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By R. A. Matuszak

U.S. Government sponsored studies proclaim large reductions in surface mine productivity. Consulting studies place a large share of the blame on increased governmental regulatory activities and on inexperienced, improperly train people. Union rules, which allow indescriminate bidding for job openings, seem to be a major factor causing the lack of experience in spite of elaborate training programs.

Jan 1, 1982

By AIME AIME

THE Employment Bureau of the F. A: E. S., conducted under- the direct supervision of the secretaries of the four Founder Societies, has wanted to extend its activities and usefulness but it is operating right up to the limit of its budget; consequently, anything which requires the expenditure of more funds cannot be -undertaken, for the present. A great deal of time has been spent in recording, classifying, and interviewing the men listed, but owing to the business depression, only a comparatively small number of men have been placed' luring the last few months. There are men in New York from all over the country. What the Bureau needs is more positions available. With this in view, a number of high-grade engineers, themselves in need of employment, volunteered their services for a publicity campaign in the City of New York. A definite mode of procedure was evolved, and the success of the movement has been considerable, so much so that it has been thought well to call it to the attention, of members elsewhere, so that similar committees ' and campaigns might be organized in other cities. Following is a chronological arrangement of the methods used.

Jan 1, 1921

By Brehon B. Somervell

SOMEONE has called this war a war of gadgets. Someone else says it is an engineers' war. It is a war of production, transportation; a war in the sky; a war on wheels; a civilians' war. Let us not quarrel about nomenclature. Call it what you want. If four motored bombers and thirty-ton tanks are gadgets, then it is a gadget war. Engineers, scientists, shop laborers, air-raid wardens all have their highly important jobs to do. The fact remains that this war, like all others, is a soldiers' war. The basic strategy employed today is the same strategy that Philip of Macedon used on the Plains of Thessaly twenty centuries ago. His phalanx was a striking force armed with every known weapon. It was armored with breastplate and casque. It depended for success on superior man power and mobility, upon superior weapons and supply, and upon superior discipline. It executed commands faster than its enemies; it had more catapults and spears, more men in the back areas bringing up supplies. It was a new idea. It used what today we call the scissors movement to cut up its foes. It took sharp advantage of surprise. It introduced terror as a weapon-terror inspired by a vast, moving, shouting army with banners. It laid waste the cities by fire. The Greeks had a word for it but that word wasn't "blitzkrieg."

Jan 1, 1942

By Vas Choudhry

INTRODUCTION Traditionally mineral processing equipment has been procured based on (equipment) specifications prepared by the engineers. As newer materials of construction are being used for equipment manufacture and plant control systems become more sophisticated, the need for thorough and detailed specifications is greater than ever. For example, it is not uncommon to find plants looking at grinding circuits consisting of semiautogenous mills with variable speed, gearless, drives of large horsepower. Technical specifications for the mill, wrap- around motor and control system must, therefore, be carefully prepared to ensure that the respective equipment supplied by vendors meets overall grinding needs. Various engineering and design companies have expended considerable time and effort in developing the specification format. Equipment manufacturers have also given significant effort to developing data sheets aimed at collecting information regarding not only the duty of the equipment, but also the conditions under which it will be operated. As engineers moved from one company to another, the specification format became cross-fertilized and further developed. As a result, specifications on file with various engineers have improved considerably over a period of time. Equipment specifications from earlier projects are commonly used as a basis for tailoring new ones. To keep equipment specifications short, general technical considerations are often compiled as separate specifications. For example, general considerations applicable to the design, manufacture and supply of the mechanical equipment are consolidated under "Standard Requirements for Mechanical Equipment” and included along with that specified for purchase. As the economic feasibility of the project has been established during earlier studies, purchase-related activities can be initiated following completion of the specifications. Procurement itself is a major activity, however, in this chapter only those activities directly related to the purchase of equipment will be discussed. PREPARING EQUIPMENT SPECIFICTION Specification for process equipment or machinery is written in such a way as to define exactly what is required of the equipment. Generally, mechanical

Jan 1, 1986

By Charles H. Grant

Communications in whatever we do, is one of the major problems we encounter. In an effort to provide a better understanding of the use of explosives, I am going to take a little different view of what explosives are, and how you might look at them as tools to fragment rock, and some of the problems encountered in doing so. First, let's take the explosive, and although there are many factors involved, I want you to consider these as being reduced to only two--shock strain imparted to the rock by the high early development of energy; and the other, the gas effect which is a combination of heat, moles of gas formed, rate of formation of these gases which develop pressures, etc..

Jan 1, 1968

By R. A. Bilonick

Sampling is used in all scientific, engineering, marketing, and financial disciplines. The scientific theory of probabilistic sampling is a well established field, providing a general framework for basic methods that can be applied in fields that would appear to have little in common. The revolution in sampling occurred, in part, as a response to the need for quality control in industry during the Second World War. Since this time probabilistic sampling methods have been replacing pre-scientific non-probabilistic methods of sampling. This has not been the case, however, in the mineral industries in the United States. No general agreement on a theory applicable to all sorts of particulate materials has been reached. As a result, non-probabilistic methods are still widely used and the measurement of sampling precision - the hallmark of scientific sampling - is unknown. Much of the research on particulate material sampling that has been carried out over the last 40 years can be characterized by a lack of theoretical reasoning and rigor, an unwillingness to acknowledge previous work, and a lack of integration with existing, established scientific sampling theory. Non-standard statistical terminology is used and often standard statistical terms are misused. The confusion that has resulted is reflected in ASTM and IS0 sampling standards and in the practice of particulate material sampling.

Jan 1, 1986

By W. C. Morgan

The Federal Surface Mining Law enacted in 1978 is now being translated into regulations which must be followed in future coal mining. Substantial change to mining procedures is required to maintain stricter air and water control while mining and to return the mined out land to equal or better use than before. These changes do not come easy; and in most cases, they create a substantial additional cost. Based on field observations and mining studies, Caterpillar has been making suggestions on the use of their types of equipment to conform to the new standards at the least cost. This paper will be a brief review of some of the overburden stripping and reclamation methods suggested by Caterpillar. A production and cost comparison of dragline, scraper/dozer and truck, loader systems in 20 to 150 ft. Overburden conditions illustrates potential cost savings using mobile equipment.

Jan 1, 1980

By Duane A. Smith

Introduction From the days of the Spanish in the eighteenth century, Colorado's San Juan mining district has attracted miners and public interest. The Spanish left behind names - San Juans, La Plata, Animas, legends of lost mines, and the remains of a few scattered mining operations. They came, but did not stay. Again in 1860-61, as a spinoff of the Pike's Peak gold rush, prospectors climbed the mountains and descended into the canyons searching for gold. They found some, not enough to convince them to remain and confront the isolation, often hostile environment and the Utes, who rightfully felt this to be their home. Not until the 1870s did miners come to stay. In their wake little camps grew in the high valleys and squeezed into narrow canyons. Nowhere else in Colorado were there more rugged mountains, a higher average elevation, nor a climate that one old Swede said was "three months of mighty late fall and nine months of winter." The San Juans proved eventually to be a mineral treasure chest. At the moment, however, the prospectors sought gold. Then they discovered silver deposits and the first rush was on. It got started just in time to be completely overcome by the Leadville excitement. At Leadville, investors almost fell over themselves to buy claims and stock in the hopes of becoming another millionaire like Leadville's own Horace Tabor. The San Juaners could only look from the sidelines and speculate how it might have been had fate been kinder. Fate was seldom kind, as these pioneers quickly discovered. From the mid-1870s on, the San Juaners wrestled with some major problems. And the fate of their district rode in the balance. The problems they faced were similar to those of other Colorado districts, compounded by their geographic isolation. Every mining district needed the best transportation system available, experienced investors combined with sound investment, and mineral reserves to develop. The San Juans offered the last in abundance. It was hoped the first two would appear. Railroads - much needed transportation link Nothing was more desired than railroad connections, the penultimate nineteenth century form of transportation. Colorado's own, the Denver & Rio Grande, resolved the issue with its mountain-hugging narrow gauge. As early as the mid-1870s, the D&RG dreamed of tapping this potentially lucrative market in southwestern Colorado. A national economic depression and then the Leadville silver excitement prevented immediate construction. Not until 1879-80 did survey crews start work.

Jan 2, 1988

By Thomas M. Plouf

Flotation, as we know it today, is a physiochemical method of concentrating finely ground ores. The process involves chemical treatment of an ore pulp to create conditions favorable for the attachment of certain mineral particles to air bubbles which are carried to the surface of the ore pulp for removal. Frother reagents, combined with air and the agitation mechanism, produce the effective bubbles in a flotation cell. A method of analysis is presented to evaluate the effect of frother reductions and additions on a bank of flotation cells, and to economically determine if and to what extent frother reductions and additions are justified. Comparative evaluations of different frother systems, as well as the amount of frother used in a given flotation machine, cannot be made on the frother cost alone. An indepth study must be made to evaluate any given frother as applied to a particular ore body. The recovery of a given mineral is as dependent on the amount of frother as on the type of frother used. An actual case study follows in which the amount of frother required by two different flotation machines was used to make a decision as to which unit performed more efficiently based on costs. This same method may be used to evaluate new frothers as well as to determine if a larger frother addition is advisable.

Jan 11, 1975

By Mark Roberts

Automation, data analytics and optimisation are key trends in the mining industry. Doing more, and better, while expending less resources targets KPIs around efficiency and productivity. With the explosion of data, the next step is to develop an optimal level of processes and systems to harness this data to support value-in use decisions. Typically, significant amounts of resources and effort are invested to develop realistic simulation models. However, models are frequently not integrated with existing systems, and therefore are underutilised. When we consider the specialised process of blasting, integration with upstream and downstream processes is a significant driver to realise sustained improvements and value. The application of genetic algorithms and cloud computing to solving complex mining problems has advanced over the last 15 years, in particular with mine scheduling. Genetic algorithms are unique in that they support true multi-objective optimisation, utilising population-based methods to present trade-offs between multiple solutions. Secure in-cloud processing speeds up the processing, with results delivered in timeframes that are not feasible with desktop computing.

Feb 6, 2023

By Ravi Sahu

"In the global mining industry, there are those who seem resigned to the fact that the mining industry has always operated according to certain time-tested principles that don’t involve jumping on every new technological trend. Others expect that mines will soon have autonomous electric vehicles running around the clock. The truth lies somewhere in the middle. In business, as in life, that is usually the best path to follow.The instant access to people and information provided by 21st-century technology continues to push businesses in all industries toward greater efficiency and unheard-of levels of modernization. And in the world of mining, the embrace of advanced technology is all about managing risk.However, even in this age of digital information overload, some mine sites still require employees to physically download data from individual trucks to monitor payload data and inspect road conditions using a clipboard. What’s more baffling is that other mine sites still have no way of tracking tons moved at all.This isn’t due to a lack of innovation in the industry. Quite to the contrary, there is an abundance of new technology available that provides real-time monitoring of vehicle movements and tracks road conditions without the intervention of people. So why are owners reluctant to embrace advances in mining tech?Gauging the value of changeSurvey data has traditionally been captured by ground laser scans and LIDAR systems. A mine site surveyor would drive around the pit with a truck-mounted scanner to generate a point cloud. This process would be completed every few days and would take an entire day.The many cons of this method far outweigh the pros. First, it provides no visual data. If an operation has moved beyond the roller wheel and tape measure, visual pit models and LIDAR scans are typically completed once every six to 12 months by an aerial flyover, but such sporadic information gathering isn’t likely to result in the most actionable data. Moreover, given the high cost (in terms of both money and time), the numerous safety and liability issues, and the lack of flexibility in scheduling, manual processes are more trouble than they are worth.Overall, while miners are excellent operators who value innovation, their employers often try to outsource it or acquire innovators instead of investing in existing technology that can improve current operations. It is a never-ending dilemma:"

Jan 5, 2018

By J Pearce, R Ramanathan

hortly after the World Health Organization declared COVID-19 a pandemic, the words ‘social distancing’ entered the global lexicon. The effects on the public of social distancing, lockdowns and travel bans are well documented. They also present unique challenges to the mining industry. For Hexagon’s Mining division, this posed a significant challenge. We have built our business – our reputation – on regional, customer-focused service and support. True to Hexagon’s values of being professional, engaged and customer-focused, we innovated to overcome the distance dilemma. Making automation a reality for our customers by implementing and supporting technology projects from a distance has helped deepen partnerships by making it easier to tap into our global experts’ knowledge. For example: • Body cameras were at the heart of a successful safety installation at a mine in Ghana. Despite the pandemic lockdown preventing travel by our South Africa staff into Ghana, the project was completed with minimal delays. • Traditionally, implementation and training for our Blast Movement Technology solution is done physically at the mine site. With COVID-19 travel restrictions in place, we have developed and successfully employed a remote deployment methodology. • Using RealWearTM headsets in the field and utilising the knowledge management platform from HINDSITE, Hexagon workshop technicians have been able to support hardware repairs in local offices, which once would have been undertaken in our overseas offices. • The same headset is being utilised to provide clients with remote mentoring sessions by our skilled team members who are based in our regional locations and unable to travel to their site without extensive quarantine commitments. • In instances where our team members have had to travel to site, we have provided consumer technology such as VR headsets to help them cope with long periods of quarantine to and from site. Post-pandemic, Hexagon will continue to refine and improve this method of working. INTRODUCTION Shortly after the World Health Organization (WHO) declared COVID-19 (COVID) a pandemic, the words ‘social distancing’ entered the global lexicon. As governments, healthcare organisations and the public scrambled to respond to the crisis, one thing became abundantly clear: isolation was and, for most of us, still is the key to maintaining our health. Hexagon, a leader in sensor, software and autonomous solutions, was well positioned to pivot and assist in the global response to the crisis. From simulations of the effects of social distancing to mapping the spread of COVID in real time, to drone technology delivering COVID tests, to providing communities with transparent geospatial information, Hexagon solutions continue to help ensure that innovation is readily available to those who need it most during uncertain times. The effects on the public of social distancing, lockdowns and travel bans are well documented. They also present unique challenges to the mining industry.

Jun 22, 2022

By Syd Peng, Gamal Rashed

"Bumps in coal mines have been recognized as a major hazard for many years. These sudden violent failures around mine openings have compromised safety, ventilation and access to mine workings. Previous studies showed that the violence of coal specimen failure depends on both the interface friction and width-to-height (W/H) ratio of a coal specimen. The mode of failure for a uniaxially loaded coal specimen or a coal pillar is a combination of both shear failure along the interface and compressive failure in the coal. Unstable interface failures provide a sudden de-confinement to coal rib, thus triggering uns and compressive failure in the sidewalls. The compressive failure of a coal specimen or a coal pillar can be controlled by changing its W/H ratio. As the W/H ratio increases, the ultimate strength increases. With a proper combination of interface friction and the width-to-height (W/H) ratio of pillar or coal specimen, the mode of failure will change from sudden violent failure, which is brittle failure to non-violent failure, which is ductile failure. The main objective of this paper is to determine at what W/H ratio and interface friction the mode of failure changes from violent to non-violent. In this research, coal specimens of width-to-height ratio ranging from 1 to 10 were uniaxially tested under two interface frictions of 0.10 and 0.25. The results are presented and discussed.INTRODUCTIONCoal mine bumps are sudden, violent bursts of coal from a pillar or pillars or a block of coal, resulting in a section, the whole pillar, or the solid block of coal being thrown into an open entry. These bursts are accompanied by very loud noises (Peng, 2008). Several case histories in mining have long described coal pillars or coal faces failing violently with an accompanying ejection of debris and broken material into the working areas of the mines (Campoli et al., 1987; Osterwald, 1962; Peperakis, 1958; Garvey et al., 2013). Because of the catastrophic nature of these sudden failures, understanding the causes of coal mine bumps is essential to create a safe underground working environment. This phenomenon has motivated many ground control researchers to conduct extensive field investigations throughout the past century. Rashed and Peng (2014) compared the mechanical properties of two kinds of coal, one from bump and the other from non-bump-prone mines. They found that coal itself does not play any significant role in coal bumps and recommended that future research should focus more on the local variation of geological conditions such as the interface friction between pillar and roof and between pillar and floor."

Jan 1, 2015

By J Ross

The foundation of effective leadership is communication. You can have all the leadership theories, models and training you want, but in the end it is all about leaders talking to, listening to and understanding the point of view of those below and above them.The foundation of effective safety is peoples’ behaviours. Every incident, every near miss and every safe act comes down to what one person does and how that affects themselves and others. We tend to focus these behavioural considerations on the people at the ‘coal face’, those most in harm’s way. But it is the individual behaviours of everyone in the organisation, particularly those at the top, which are just as (if not more) important. The foundation of effective safety leadership in the mining industry is that it starts at the top, with the individual behaviours of leaders. The behaviours of each and every leader will be reflected in their teams. And where their teams are made up of leaders, these leaders will pass these behaviours on to their teams and so on. It’s the sum total of what people see their leaders do and what they do as a result, that creates the ‘culture’ of the business – and it’s this culture that makes or breaks how safely people work.

Mar 21, 2011

By Steve Kane

Lightning is a very real problem in the surface mining industry. Today, as adverse market conditions continue to influence the surface coal industry, it has become necessary that all functions of the surface mining process become as efficient as possible. High production with reduced manpower is the winning combination of staying competitive in the market place. We at AMAX Coal are committed to staying in the coal business, but we have always been committed to providing a safe work environment for our people and will continue to do so in the future. Approximately two years ago, our Midwest mines installed state of the art lightning detection and warning systems at our mines. This paper will cover its application at Delta Mine; the benefits and problems encountered, and the impact this system has had on Delta Mine.

Jan 1, 1992

There is a basic need for the health and safety manager to know what work he or she is to do and how to do it in a more professional way. Peter F. Drucker in The Practice of Management said, "The ignorance of the function of management, of its work, of its standards and its responsibilities is one of the most serious weaknesses of an industrial society-and it is almost universal." The biggest need in mining today is for its managers to have a thorough understanding of the management control activity.

Jan 11, 1979

By G Lumley

Gold miners have been underperforming the price of gold for a number of years. So why has the æmarketÆ undervalued our gold miners relative to what they have been mining? The low valuation ascribed to gold mining companies is largely attributable to their profit performance. In the period since 2006 the price of gold in A$ has risen about $900/oz, but the real cash margin (operating cash costs + cost of finding and/or acquiring deposits + the cost of bringing them into production) has only risen about A$100. Rising operating costs are a major part of this reduction in real margin. Energy and labour costs have risen more than the inflation rates across a number of countries as have taxes, royalties, etc. There are however, more significant contributors to the rising cost base. Firstly, in 2006 the average gold grade was 2.0 g/t; today it is 1.3 g/t. Secondly, strip ratios (for surface mines) have increased by 19 per cent during this time. Open cut mining equipment unit output across the world has dropped by 26 per cent during 2006 - 2012. Finally, costs have risen by 55 per cent during this time period. Consequently, there is now 3.8 times more mining cost required to produce an ounce of gold from surface mines compared with 2006. The decline in gold grade looks to be a permanent trend as does increasing strip ratio if output is to be maintained. Costs will continue to rise although cost control will be necessary. Reversing the decline in equipment performance and closing the gap between median and best practice provides the hope for a sustainable reversal of cost increases. The current gap between best practice and median performance has grown to 112 per cent for mining trucks, 168 per cent for excavators and 169 per cent for front end loaders. Closing this gap is the potential for a more profitable future. For most gold mining companies improving mining efficiency is not an option; it is an imperative.CITATION:Lumley, G, 2013. How many gold mines will inefficiency kill?, in Proceedings World Gold 2013 , pp 267-276 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 26, 2013

By Brian Hall

For some years, the mining industry has been consistently delivering returns below the market average. One of the causes is a disconnect between what is perceived to drive value creation by many industry analysts and senior corporate executives, and what actually drives the intrinsic value of mining operations. The perverse effect is that strategies that should increase value are perceived to have the potential to drive share prices down, and vice versa. This paper challenges common perceptions of what drives a mining company?s value. Anecdotal evidence suggests that the key drivers of value in the market, and hence in many boardrooms, are such things as increasing the reserves and production rate, and reducing unit operating cost. However, while the quoted reserves may satisfy ore reserves reporting code requirements to be economic, this does not imply that they are optimal. Often, a proportion of the quoted reserve reduces the potential value of the operation. Metal price increases, increased production rates, and operating cost reductions are all seen as conditions or actions that can improve value, and lead to cutoff grade reductions, thereby increasing ore reserves. However, modern cutoff theory and studies conducted by the author and his colleagues show clearly that, while breakeven cutoff grades will fall in these circumstances, optimum cutoffs may be much less volatile, and may even increase. Results from case studies indicate that value is maximised by right-sizing, not maximising, the production capacities, and by optimising the cutoff strategy. Values of many existing underground mining operations can be increased significantly by a substantial cutoff grade increase. Also, an increase in downside risk, and hence reduced returns, can occur using typical life-of-mine planning strategies if prices received are lower than predicted. Since this is often the case, low industry returns may be a direct result of typical strategic mine planning processes. Relatively simple cost-effective techniques are available to provide senior decision makers with information needed to assess the tradeoffs between their many conflicting corporate goals, and the balance between risk and reward. Often this information is not being generated at all. If it is, decisions affecting the value of the company are occurring by default at relatively low levels within the hierarchy, with senior executives apparently unaware of them or their potential impact. The paper concludes that without a re-evaluation of the way mining projects are valued, to demand proven value optimisation from mining plans by boards and mining analysts, the industry will continue to deliver below average returns.

May 1, 2003

In terms of tunnelling the mining industry is generally thought of as the crude cousin of the civil construction industry. Mining has tended to concentrate on speed and flexibility rather than the high standards required in civil tunnelling. Historically this difference has been based on the belief that such high standards were not required by the mining industry, they would slow down the development of the project and as a result increase the costs and extend the time period between start up and a positive cashflow.For civil works the construction of a tunnel is the project, for mining the construction of declines, crosscuts and drives are merely the means of accessing the orebody so that the real work can begin û MINING. Extraction of ore is the core business of most mining companies û it is what pays the bills.Though most mining companies have the equipment, the people, the knowledge and the ability to excavate tunnels, in the past mining companies did not appear to put the same energy into their tunnelling operations as they put into improving their ore extraction operations. In the past decade this appears to have changed, many mining companies now realise how important the correct excavation of a decline is to the success of the overall mining operation. They began to recognise that there were cost benefits to be gained in using the correct development techniques without overly sacrificing the benefits of speed and flexibility.This recognition also coincided with the growth of underground contractors whose predominant work was primary development (declines and ore access crosscuts and drives). The contractors again had the same knowledge, the same people, and similar equipment but their focus was different from that of the mining company û the contractors were focused on the development of the mine, the excavation of declines, crosscuts and drives. These deliverables were the contractorsÆ core business û itÆs what paid the bills.

Jan 1, 1999

By H. Allenius

Today, most requests for quotations force all bidders to follow the bid document to the letter. The choice is then made based on price since it is the only difference in technically identical offers. However, clients allow and even encourage suppliers to come up with alternatives. Overall economy again, is much more than low investment costs. Operation costs may affect the economy of a project far more than a million saved in investment. There is almost always the choice: Should we go for the cheapest solution or should we go for the most economical solution? We strongly recommend the study of the long-term effects on investments as they often surpass any apparent savings in capital expenditure. With high operating costs, time is never on our side. Almost all relevant inputs and outputs in a concentrator have a value that can be expressed in a suitable currency. Unit prices may differ substantially from one operation to the other, but everything has a price tag and globalization has made it possible to move both goods and services to almost any place in the world. Even a rather simple exercise can give a good indication on which process improvements are worth pursuing when investing in new systems or equipment. The ones that do not qualify, as money earners, will naturally appear as clearly. No ?rocket science? is required, just process knowledge, practical experience, an open mind and some common sense and the reward may be the difference of having a good or an excellent project. The model we have developed can be made as detailed as required, but we do not recommend too much detail, as it sometimes tends to distract work and obscure the important issues. Two different process solutions compared in a simplified example illustrate the importance of evaluating a project based on its long-term effects rather than focusing on the investment costs only.

Jan 1, 2014