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By John Bley

White Pine Copper Company operates a mine in the Upper Peninsula of Michigan using a modified room-and-pillar system for extracting ore.1 Mine production averages 15, 500 tons per day. The terrain is predominantly level and the depth of cover varies from 500 to 800 feet over the present workings with depth increasing as mining progresses down the dip. The deposit is situated on a low angle plunging, anticlinal structure composed of sedimentary beds. Local terminology for the stratigraphic units which contain the ore horizons, named in ascending order, is as follows: lower sandstone, parting shale, upper sandstone and upper shale. The ore zones of copper enrichment are, contained in the parting and upper shales. The parting shale will vary; from 6. 5 to 9.0 feet thick; the upper sandstone from 2 to 10 feet; and the upper shale from 1. 5 to 6. 5 feet. Two variation of the room-and-pillar system are used to extract the ore depending on grade and local ground conditions. One system is called the parting shale method and recovers the parting shale only. This system requires a mining height of 8 1/2 feet to accommodate large-scale, high-capacity equipment and this working height is obtained by removing approximately 1 to 2 feet of the barren lower sandstone with the ore. Under the second system, locally termed full column, the mining height is about 14-1/2 feet and this system removes the parting shale, the upper sandstone and the lower mineralized zone, approximately 1-1/2 feet, of the upper shale at which point it is possible to maintain a competent back (Fig. 1).1

Jan 1, 1964

The rapid industrialisation of the world was driven by an improved ability to utilise chemical energy. Unfortunately harnessing explosive energy did not come cheaply given the hundreds of lost lives. However, the modem explosives industry has made significant technological achievements, for explosives are now considered to be both safe and extremely effective. Upon closer inspection, it would appear the key to this achievement has been the development of initiation systems. While the focus may have been originally on safety, modem developments have concentrated upon harnessing the benefits of initiation control. Before attempting to gaze into the future, it is worth reviewing some of the significant advances that have occurred.

Jan 1, 1990

STANFORD UNIVERSITY, CALIFORNIA Our activities for the year 1918-19 have closed with the coming of summer. It has been a most successful year in many respects, especially in the reorganization necessary after the war conditions had passed. An INITIATION SCENE AT STANFORD UNIVERSITY. "old-days" initiation was held on the Stanford campus by the Society a few weeks ago. The accompanying picture explains some of what took place when the following men were taken into the membership: W. P. Winham, Salinas, Calif. ; T. L. Wark, Long Beach, Calif.; P. L. Henderson, Greeley, Colo.; T. E. Bassett, Palo Alto, Calif.; and R. G. Wheelton, Long Beach, Calif. CHAS. A. DOBBEL, Secretary.

Jan 8, 1919

By Peter Bates

"HIsmelt has faced and overcome many challenges in the understanding and development of injection technologies that satisfy process and engineering requirements for further scale up to a commercial plant.An overview of the design basis of bottom and top injection systems with plant results are described in this paper.IntroductionAn appropriate way to introduce this paper is to initially reflect on the genesis of the HIsmelt Process.It is appropriate that Professor Womer is the one we are honouring as it can be claimed that by the involvement of CRA in the WORCRA process that the concepts for irijection systems in iron and steel pyrometallurgical processes achieved significant attention by the company. The development of water cooled injection lances and their application injecting solids and gases with success was certainly a pre-cursor to the development of other injection systems commonly used today in arc furnaces and for top injection at HIsmelt.HistOrically it was the work of Savard and Lee in Canada with shrouded tuyeres and the subsequent commercialisation of this technology at the Maxhiitte Steelworks spawning the suite of bottom oxygen blown process as known as QBOP; OBM and the subsequent combined blowing process such as KOBM that first commercially succeeded in injecting solids under a molten metal bath. The next progressive step from the injection of calcined lime in the technology development was the injection of coal for coal gasification as developed by Klöckner technologies being called KG, KSG and KMS and also the injection of coal for increased scrap melting.A paradigm shift in thought process to leap from steelmaking and coal gasification to direct smelting by injecting coal and iron ore into a molten metal bath in the correct stoichiometric ratio to maintain the bath at a constant temperature and carbon level was the true genesis .of HIsmelt.A good overview of the state of the art of tuyere type injection technology is given in Ref. 1."

Jan 1, 1996

By Sacha Neven

Submerged lance technologies combine high intensity processing characterized by rapid mixing and reaction rates using a simple reactor design. The Isasmelt technology uses a central submerged lance to inject oxygen-enriched air and fuel into a bath thus creating large gas bubbles and intensive turbulence and splash. The lance is equipped with swirlers to increase gas velocity and heat transfer. This enables the formation of a frozen slag layer on the lance which protects it from the aggressive environment. Water models as well as high temperature reactors were used to validate the Davidson-Schiiler model on bubbling. Frequencies and pressure amplitudes were measured in a wide range of gas flow rates: from m3/sec using a water model to more than 30 m3/sec in an industrial process. Agreement with the model was satisfactory. The experiments however also clearly showed that cross-flow and bubble wake induce slightly higher frequencies. No influence of the use of swirlers on the bubbling frequency was observed in the water models.

Jan 1, 2002

By H. Yin, T. Emi

"Advantages of gas/flux injection technology as materialized in the main stay unit processes for steelmaking are depicted covering hot metal pretreatment through secondary refining. Current status of micro-kinetic issues involved in the injection technology are reviewed including gas-in- metal, gas-in-slag, flux-in-metal, metal-in-flux and three-phase dispersion systems with reference to macro-kinetics. Key problems are briefly addressed to further develop injection technology for steelmaking processes.1. FROM PAST TO PRESENTApplication of gas injection to steel industry started in early 1950's when inert gas bubbling via stopper rod, lance, or porous refractory plug was practiced to make the temperature of steel melt in ladle uniform The gas bubbling in ladle was then extended to slightly removing hydrogen ti'om the steel melt tapped from Electric Arc Furnace (EAF) and Basic Open Hearth Furnace (BOH) when vacuum processing facilities were not popular. Later, oxygen gas injection via calorized steel pipe into molten steel bath in BOH Furnace was also put into operation to promote the decarburization to increase the productivity of the process. This line of development has been made in parallel with more profound processes, i.e, top blowing Basic Oxygen Furnace (BOF) for primary steelmaking and side blowing Argon Oxygen Oecarburization (AOD) vessel for decarburizing stainless steels.On the other hand, injection of fluxes into steel bath was first industrialized in Germany in 1960's, Primary objective was to desulfurize steel melt in ladle by injecting CaC2 or CaCrCaO mixture via lance under neutral slag cover with good success. Difficulties in injecting fluxes without clogging and rippling at a desired flux/gas ratio, and durability of injection lance were resolved in due time to bring forth many injection facilities to flourish for versatile refining operation. Top injection of fluxes from main oxygen lance to BOF was also industrialized as LDAC to promote early slag formation. A new process then emerged which injects oxygen gas and fluxes together through concentric annular tuyere, installed at the bottom of the BOE into steel melt. This process, developed in Germany [Oxygen Bottom Maxhutte (OBM)] and brought into maturity in USA (Q-BOP) and Japan in a large scale operation, became the predecessor of the combined blowing (top and bottom blown) BOF which dominates modern steelmaking."

Jan 1, 1996

By Alan J. Michaels

The paper addresses the problem of the high costs of accidents ad how AMAX Inc. - a diversified natural resources company - has managed to control its losses through a tri-thrusted approach of: (1) management commitment, (2) methods of implementation that are tailored to each division or local unit, and (3) a reward system for outstanding performance. Specific attention is focused on the Corporate Loss Prevention Department's "10 Point Program for Loss Prevention Management".

Jan 1, 1981

By Donald J. Hill

To be successful, every organization within the mining industry must involve itself in researching and evaluating methods of loss control. The appraisal and evaluation of accidents and injuries is required to determine the costs of loss producing practices and conditions. This involves all of an organizations disciplines that concern themselves with a more efficient and cost effective organization. To come to know the cost of your safety program or how much is expended yearly for each employee on safety; to know what your safety costs are per man-hour or per ton-produced; to know what the health, medical and compensation costs are for any given incident are just a few of the important facts and figures that the safety management of a given organization needs to know to operate in the mining industry today.

Jan 1, 1984

By A. Bhattacherjee

Industries in general and the mining industry in particular have become more safe than ever before. However, there is a need to increase the search for the causes of mining work-related injuries and to contribute to their reduction through job design, work procedures, and worker training. Mine accident and hazard control has to be practiced in a manner which is consistent with the overall objectives of the mine management, among which are the optimum allocation and effective utilization of the resources. The purposes of this paper are to (i) review the role risk analysis in safety management with references from mining and other industries; (ii) discuss the risk measures appropriate for injury analysis; (iii) present a set of analytical tools to injury experience data in under-ground coal mines; (i v) apply these tools on case study example; (v) discuss the results of the case study; and (vi) amplify the application limitations and the future research needs.

Jan 1, 1991

By Forrest T. Moyer

THE injury data and experience in this bulletin are presented in three general sections. The first section contains general and detailed data relating to 1948 injury experience in bituminous-coal and Pennsylvania anthracite mines, separately and combined into totals for all coal mines. The related employment, worktime, production, and productivity data are given in each breakdown of the statistical data. Tables 1 through 22 constitute a subsection and present statistics on number of injuries, frequency and severity rates, average severity, detailed and major causes of injuries, injury records of the coal-producing States, distribution of injuries by part of body, and distribution of injuries by days of disability. Tables 23 through 45, the second subsection, present injury experience in bituminous-coal mines by various selected factors of physical or operating conditions that ma contribute to the occurrence of injuries. The degree of mechanical loading, productivity, size of mine by number of men working and by tonnage mined, thickness of bed, length of shift, number of shifts, type of cap lamps, rating of mine as gassy or nongassy, type of ventilation, and combinations of these factors influencing mine safety are presented in this group of tables. Similar data on Pennsylvania anthracite mines are listed in tables 46 through 63, which comprise the third subsection. The second section of the report contains the generalized annual injury records of bituminous-coal, Pennsylvania anthracite, and all coal mines from the earliest available data through 1948. Tables 64 through 97 list the number of fatal and nonfatal injuries, injury rates, and causes of injuries on an industry basis, the long-term injury records of each coal-producing State, and the related employment, worktime, and production data.

Jan 1, 1952

By Seth T. Reese

THE INJURY DATA and experience at coal mines in the United States for 1951 are presented in this bulletin under the following general heads: (A) General injury experience: Tables 1 to 18: Contain current data on number of fatalities and nonfatal injuries, frequency and severity rates, average severity, major and detailed injury agencies, and distribution of injuries by part of body and days of disability. (B) Selected injury data: Tables 19 to 43: Contain current data on various selected factors of operating and physical conditions that contributed to the occurrence of injuries at bituminous-coal, lignite, and anthracite mines. These factors include extent of hand and machine loading, size of mine by employment and production groups, thickness of bed or vein, duration and number of work shifts, rating of mine as gassy or nongassy, types of cap lamps, explosives, and combination of factors that influence mine safety. (C) Injury experience by States: Tables 44 to 50: Contain current data on number of fatalities and nonfatal injuries, frequency and severity rates, average severity, major causes and principal agencies, injury records of all coal-producing States, and the relative standing by States according to injury-frequency rates. (D) Major disasters: Table 51: Lists the coal-mine disasters that occurred during 1951, giving location, source, and cause. A major disaster in coal mining is defined as a single accident in which or as a result of which five or more men lost their lives. (E) Historical coal-mine injury experience: Tables 52 to 86: Contain data on injuries, injury-frequency rates, employment, and production at bituminous-coal, lignite, and anthracite mines from the earliest records through 1951.

Jan 1, 1955

By S. T. Reese

STATISTICS of injuries in the quarrying and related industries in the United States first became available when the Bureau of Mines collected reports from the operating companies for the calendar year 1911. Since then reports have been collected annually. The present bulletin, covering the calendar year 1952, is the 33d publication containing statistical data on injuries at quarries and related plants, and it is the first to be published since 1944. The last publication was Bulletin 458, Quarry Accidents in the United States during the Calendar Year 1942. The unpublished statistics for 1942-51 may be found in the Appendix of this bulletin. The Bureau of Mines is authorized to collect data on injuries at quarries, but there is no Federal law that compels operators to supply such data, and the reports received from operators are voluntary responses to the Bureau's requests for information. Although the figures presented herein may not be complete for the entire industry, every effort has been exerted to make them so, and the figures given are believed to be thoroughly representative of the hazards to which quarry workers are exposed. Moreover, the figures are com¬parable as between States -which is significant in view of the lack of uniformity among the States as regards classes of plants covered by State laws, classes of injuries covered by State reports, and other factors that tend to make it impracticable or impossible to compare the injury experience of one State with that of another or to comprehend the relative importance of the various causes of injuries in the industry as a whole.

Jan 1, 1955

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 course has been broadened in scope, revised, and brought up to date and is being published as a similar series of seven miners' circulars (Nos. 51-57, revised) on accident prevention in metal and non-metallic mines. These circulars are as follows: Injury Statistics (Miners' Circular 51), dealing with general statistics on injuries from accidents at metal and nonmetallic mines, including causes, costs, and the use of investigations and reports of all injuries.

Jan 1, 1960

Operationalizing the Ruggie Framework in a Mining Context Ruggie?s 3 Pillars: The State?s duty to Protect Policies, regulation, adjudication The Corporation?s responsibility to respect Acting with due diligence to avoid infringing Addressing adverse impacts when involved in abuses Access to Remedy ??even the most concerted efforts cannot prevent all abuse.?

May 1, 2013

Agenda ? Introduction ? Inmet?s Operations and Closed Properties ? Inmet?s SECA Philosophy ? Inmet?s SECA Framework ? The Business Case for TSM ? Inmet?s TSM Reporting ? Inmet?s 2004 TSM Performance ? Opportunities for Improvement ? What Have We Learned From The TSM Process So Far? ? Summary Introduction ? Inmet has evolved into a strong TSM supporter ? Inmet is confident that TSM can be successfully and cost effectively implemented by smaller companies ? Inmet?s reporting on economic, environmental and social performance was raised significantly in our 2003 Annual Report ? a signal our commitment to good performance and improvement in these areas ? Our 2004 Annual Report has been further enhanced with the inclusion of our TSM performance

Apr 1, 2005

By Patricio Oyanader

La innovación es una disciplina que busca resolver retos a través de soluciones nuevas que generen un beneficio para la organización. En ese sentido, el presente texto señala los cuatro elementos clave (estrategia de innovación, desempeño, personas para innovar y los dispositivos habilitadores) en la gestión de la innovación de una empresa. Dentro de ese grupo de elementos, el tercero es el más importante -en tanto son las personas las que generan innovaciones en la resolución de sus problemas. Así, la novedad y el beneficio son conceptos que rompen los paradigmas de lo tradicional y viabilizan los desafíos operacionales como los de la gestión

Sep 1, 2013

By Ignacio Agramunt, Pamela Antonioli

¿Es la actividad minera positiva o negativa para un país? La respuesta la determinará el sector mismo, en la medida en que se decida a asumir el rol de motor del crecimiento sostenible, a través de su capacidad de añadir valor, es decir, de innovar. A partir de esta premisa, los autores analizan las brechas, dificultades y posibilidades que se plantean al tratar de modificar enfoques tradicionales, bien sea en competitividad, relaciones comunitarias, o procesos de mejora interna de las empresas. Al respecto, destacan la presencia de actores como el Hub de Innovación Minera del Perú, enfocado en facilitar, articular y acompañar la implementación de este tipo de procesos en las empresas.

Jul 30, 2020

By Yuri Saénz, Luis Llaque

Las empresas innovadoras o que aplican la innovación como parte de sus objetivos estratégicos crecen más rápido y con mayor rentabilidad que aquellas que no cuentan con un proceso o cultura innovativa. En la industria minera, la innovación es esencial para afrontar un entorno complejo y marcado por la incertidumbre, pero lograr incorporarlo como parte de su estrategia de desarrollo no es fácil. Usando como referencia la estrategia de innovación en la empresa minera Newmont Yanacocha se logró identificar los principios que deben normar la innovación, así como el proceso a seguir para asegurar transformar las ideas de innovación en soluciones viables en la organización. Finalmente se presenta algunos ejemplos de innovaciones en la industria minera usados en el caso de estudio.

Sep 30, 2022

By J. Kretschmann, H. Mischo, O. Drusche, S. Krause

Mining is and will be inevitable in spite of the increasing implementation of circular strategies. The energy transition and population growth will boost the demand for critical raw materials. It is the opportunity for miners to reinvent their business models. Generating attractive new business cases with sustainability-oriented innovations meets investor and stakeholder expectations from the beginning. This contribution guides managers on their pathway towards sustainable success. Contextual sustainable business model patterns will be presented that can be adjusted individually, regardless of actor’s size. It will also point out, how sustainable value creation can be measured on business model level.

Feb 1, 2023

By Mike Hollitt

The first decade of the 21st century was one of fundamentally changed dynamics for the minerals industry. Following intense globalization commencing in the late 20th century production is now concentrated into large businesses that can compete across geography in diverse commodities. Asian industrialization and urbanization is now the main driver of growth in demand for energy and materials. Demand for the output of these industries has risen sharply, reversing decade long trends to reduced real commodity prices. Supply responded with expansions of existing mining and processing operations, and large investment in new resource development. Development of new, lower grade or more remote resources was stimulated. Resource development by global entities in frontier environments reinforced the importance of effective forms of social contract, and of stronger environmental performance. The worst economic shock in decades provoked no significant pause despite large impacts on corporate ownership. State owned enterprises commenced unprecedented foreign direct investment in minerals and energy resources. A thrust towards resource nationalism re-emerged as governments sought to ensure that the export of state owned resources contributes more strongly to government revenue, reducing the burden of trade in scarce resources on other trade-exposed sectors. The unprecedented combination of forces at work has made future predictions difficult, with day-by-day volatility in anticipated corporate fortunes, and investment plans. The challenge for process innovation (and for exploration) has been to keep up, maintaining a lid on costs as lower grade and more challenging ore bodies are brought on quickly in a context of competition for land use, community expectations and continued care for natural and living environments. While new projects have provided the necessary platforms for implementation of innovative approaches, there is evidence that a gap may have emerged between the pace of growth and the pace of innovation. The history of a century of process innovation in the context of growth of output, declining resource grades and commodity prices is presented. The necessary conditions for accelerated process innovation are considered, and future needs and approaches are discussed. Keywords: process innovation, resource development

Sep 1, 2012