that requires a high amount of knowledge in programming and cannot be maintained by the mining company itself. • To buy different types of out-of-the-box systems, whereby every system can include some of the used technology. In this case a huge amount of project engineers and operators – at least one per system and shift- is required. • To buy every machine and program from one company including the service contracts."

Jan 1, 2018

By Tapani Järvinen

Non-ferrous metals and metals in general are considered as being non-renewable natural resources. Metals are needed because of their excellent and irreplaceable properties. The consumption of metals, with the exception of carbon steel, is steadily growing by 1-3 % annually, and that of stainless steel as much as 3-6 %. This is a general trend, which is periodically disturbed by cyclical variations. In recent years so-called "New Economy" has become prominent in the public media and the market value of the traditional industry has been well below its real value and importance. Nevertheless, the modem society requires metals today and also in the future, and the companies using the most modern technology in a responsible way and innovative solutions not only in technology, but also in everything they do will survive. This paper describes the role of Europe as a producer of primary base metals and as a supplier of technologies in the base metals industry. It concentrates on the development and commercialization of technologies and project implementation in the metallurgical industry. As one example ofa European approach to these matters the paper presents Outokumpu's response to the future challenges in the base metals industry. Outokumpu Oyj is one of the leading metals and technology companies in the world of stainless steel, copper, zinc, and sales of technology in metals and minerals businesses. Outokumpu applies its knowledge of metals and processing to generate value for its customers and shareholder. Everything we do, we do in an economically, environmentally and socially responsible way.

Jan 1, 2003

By Tapani Järvinen

Non-ferrous metals and metals in general are considered as being non-renewable natural resources. Metals are needed because of their excellent and irreplaceable properties. The consumption of metals, with the exception of carbon steel, is steadily growing by 1-3 % annually, and that of stainless steel as much as 3-6 %. This is a general trend, which is periodically disturbed by cyclical variations. In recent years so-called "New Economy" has become prominent in the public media and the market value of the traditional industry has been well below its real value and importance. Nevertheless, the modem society requires metals today and also in the future, and the companies using the most modem technology in a responsible way and innovative solutions not only in technology, but also in everything they do will survive. This paper describes the role of Europe as a producer of primary base metals and as a supplier of technologies in the base metals industry. It concentrates on the development and commercialization of technologies and project implementation in the metallurgical industry. As one example of a European approach to these matters the paper presents Outokumpu' s response to the future challenges in the base metals industry. Outokumpu Oyj is one of the leading metals and technology companies in the world of stainless steel, copper, zinc, and sales of technology in metals and minerals businesses. Outokumpu applies its knowledge of metals and processing to generate value for its customers and shareholder. Everything we do, we do in an economically, environmentally and socially responsible way.

Jan 1, 2003

By G. Richards

Mines are facing fresh challenges over how they deal with the huge quantities of water consumed. industry analyst Frost and Sullivan, demand for treatment equipment and services alone is expected to be worth US$3.6bn by 2016, while a report by consultancy Bluefield Research estimates that the total mine water market - which includes water infrastructure such as reservoirs, pipelines and dewatering systems as well as the equipment and services - will be worth US$17bn by the end of 2019. Methods of water decontamination are described.

May 1, 2015

By Y Cao, J C. Tien

Occupational health and safety is essential in modern mining workplaces and in China it is often not given enough emphasis due to a lack of knowledge and/or appreciation. Although many health and safety regulations have been passed over the years, serious and relevant laws and regulations on mine health and safety are of recent history (since 2002), the level of stringent enforcement is still inconsistent and accurate field data are scant and not readily available. As of year-end 2006 there were 676 562 recorded cases of occupational diseases in China, of which 616 442 or 91 per cent were miners’ pneumoconiosis. Of these, 146 195 (23 per cent) have died, and an average of 10 000 new cases were added every year between 1991 and 2006. Another report shows that 93.18 per cent of miners have never had a contract with their companies, which means their cases were not even part of China’s official statistics. This study attempts to examine the prevalence of occupational diseases in the Chinese mining industry during 2000–2013, compiled from government annual reports and academic studies. The research will review the correlational analysis among occupational diseases, ventilation practices, protection devices and legislation.CITATION:Cao, Y and Tien, J C, 2015. Occupational diseases in China, with the emphasis on its occurrence in Chinese mine workers, in Proceedings The Australian Mine Ventilation Conference, pp 155–160 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 31, 2015

By L. K. Daneshmend

Key issues in managing information systems in the minerals industry will likely continue to be those relating to the integration and interoperability of disparate systems. This paper argues that, in order to harness the promised benefits of information technologies, the mining industry should adopt a set of open systems standards to define data formats and protocols for seamless data exchange. This is in direct contrast to the present situation where mining equipment, software and instrument suppliers rigidly adhere to proprietary standards for fear of losing competitive advantage. Benefits to the mining sector resulting from the adoption of such standards would be: the provision of near-time data for executive decision support, and the freedom to choose best technologies. The principal benefits to the leading mining software suppliers will be increased market share as a result of “captive sites” converting to open systems standards. Examples are given of open systems standards developed for related industries such as the Petroleum Open Systems Corporation (POSC) and the Machinery Information Management Open Systems Alliance (MIMOSA).

Jan 1, 2000

By R. Bonifaz, R. Subiabre

The Chagres Smelter, part of the Anglo American plc group, situated 80 Km north of Santiago in Chile, completed a series of operational improvement in 2005 resulting in an optimum capacity in its operational units. At present the Chagres Smelter has developed an operational strategy which seeks to reduce bottle-necks in the production process. In this way we have managed to lower operational cost, decrease energy consumption and maximize the capacity of the Acid, Oxygen, and Smelting, Converting, Refining and Casting units. A constant review of international benchmarks together with continuous staff improvement and the latest smelter technology have combined to place Chagres among the finest smelting works in the world. In response to environmental challenges, we have studied various options for investment that will yield a suitably profitable business to benefit both Anglo American and Chile. The most relevant technical indicators are: energy consumption=6,3 GJ/ton fine copper (1st in the world), intensity of smelting rate in Flash Smelting unit of 6,900 ton of copper concentrate/m2 of furnace area (1st in the world) and to be one of the top five smelters in achieving the lowest direct cash cost .

Jan 1, 2007

By R. Bonifaz

The Chagres Smelter, part of the Anglo American plc group situated 80 Km north of Santiago in Chile, completed a series of operational improvement in 2005 resulting in an optimum capacity in its operational units. At present the Chagres Smelter has developed an operational strategy which seeks to reduce bottle-necks in the production process. In this way we have managed to lower operational cost, decrease energy consumption and maximize the capacity of the Acid, Oxygen, and Smelting, Converting, Refining and Casting units. A constant application of international benchmarks together with continuous staff improvement and the latest smelter technology have combined to place Chagres among the finest smelting works in the world. In response to environmental challenges, we have studying various options for investment suitable for a profitable business of benefits to both Anglo American and Chile as a whole. The most relevant technical indicators are the figures : Energy consumption less than 6,3 GJ/ton fine copper, Intensity of smelting rate in Flash Smelting unit of 6900 ton of copper concentrate/m2 settler of furnace area and be one of the top five smelter in direct cash cost .

Jan 1, 2007

By Alessandro Navarra, Roberto Parra, Boyd Davis, Frank Mucciardi

A smelter scheduling algorithm has been developed, which allocates the oxygen production between the smelting furnace and the converter aisle, so as to maximize copper throughput. The algorithm is intended for daily operation planning, controlling the sequencing of the converter cycles, and the oxygen drawn by these cycles. In some cases, it may be worthwhile to decrease converter oxygen allocation in favour of the smelting furnaces. Thus, a better utilization of the oxygen plant can increase primary copper throughput by several percentage points. This principle is demonstrated through sample computations. The approach presented in this paper can be incorporated into smelter management software.

Jan 1, 2015

By Rajesh Sonkar, Sanjeev Kumar

The deployment of Dragline machines in opencast coal projects involves huge capital expenditure as well as operating costs. The mine operators always endeavor to ensure smooth excavation of material by the Dragline machines while meeting the major objectives of safety, minimal disturbance to environment and optimal operating costs. Optimization of fragmentation through well designed blasts is fundamental in meeting part of the objectives is good fragmentation of rock or mineral proposed to be lifted by the Dragline machine. If the overburden lying over mineral is not properly fragmented, it may result in formation of ‘Toe’ the removal of which is the most arduous task in opencast coal mines. The mine operators always endeavor to achieve best possible results in blasting to ensure smooth operation of the high cost Dragline Machine. However, despite continuous efforts by the blasting engineers involved in bench blasting for the machine, the formation of ‘Toe’ is an ever nagging problem faced in large opencast coal projects eventually reducing the overall operational efficiency of mining.

Jan 1, 2011

By G Pitkin, D Sorley

The purpose of any consultancy is to provide a superior service for their client. Organisational structure is a key element in providing this service and differentiating between consultants.In an organic organisation the emphasis is on effectiveness, problem solving, responsiveness, flexibility, adaptability, creativity and innovation. Such an organisation is able to respond in a timely manner to change because employees are empowered to be creative, to experiment and to suggest new ideas. The process of innovation is triggered by employees throughout the organisation in a collaborative manner.Problem solving becomes a core competence of the consultancy. A multidisciplined approach arrives at superior solutions that are rigorous, holistic, achievable and often novel. It allows the mining consultancy to extract the most from a very talented and experienced team.This paper highlights the advantages of an organic structure for a mining consultancy and how to implement such a structure. It draws on examples of innovative problem solving from feasibility and strategic studies carried out in Australia and Africa.CITATION:Pitkin, G and Sorley, D, 2016. Organic management structure – its advantages in a mining consultancy, in Proceedings International Mine Management Conference, pp 155-162 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016