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The original manuscript of section 2 of this series of miners' circulars devoted to accident prevention in bituminous-coal mines was completed in September 1944. At that time roof bolting had been tried with some success in the lead-mining district of south-eastern Missouri, but information on the subject was so fragmentary that it was not included as a method of roof support. References to roof support in bituminous-coal mines, therefore, were confined almost entirely to conventional timbering methods. In 1947 the Bureau instituted a research program and intensive study of the general problem of roof control, which emphasized roof-bolt application. The rapid increase in mechanized mining following the close of World War II provided the impetus for the Bureau's roof-control investigations, because the vertical supports used with conventional timber restricted the maneuverability of mechanical face equipment, and the industry wanted to explore every possible method of eliminating interference with the production cycle to gain full advantage of mechanized mining. Moreover, the accidental dislodgment of vertical supports greatly increased the roof-fall hazard. As roof falls have killed and seriously injured more mine workmen every year than any other cause or classification of injury since records have been kept, the Bureau assumed this investigative leadership with the prime objective of substantially reducing the annual toll from falls of roof, including falls of rib and face.

Jan 1, 1958

The first metal-mine accident-prevention course was prepared and published in 1942-45 as a series of seven miners' circulars (Nos. 51-57). The scope of the course has been broadened, revised, and brought up to date, and it is being published as a similar series of seven miners' circulars (Nos. 51-57, revised) on accident prevention in metal and nonmetallic mines. These circulars are: Accident Statistics (Miners' Circular 51), dealing with general statistics on accidents and injuries at metal and nonmetallic mines, including causes, costs, and the uses of investigations and reports of all accidents.

Jan 1, 1955

By Ross Goodman, Jean-Luc des Rivières

The Ohio River Tunnel Project encountered multiple unexpected geotechnical challenges which, continuing to develop over time, hampered excavation completion and impacted the cast-in-place final lining technique and work execution sequence for the entire project. The continued degradation of the excavated hard rock tunnel conditions led to a unique, dynamic, geologic setting that forced the project to innovate new and adaptable measures allowing for a conventional cast-in-place liner to be completed in a safe and timely manner and minimize delay.

Jun 13, 2023

By Lee W. Saperstein

P.L. 95-87 contains explicit demands for land-use planning in its reclamation and designation sections. Both sections require recognition of local land-use plans; however, the sections are not well integrated. Accommodations to these planning requirements may be found in suggestions based on British mineral planning practice. Better links can be created among local land-use planners, the state's permitting authority and designation office, and mine designers. Mining companies should take more interest in local land-use plans and in resource inventories; states should consider devolving to local government responsibility for accepting mine permit applications and designation of unsuitability petitions.

Jan 1, 1982

By Morton Macartney

FOR many years the developers or owners of worthy mining ventures in need of financing have found it almost impossible to obtain such financing under the conditions existing in most other lines of business. High rates of interest and unfair participation in profits have robbed the developers of much of their holdings, and have resulted in over-capitalization and many other like evils. When the general financial condition of the country is bad, this difficulty increases to a point where many operations must cease and hen are thrown out of employment. In 1.934 this situation had developed to such a point that Congress attempted to aid the mining industry. It first authorized the RFC to make loans to recognized and established corporations, individuals, and partnerships engaged in the business of mining, milling, or smelting of ores in June, 1934, limiting such authority to loans adequately secured, the security to consist of mineral acreage. The requirements of the law were stringent and of the 252 requests for loans received up to June 1, 1935, 35 were authorized.

Jan 1, 1936

By D. T. Pritchard

"Introduction""No accounting system is very good, and all of them are infinitely variable*.”The purpose of this chapter is to discuss those facets of a typical accounting system which are most commonly encountered by operating managers in mineral processing plants. However, before concentrating in any detail on these it is important to understand the broad purposes and basic techniques of any accounting system in any major business.The three broad purposes of an Accounting System are:- Administering, controlling, and recording the flow of cash in and out of the business. Cash is, of course, converted into other assets (or stores of value) such as inventory, plant and equipment, etc. These assets also have to be administered, controlled and recorded.- Internal reporting to Management for information, for control, and for use in making business plans and decisions. - External reporting to stockholders, government, lenders and other outside parties.In this chapter we shall organize our discussion of accounting practice in mineral processing plants around these three purposes of accounting and focus in some detail on specific practices and techniques with which operating personnel will be routinely involved. This chapter is divided into the following: Accounting Basics; Administration, Control and Recording of Cash Flows; Internal Reporting; Planning and Budgeting; Cost Control; and External Reporting."

Jan 1, 1989

By Richard L. Bullock

Believe it or not, mine evaluation and feasibility studies are as old as the industry itself. In the first recorded writing on mining by Agricola (1556), he gave several clues as what to look for in evaluating a mine, to determine if it was economically feasible. Below is the guidance from Agricola, with my interpretation of what he would include today. Now a miner, before he begins to mine the orebodies must consider seven things, namely: ? The situation (the geography/topography). ? The conditions (the geologic/mineralogic and mining conditions). ? The water (availability, hydrology and ownership). ? The roads (plus the railroads, power lines, all other infrastructure). ? The climate (the weather-rainfall/environment). ? The right of ownership (the land and legal entitlement). ? The neighbors (the social environmental concerns of the area). It is amazing how much of his guidance has not changed in 455 years. Yet Agricola gives no guidance on determining the correct cost, or determining the correct commodity pricing. But he does give a few words of caution on the related ethics involved on buying mineral properties: ?A prudent owner, before he buys shares, ought to go to the mine and carefully examine the nature of the vein, for it is very important that he should be on his guard lest fraudulent sellers of shares should deceive him.? Three hundred years later (1866), to further amplify this point, in the most famous thing that Mark Twain never said, as an introduction to a lecturer to an audience of gold-miners at Red Dog, CA, the famed author/humorist allegedly described a mine as ?a hole in the ground owned by a liar? (Farrar & Rinehart, 1935). So, one might conclude that between these two dates, the mining industry did little to improve its reputation. Unfortunately, since Mark Twain allegedly made those remarks, we have not done near enough to gain accountability for the mineral industry.

Jan 1, 2011

By M Hedley

Tracking plant and personnel in underground environments provides multiple potential benefits for a mine including increasing safety, better monitoring of production, traffic control, and in the future monitoring and control of autonomous vehicles. The main techniques for wireless tracking are to use radio frequency identification (RFID), signal strength based techniques, and time of arrival (TOA) based techniques. RFID does not provide continuous tracking and signal strength techniques have poor accuracy in the complex radio propagation environment present in mines. TOA based techniques are potentially the most accurate, but most current equipment does not realise the potential of the technique. CSIRO has been developing the wireless ad-hoc system for positioning (WASP) system for wireless tracking in a range of challenging environments including underground mines. WASP has been licensed for sporting applications and has delivered encouraging results in early trials for a surface and an underground mining application. The system utilises a number of ‘anchor nodes’ that are placed at surveyed fixed locations within the mine, and tags attached to plant or personnel to be tracked. The system provides an ad hoc data communication network, thus wired data connections are not required to the anchor nodes. WASP uses transmissions in the 5.8 GHz ISM (instrumentation, scientific and medical) frequency spectrum to perform highly accurate ranging between nodes, hence tracking of tags. The localisation performance of the system depends upon the radio propagation environment, ranging from 0.1 m in low multipath conditions. In this paper we describe the WASP system and provide results of initial testing in an underground mine that shows that the system achieves high ranging accuracy, hence localisation accuracy.

Mar 21, 2011

By E J. Hancock, K H. B Chu

Failures within hard rock underground excavations have historically been defined by a depth of failure, estimated in the field or through individual measurements, with a simplified failure geometry; such as 1/3 span, cubic or paraboloid. This simplified shape, volume and mass of failure is typically used to estimate in situ demand as a simplified discrete point. However, the highly variable failure geometry indicates simplified methods to estimate the mass can be erroneous in comparison to high precision LiDAR scans. Advances in technology have enabled the accurate capture of failure geometry and allow a far more accurate analysis of failures to be completed. This case study investigates a number of real-life failures to accurately define the failure geometry, the distribution of the failure parameters and compares this to traditional methodologies. This paper also outlines a suggested means of standardising failure geometry parameters whilst accounting for their variability.

Nov 29, 2022

"Horizontal grinding mills have been used in the mining industry for more than a century, and due to their operational and maintenance simplicity they remain a widely used technology for various stages of comminution. The relative ‘efficiency’ of horizontal grinding mills compared to other comminution equipment is often debated, and efforts to improve the energy efficiency of these mills is an on-going area of attention for process engineers.The discharge arrangement design affects the material transport characteristics within a horizontal grinding mill. Material transport plays a significant role on efficiency of horizontal grinding mills. The magnitude of benefits that can be achieved with efficient material transport in AG/SAG mills has been demonstrated in a Greenfield milling operation at Mirabela Mineração’s SantaRita Nickel operation in Brazil. This grinding circuit was commissioned in October 2009, which was designed as a typical SABC circuit to grind 4.6 mtpa (575tph) to produce a P80 of 125um with 10-12% ball charge in SAG mill. The nameplate design capacity has been achieved in few days in ABC circuit without grinding media in SAG mill, and has been operating in ABC mode. The through has gradually increased to an average of 800 tph and recently 7% ball charge has been introduced to increase the throughput to +900tph.This paper investigates improved material transport using Outotec’s TPL™ (Turbo Pulp Lifter) technology and the opportunities this technology presents when designing horizontal grinding mills. Operational data, with particular reference to energy and throughput optimization, is presented."

Jan 1, 2013

By Manuel Diaz

"In these difficult times for the mining world, mainly due to the global uncertainty about metal prices and the increased activity of opponents to the mining industry, it is essential that mining companies focus on efforts and strategies that will give them the most flexibility to succeed under the fury of these phenomena. The careful management of systems to control costs, and indicators to measure with great precision actual variations in costs and cash flows, are essential to adequately manage the uncertainty. Similarly, clear corporate and regional strategies designed to maximize cash flow and operating margin will allow the company to be better prepared to face any negative situations caused by declining metals prices, stricter government regulations and increasing social pressure. Gold Fields Limited, a corporation of South African origin and with more than 100 years in the gold mining business, has developed the ability to adapt to large changes generated by different global crisis throughout its history. This occasion will be no different. Given the critical situation of the mining industry in the world today, Gold Fields has embarked on a re-structuring plan at global level that will allow much closer control and real efficiency of production costs. This plan includes the creation of regional business units that allow greater independence for each region while still preserving the standards and cultural values of the Corporation. This presentation will explain why we believe that this approach combines the best aspects of the two styles of business, and what are the expected results. In the Americas Region, Gold Fields currently operates Cerro Corona, in Peru. In addition, the company is considering opportunities for growth in Chile, Brazil, Mexico and Canada."

Jan 1, 2014

By Kissell F. N, Volkwein J. C

The U.S. Department of Interior's Bureau of Mines has the opportunity to visit many U.S. mines, including some that claim 2 to 5 times the national average of 334 raw tonnes/unit shift (tps) from a continuous miner section. In a project to assess the reasons for this high production, the Bureau conducted two studies. The first study focused on the 25 highest producing continuous miner sections. What stood out during the visits-was the quality of the labor-management relations. In each of the mines there was a positive labor/management relationship based on mutual trust and a sense that the employees were the company's most valuable resource. Discussions with labor revealed a universally positive attitude toward the company. Interviews with the mine superintendents invariably ranked the quality and attitude of workers as more important than anything else. Also during the mine visits of the 25- mine study, no engineering factors obviously stood out. Time at the face was greater than average, most were in coal over 1.52 m and the roof was generally good. Also, none of the 25 mines had to contend with high methane levels. Because this study found that a high percentage of mines were in seams less than 1.52 m thick, the second study examined thin seam mines only.

Jan 1, 1988

By S. Bellec, P. Champagne, J. Châteauneuf, A. Berton, S. Fortier

"The start-up of new plants, extending from the commissioning of equipment to the production ramp-up, is a critical period where the processing circuit operation must be done in a structured and well controlled way to enable the gradual, safe and rapid achievement of production targets. The magnitude of the many risks associated with this pivotal period is accentuated in the actual context of low commodity prices. However, the implementation of a method that analyzes risks associated with a start-up, their probability of occurrence and their impacts leads to the identification of a series of preventive actions that can be applied in order to reduce potential negative impacts.Soutex has been involved in numerous start-ups over the last few years and has developed a structured methodology to assess this crucial period, maximize the pre-start-up preparation, ensure a smoother and safer ramp-up period and minimize the time needed before reaching commercial production.This paper describes a method to identify preventive actions to apply in order to reduce risks related to a plant start-up. Then, the various steps of the method are demonstrated using the industrial case study of the Canadian Malartic gold plant situated in Abitibi, Québec. The specific preventive actions, during start-up, the organisational measures and the ramp-up plan are detailed as they were effectively achieved. Finally, the post start-up actions are presented as well as some key results illustrating the achievement of their prior defined objectives.IntroductionPlanning a new plant or new circuit start-up in a mine installation involves various risks, both at the economical and safety levels. Unprepared staff and equipment can lead to safety issues that could threaten plant staff as well as the environment. Moreover, a poorly prepared start-up could often lead to equipment break-down, production stoppages and delays, leading to important economic impacts, delaying commercial production and therefore affecting directly the profitability of mining projects.It is common in the industry to have structured commissioning procedures for major equipment taken separately. Technical personnel from the equipment manufacturing company would usually come on site in order to perform the pre-operation verification, dry runs and the first hours of operations. This kind of assistance is usually focussed on one piece of equipment and neglects the interactions between the various equipment of the production chain. The commissioning phase is usually maintenance oriented and the information given by the manufacturing representative seldomly flows through the operation staff (in the case of this paper, the denomination “staff” refers to both managing and operating employees). The global process is usually not taken into consideration by the technical personnel sent on-site by the manufacturer during the commissioning phase. Many papers can be found describing the commissioning of new equipment focussing on the technology (Côté and Adante (2009), Wells et al (2007)) but without dealing with its integration process in the complete production chain."

Jan 1, 2016

By B Howard, M Jones, D Pershke

"Current closure objectives and criteria are often difficult to achieve and are not delivering value for money outcomes at closure. Current mine closure processes tend to focus on rehabilitation and revegetation of landform structures to as close to premining condition as possible, rather than focusing on the functions of those structures and values they provided. Because mining has highly disturbed the environment, premining conditions and vegetation are often not achievable and objectives and criteria aimed at achieving close to these conditions have been shown to be very costly.The authors have developed a broader approach to developing mine closure plans that is based on environmental risk and gaining post-closure social, environmental and economic value. We think the focus should shift from trying to return the original landscape to returning functions and values provided on- and off-site. If it is not possible to return values on-site in a cost-effective manner, investment should be provided to deliver equivalent values elsewhere.This process can provide better stakeholder acceptance, deliver better environmental outcomes on the tenement and within the catchment and significantly reduce costs, whist fulfilling closure obligations.This framework should enable closure teams to: focus on the functions and services that are important to achieve as outcomes post-closure, rather than a focus on revegetation and replacing the premining biophysical structure engage meaningfully with stakeholders regarding closure outcomes and link outcomes to stakeholder values conduct transparent option evaluations that enable stakeholders to clearly understand the costs and benefits associated with each option and to participate in dialogue on option selection.We present examples of how the framework could be applied to identify alternate closure options that achieve equivalent value outcomes while reducing the costs of closing the mines.CITATION:Howard, B, Pershke, D and Jones, M, 2014. Achieving better mine closure outcomes for less money, in Proceedings Life-of-Mine 2014, pp 615–620 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jul 16, 2014

By T. D. Chatwin

While new jobs and taxes are major incentives for support of mining, stakeholders must also be assured that current jobs, resources and environment will be protected. Mining companies can help achieve stakeholder support by frankly addressing Acid Rock Drainage CARD) issues. To prevent ARD, miners must begin early in the mine life-cycle to develop an ARD management plan and integrate it into the mining operation. As this proactive preventative program is initiated, mining companies also need to engage and collaborate with stakeholders to insure that their expectations and needs are met. Stakeholder engagement is enhanced as mining companies emphasizes the value of clean and available water for current and future generations.

Jan 1, 2011

This paper talks about the experiences of groups we have worked with over the last few years in the Asia-Pacific region (Australia, Canada, New Zealand and Papua New Guinea) and the ways that they have worked to bridge the divide between traditional and introduced structures, governance at a regional level and the introduction of traditional values into monitoring and evaluation practices. In doing this these groups have created structures and processes which have helped them engage both more effectively with external stakeholders while maintaining the legitimacy of their own operations with their own constituents. These are important ideas for those involved in the mining industry that could provide a number of very tangible benefits to mining firms and their engagement with these kinds of groups.

Jan 1, 2009

By G. Lipsett, S. Dessureault

Information technology (IT) initiatives in the past have tended to be sold on their ability to maximize resource output and return on capital by allowing assets to be used more effectively and efficiently. Many IT projects fail, not delivering return on their investment. This is known in the IT industry as the “productivity paradox,” where increasing investments in IT do not result in comparable increases in productivity. Experiences and studies of most business sectors reveal that this paradox is rooted in the false assumption that more IT spending automatically results in financial benefit, whereas the benefits are in how effectively IT is used. Most business sectors have accepted that re-engineering of processes is required to gain the full benefits promised of IT. A mining operation has organizational processes similar to most business sectors, but unique operational processes. The lessons of changing business practice in more common business processes, such as inventory control and customer-supplier relationships, can be adequately transposed into a mine setting. The unique operational processes in mines, in turn, require unique redesign efforts. Several enabling information technology opportunities have recently become available, such as more integrated mine production management systems and tactical manager training simulators. This paper reviews some of the latest IT products and outlines the processes and kinds of change that will be required in order to benefit from these new investment options.

Jan 1, 2009

By Paul D. Tomlingson

World class performance is the ultimate objective of many maintenance organizations. It marks the organization as a leader in its industry and sets it apart as the ultimate achiever. But what is a “world class” standard and how can it be achieved? Is there a yardstick by which an industrial organization can measure the relative performance of its maintenance activity and compare it with performance levels that universally identify “world class” status? Are there financial formulas, achievements, evaluation techniques or indices that provide this yardstick?

Jan 1, 2006

By D. R. Taylor

Treatment of bentonite clay with mineral acids yields a modified clay product of high surface area and acidity which exhibits enhanced adsorptive and catalytic properties. A highly specialized segment of the clay industry based on this process has evolved into worldwide business with a capacity of about one-half million tons/yr. This paper will present data on the chemistry, mining, manufacturing and applications for acid- activated clays.

Jan 1, 1986

By Douglas G. Fox

Outputs from industrial activities planned in the Riley Ridge natural gas project are modeled to determine the potential locations of air pollution impacts on the Bridger and Fitzpatrick Wildernesses in Wyoming. The nature of modeling, especially with regard to its realism, is discussed. Alpine lakes which, along with their watersheds, have minimal buffering capacity are being studied because of their sensitivity to acidic deposition from proposed new air pollution sources. A hypothesis which relates a source's emissions to deposition and lake chemistry in a worst-case sense is presented. Research designed to test the hypothesis and reduce uncertainties is outlined and progress reviewed. Focus is placed on the meteorological transport and atmospheric deposition parameterization contained in the hypothesis.

Jan 1, 1984