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By A. Durnan

Barrick Goldstrike Mines Inc. (Goldstrike) operates a six circuit (train) pressure oxidation plant for the pretreatment of gold bearing sulfide ores. The property is located 27 miles north of Carlin, Nevada. Since the commissioning and start-up of the first circuit in 1990 until the present total plant availabilities have exceeded 90%. The discussion that follows will detail the maintenance practices employed to consistently achieve this goal.

Jan 1, 1994

By John W. Rushton

THE PLANNED MAINTENANCE PROGRAM All concentrators should start with a planned maintenance program from day one. Every- body thinks they have a program in place before start-up, but in reality, most have only a fraction of what is needed to avoid the "Post Start-up Disaster" (PSD) - two years for start-up is not that uncommon. An effective program has all of the following: (1) Good people. (2) Area Maintenance. (3) Good PM Checklists. (4) Daily Work Schedules. (5) Written Work Orders. (6) Equipment Histories. (7) Backlog Control. The installation of a workable program takes hard work, talent, and commitment. You have to know what you are doing (hard work will not replace talent). Good People Good people are available in any location if you make the effort. Always check references carefully (both superiors, peers and subordinates). Was the last concentrator they worked at successful? Was it clean? Find out! Success or failure follows people around. I know people who are experts on PSD because they have lived through it three or four times. You need some college trained people with hands-on experience. There are no secrets, you have to make the effort. If you make a mistake in hiring (and you probably will), make the tough decision necessary to rectify it quickly. Area Maintenance Area maintenance refers to organization of supervision such that one person is uniquely accountable for every inch of ground and piece of equipment. Avoid overlapping authority if at all possible. You must have a planner as a staff position. A foreman cannot effectively plan and

Jan 1, 1986

By D. J. Charlton

"IntroductionMaintenance is a business, which to be successful, requires good management, systems and reporting. The prime objective of the maintenance management group, be they large or small, must be to anticipate and prevent interruptions in operations by keeping equipment in good mechanical condition. This objective should be carried out at minimum cost consistent with maximum productiveness.The objective of this chapter is to give an insight into the various aspects of maintenance management that must be considered to effectively and efficiently operate a mill complex. The degree to which the maintenance sub-systems are developed in an operating mill will be determined by the size of the mill and the needs of the operation.The criterion of the management system used is that the system serve the operation and not vice versa. The systems presented should be considered as tools and, as with all tools, they must be sharpened and replaced as the need arises or as more effective tools become available.To understand what is involved in maintenance management, it is worthwhile to consider a systems approach to analyzing management problems. This approach was developed by J.A.B. Rae while reviewing maintenance management systems for Cominco Ltd.A very simple system involving managing results and objectives is shown diagrammatically in Figure 1.The systems approach to organizational development involves four basic elements: an objective, a result, an activity and feedback. In the analysis, the activity element is broken down into individual actions that people could be held responsible for. If we introduce the action of operating into the diagram of Figure l, we arrive diagrammatically in Figure 2."

Jan 1, 1989

By L. M. Scovell

The Internet and its related technologies will radically change the way that mines manage and control their maintenance, repair, and operating supply chains. The Internet is creating new distribution channels and offers new technology platforms with significant advantages over more traditional methods. Mines will have to re-evaluate both the strategies and the tactics employed in these areas. Mines will use e-commerce to integrate their maintenance, repair, and operating supply chains. The integration will extend beyond traditional trading partners to a worldwide network of communities with similar interests and goals. The changes will transform the way mines operate, lower mining costs, and thereby increase their chances of success in an increasingly competitive environment.

Jan 1, 2000

By Robert F. Reeves, Stephens A. Avary

Introduction People, systems, methods, and organization make up maintenance productivity. Methods promote efficiency in operations, systems ensure consistency and continuity, and organization maintains direction and control. The common denominator in these techniques, though, is people. Management systems can be technically correct, but fail to work because management systems do not work by themselves - people make them work. Therefore, the foundation for mine maintenance productivity must begin with the people involved. Traditionally, the emphasis placed on mine maintenance, as opposed to production, is not proportional to the impact that maintenance has on a mining operation. The performance and productivity of mine maintenance substantially affects the operating costs, revenues, and profits of the mine. The mining industry has recently experienced a period of economic depression. While it has created financial problems in all segments of the industry, it has caused the industry to focus on the need for improved productivity. Mining companies that have made investments in productivity during this period will have a competitive edge during the recovery, and mine maintenance may be the best place to put that investment. Future lost production and maintenance cost problems can be avoided if mine management has the foresight to seize the opportunities that now exist. Background Technological improvements over the last 30 years have been dramatic in the industry. Before these changes, mining equipment was not very sophisticated. So maintenance needs were not very sophisticated. Maintenance people were not required to have any formal training in mechanical or electrical skills. At many mines there was no formal maintenance organization. The mechanic was a part of the section crew and received direction from the face boss. Mine maintenance was not a function, it was a task. Technological change in mining came about in response to an expanding economy and greater demand for mined products. The past 20 years brought about a change in the kind of individual needed to mine ore and coal, and an even greater change in the person needed to maintain equipment. Equipment went from mechanical and pneumatic to complicated electrical and hydraulic. Maintenance progressed from being a task to being a function. Types of Mechanics Mine maintenance workers can be grouped into three categories based on experience: mechanics with more than 20 years, five- to 10-years, and less then five years. These groupings have influenced mine maintenance productivity. The 20-plus mechanic has been the foundation of the maintenance force. He had no formal training and his skills were acquired on the job. As new equipment was introduced, he learned to repair it by trial and error. Not all of what he learned was correct. Personal initiative and conscientiousness are characteristics of this group. They have experienced the bad times and the good, and appreciate the opportunity to work. The five- to 10-year group worked with the older, more experienced mechanics to acquire maintenance skills. These mechanics came in during industry boom times, and many progressed quickly by being in the right place at the right time. Many in this group have difficulty with diagnostic trouble-shooting, and depend on changing out parts to identify problems. This group is generally more mobile and less apt to have a strong work ethic. Mechanics with about five years experience have vocational training, some formal education or basic skills training. Like the five- to 10-year group, these miners are mobile and tend to move readily to satisfy their changing needs. These two younger groups are less apt to feel any loyalty to the employer or obligation to be productive. Their attitudes and abilities reflect the influence of their general age groups, and has a definite impact on mining productivity. Past Requirements In the 1960s, the basic requirements for a maintenance supervisor was that he be a top mechanic, get along well with the men, and be a hustler and improviser. He learned the details of new equipment as repairs were needed. Oftentimes, this individual would be the only person on the property with the ability to read prints, use diagnostic testing equipment, and troubleshoot using an analytical approach. This approach to maintenance is sufficient when the equipment design is reasonably uncomplicated. Management Changes As technology progressed, organized labor gained strength, government regulation increased, and the job of supervising and managing people had to change. The environment has changed and

Jan 11, 1983

By A. H. Harvey, M. Delangen, A. D. Fernie

"A large-scale expansion to Pacific Coast Bulk Terminals Ltd. has now been completed and placed in operation. The original plant, built approximately eight years ago, consists of the direct rail-car to ship transfer of bulk commodities. The extension includes additional rail-car unloading, a transfer house system for directing commodities to storage or ship, major storage and reclaim facilities, a second shiploader and a second deep-sea berth. In addition to the facilities for overseas shipments, a wood-chip loader and a barge berth have been installed for domestic shipments of wood chips and, occasionally, for other local commodities. The design considerations imposed by the nature of the products to be handled are covered in this paper."

Jan 1, 1969

By R. L. White

Classification of Mills Mills may be classified under four categories that relate to the type of action utilized to grind the material: Tumbling. The most important of these to the minerals processing industry are tumbling mills. Grinding media is actuated in a free¬form pattern in a rotating drum causing it to tumble, material being ground passing through the tumbling media. Work is done by a combi¬nation of attrition and impact. Impact. Grinding media is actuated in a distinctive pattern so that it impacts the material being ground. Work is done by impact. Roller. Grinding media is actuated in a distinctive pattern, mate¬rial being ground passing under or between the media. Work is done by compression. Fluid Energy. There is no grinding media as such. Energy is imparted to the material by transfer of kinetic energy from the fluid to the material. Grinding is accomplished by interparticle impact and attrition. Tumbling Mitts The main physical arrangement consists of a lined cylindrical drum mounted on trunnion bearings driven by a ring gear and pinion, in turn connected directly or through a reducer to the electric motor. Variations to this general arrangement include: (1) Drum mounted on rollers instead of trunnions. (2) Bearings on the drum directly, not on trunnions. (3) Utilization of multiple pinions on the gear. (4) Trunnion-type drive arrangement through a gear reducer with¬out the use of a ring gear. (5) Motor rotor mounted directly on the drum with stator around the drum, thus eliminating the gearing. The drum consists of a shell and heads lined with replaceable liners of various types and configurations. Various types of tumbling mills are tabulated; illustrations of some are shown. The types are so designed for specific purposes. Media utilized include steel rods, balls, or rock of the same material as being ground or of special material in the instance where iron contami¬nation is detrimental (see Figs. 9 and 10 and Table 2). Impact Mills Although there may be some overlapping of interpretation of terms, impact mills are considered those in which the media is actuated in a distinctive manner, at relatively high speed, impacting the material to be ground. There is an overlapping also in what may be considered to be crushing equipment rather than grinding equipment. Hammer Mill or Impactor. Material is fed into the equipment; inside hammers of impactors revolve at a high speed, breaking the material on impact with the hammers (see Fig. 11). Material is also thrown against the periphery of the mill, causing impact grinding to occur. Equipment is normally lined with replaceable abrasive resis¬tant metal; hammers are also

Jan 1, 1985

By G. Reed Marchant

During the past two decades, we have witnessed the computer revolution. Like other revolutions, it has been successful in many ways; however, it has not been without difficulties. One of the areas where these difficulties have been more prevalent has been in the application of computers for the purpose of controlling industrial processes. During the early 1960's, many people naively assumed that bridging the gap between data processing and process control was a simple matter of connecting a few wires, doing a little programming, laying off most of the people and watching the plant make great increases in production as the lights on the computer blinked on and off. Unfortunately, it has not been that simple. Instead, a whole new-set of disciplines has been required to overcome the major obstacles that exist. Nevertheless, current successes are proving that the digital process control computer is here to stay, and that through the application of digital computers an attractive return on investment can be obtained in many applications.. The purpose of this paper is to illustrate some of the requirements for successful implementation of computer control systems, with particular attention to the following four objectives: First: Acquaint the reader with the general control problems so that he may more fully recognize the major requirements for successful implementation. Second: To acquaint the reader with the types of control hardware that can be considered for use in the development of control systems. Third: To discuss some of the major obstacles that must be overcome for successful implementation of computer control systems. Fourth: To discuss the systems approach in the development of control systems and to illustrate it in the implementation of an actual control system.

Jan 1, 1971

By Laurent Rus, Bakar Amara, Jean Habimana

The La Fontaine Tunnel in Montreal, Quebec is currently undergoing major structural rehabilitation work and systems upgrade work to comply with current codes, standards and best practices in fire life safety and to extend its lifespan of this 55-year-old immersed tube tunnel for at least another 40 years. The paper discusses design consideration of ongoing works that include structural analyses to evaluate repair strategies for the post-tensioned reinforced caissons, the scheme to repair two leaky joints between caissons, the design of passive fire protection that involved in situ and real scale laboratory tests, and other tunnel systems upgrades.

Jun 13, 2023

By W. K. Wedge

The chemical composition of the Pennsylvanian Bethany Falls Limestone Member of the Swope Formation was investigated using optical emission spectroscopy and both flame and flameless atomic absorption spectroscopy. Elements determined were Ca, Mg, Fe, Mn, AI, Si, Na, K, P, Ti, Zn, Cd, Ni, Co, Cu, Pb, Cr, V, and Mo. Over 100 samples were collected from active quarries along a 320-km-long (200-mile) outcrop in northwestern Missouri. Intervals were sampled representing uniform lithology to determine vertical and lateral geochemical variation. The Bethany Falls Limestone is the most extensively quarried Pennsylvanian limestone in Missouri. In 1975, 42 active quarries produced almost 5.4 million tons (6 million st) of stone valued at over 15 million dollars.

Jan 1, 1977

By Sandra Penttinen

There are several ways to get a positive reaction from abutters to blasting projects. When you need to enter structures to conduct a blast-blast inspection, the impression you make on the structure owner must be positive from the very start. Your public relations with neighbors is the key. The purpose of all communications with persons residing near planned blasting operations is to educate structure owners as to what will take place during the blasting operations, to explain that safe blasting practices will be followed and vibration and airblast limits will be imposed to protect surrounding structures from damage. Once access into structure is obtained, the structure owner can be shown, by careful documentation, all existing cracks and defects in the structure prior to blasting and construction. The objective of your visit and all communications is get your foot into the door and win the confidence of the structure owner so that he or she understands blasting will not compromise the structure.

Jan 1, 2005

By HILLARY W.

THAT colleges and technical schools constitute a vital factor in our industrial system is being realized more and more of late years. Consequently it is desirable that there should be a constant interchange of ideas between the 'school and the industries and that there should be a more intimate contact between the student and his future employer. Business and industry demand certain proficiencies and qualifications of the student and he, in turn, sees certain rewards and advantages in the industry. . In a meeting of this kind, whose primary purpose is to promote a greater intimacy between the students and those men who are active in the mining profession, it is quite fitting that each state his demnds upon the other in order to establish a common understanding. It is probable that a student, not being conversant with actual conditions in the industry, may be unfair in what he asks of his employer. Therefore criticism, constructive or other- wise, is not only accepted, but is invited.

Jan 1, 1930

By G McCullough, J Els, J Bassan

Integrated Remote Operations Centres (IROCs) have a crucial role in optimising a mine’s carbon emissions, especially as industry faces an imperative to achieve net-zero emissions on an accelerated timeline. To meet this time pressure, operations must adopt a comprehensive approach to energy-related carbon management and history has proven that modern technologies cannot be simply bolted into existing operations. An IROC is the most dependable solution to enable a swift transition from strategy to operational tactics that support carbon optimisation. Achieving net-zero emissions requires addressing significant energy management challenges such as fleet electrification, integration of renewable energy sources and large-scale energy storage. These challenges demand a profound change in planning, managing and executing work at large operations. The key to overcoming these challenges is an integrated approach incorporating collaborative decision-making across the value chain and more sophisticated planning approaches. Additionally, closer integration with downstream processing offers opportunities for carbon optimisation across the value chain. This includes the ability to supply tailored products that meet more varied feed-requirements of customers transitioning to less carbon-intensive processes and developing collaborative decision-making across the entire steelmaking value chain (by incorporating steelmakers, transport, coal/natural-gas/hydrogen supply, energy supply and iron-ore supply). However, this requires significant improvement in collaborative maturity and integrated decision-making capability. Finally, the imperative to reduce carbon emission demands the introduction of a range of new technologies into existing operations. The new technologies will increase the operational complexity of the mines and IROCs will need to evolve capabilities to manage the increase complexity and support the effective operationalisation and integration of these new mining technologies. This paper outlines the new capabilities required and the role of IROCs in effective integration across the demand value chain. The focus is on building on the mining industries’ existing IROC experience and augmenting with processes, technologies and lessons from other industries.

Sep 18, 2023

By E. R. Mueller

The natural lives of machines and components vary tremendously! Maintenance managers struggle constantly to maximize their equipment lives while minimizing their maintenance costs, but they normally lack the tools and techniques they need to do this properly. This paper proposes a methodology based on probabilities of failure and expected values for repairs that recognizes the variation among individual machines and components as well as the high costs associated with catastrophic failures. It enables a user to determine the optimum change-out intervals for many types of equipment. The approach proposed here is sophisticated enough to be reliable but simple enough to be applied by the maintenance staff on the shop floor. It will complement existing preventive and predictive maintenance programs.

Jan 1, 1995

By John H. Walsh

"ForewordThis paper is to be published in two parts in succeeding issues of the CIM Bulletin. In Part I, the problem of global climate change is explored together with a summary of the government's present policy in this field. Implications for the steel industry are examined as are possible strategic responses. Part II of the paper will present a new possibility - the joint production of iron and liquid fuels useful for transportation purposes. In the joint production case, the objective is to use carbon for more than one purpose in what might be termed a 'carbon cascading' technique. ABSTRACTIt is becoming increasingly probable that emissions of carbon dioxide from the fossil fuels will have to be reduced to deal with the threat of global warming. This issue is likely to be resolved one way or the other in the period 1995 to 2000 which does not leave much time to develop responsive options. In the intervening period, the policy of the Government of Canada is to stabilize emissions of greenhouse gases at their 1990 level by 2000, by encouraging greater efficiency in the use of energy. Should further reductions prove necessary, economic instruments would probably be employed but these would not be applied before a comprehensive international agreement is reached.There are three main themes in this paper: it is assumed that measures to control carbon dioxide emissions will in fact be necessary by the tum of the century; that there will be a rising need for liquid fuels to supply the world's steadily growing fleet of motor vehicles for many years to come, and that the future niche for Canada 's industry in such a carbon-constrained world will be the operation of the energy-intensive industries with efficiency and environmental sensitivity.The steel industry, as a large user of both coal and energy in other forms, would be significantly affected by a need to reduce carbon dioxide emissions. This paper first examines what might be called the conventional responses open to the industry in such a situation and then explores a new possibility for making better use of carbon by the co-production of iron and liquid fuels."

Jan 1, 1992

By John H. Walsh

"ForewordPart I of this paper, published in the March 1992 issue of the CIM Bulletin, surveyed the probable consequences of a limitation on the emissions of carbon dioxide to the atmosphere for the steel industry. What might be termed the conventional responses to this restriction open to the industry were also surveyed in that section. This section, Part II of the paper, explores a new option - the possibility for the joint production of iron and liquid fuels useful for transportation purposes. In this case, it is shown that it is important to minimize the production of carbon dioxide during the reduction stage to maximize the proportion of the reductant carbon embodied in the fuel. It is also advantageous to conserve hydrogen in the reduction step. In essence, the same carbon fulfills two purposes: it serves as a reductant and fuel for ironmaking and then as a constituent of a liquid fuel. If recovered plastics could be used in ironmaking, the same carbon could serve three useful purposes in turn. The conditions and limitations for the joint use of carbon in such 'cascading' processes are explored below. ABSTRACTIt is becoming increasingly probable that emissions of carbon dioxide from the fossil fuels will have to be reduced to deal with the threat of global warming. This issue is likely to be resolved one way or the other in the period 1995 to 2000 which does not leave much time to develop responsive options. In the intervening period, the policy of the Government of Canada is to stabilize emissions of greenhouse gases at their 1990 level by 2000, by encouraging greater efficiency in the use of energy. Should further reductions prove necessary, economic instruments would probably be employed but these would not be applied before a comprehensive international agreement is reached.There are three main themes in this paper: it is assumed that measures to control carbon dioxide emissions will in fact be necessary by the turn of the century; that there will be a rising need for liquid fuels to supply the world's steadily growing fleet of motor vehicles for many years to come, and that the future niche for Canada's industry in such a carbon-constrained world will be the operation of the energy-intensive industries with efficiency and environmental sensitivity.The steel industry, as a large user of both coal and energy in other forms, would be significantly affected by a need to reduce carbon dioxide emissions. This paper first examines what might be called the conventional responses open to the industry in such a situation and then explores a new possibility for making better use of carbon by the co-production of iron and liquid fuels."

Jan 1, 1992

By Evangelia Ieronymaki

Civil engineering education relies on traditional methods of teaching, comprising mostly of deductive instruction by presenting the theory, followed by applications. This paper presents an alternative way for teaching foundation design to senior students, introducing a more inductive approach. The students are presented with a project/game adapted to a real-world problem at the beginning of the course. They are asked to identify the correct steps and methods throughout the lectures, for reaching an appropriate solution that they document and present at the end of the course. To make the project more enjoyable, the project has the format of a game where the students compete with each other on completing the task faster and more efficiently. The goal of this teaching approach is to enhance the ability of the students for problem solving and the engineering way of thinking, while playing a game. In the end, the students were requested to respond to a survey regarding the efficiency of this project/game on their learning. The results showed that students prefer more inductive methods for a design course, feeling that this project made them think more like engineers, while the ‘game’ twist of it made the whole course more fun. INTRODUCTION Most civil engineering courses are taught in 2019 the same way they used to be taught 40 years ago in the 80s. Classic methods are mostly deductive, where the instructor presents the theory first and then applications of that theory follow. Little or no attention is given initially to why the theory was developed or what are the problems it solves. The applications of the theory, and thus the purpose it serves, come only in the end and after methodologies have been presented, leading the students to show low interest in the material. As Albanese and Mitchell (1993) have reported, people are mostly motivated to learn things when they clearly see the need to know them. This explains the students’ little motivation that, if any, comes mainly from the fact that the material may be useful either in other courses or in their future careers. On the other hand, there are alternative inductive methods of teaching, where the role of the students is more active. A lot of researchers have highlighted the benefits of inductive methods in teaching engineering courses. Based on Prince and Fedler (2006), inductive methods include; a) inquiry-learning, b) discovery learning, c) problem and project-based learning (PBL), d) case-based teaching, and e) just-in-time learning. Inquiry-learning is maybe the most traditional method of inductive teaching/learning methods, where the instructor asks questions or poses problems and the students need to apply the theory they have learnt in order to find the solution (Bateman 1990; Prince 2004; Lee 2012). Similar to inquire-learning is the discovery learning, where students have to find the solution to a problem or answer to a question, while the instructor simply provides feedback to the students without guiding their efforts (Leonard 1988; Westbrook and Rogers 1994).

Jan 1, 2019

By P Breuer, D J. Robinson, A McFarlane, L L. Kuhar

Increasing global demand for commodity metals and capital and the greater operating costs of mining and metal production present significant challenges for the metals mining industry. Current conventional technologies may not be feasible for processing deposits of declining grade, challenging mineralogy or those that occur at increasingly greater depths. To overcome these issues, the development of a step-change technology such as in situ recovery (ISR), which reduces mining and avoids milling costs, may be vital in ensuring future economic metal production. ISR has been used extensively to treat porous soft rock deposits such as the water-soluble salts, sylvite and halite. Although ISR has typically been used for mining conventionally uneconomic uranium ores, it has also been used less frequently for the treatment of other restricted permeability hard rock deposits, such as those containing copper and gold. The reason for the limited uptake of the technology for hard rock mineralisations is primarily due to low natural rock porosity and permeability and hence poor response to available lixiviant. However, additional challenges include solution containment, management of groundwater and regulatory, ecological and societal requirements and expectations. CSIRO has focused on understanding the challenges of hard rock ISR and identifying global capabilities that can contribute to developing the essential enabling technical areas required to realise ISR. Specific focus areas include geochemistry and advanced resource characterisation; drilling and controlled rock-breaking technologies; solution chemistry and environmentally benign lixiviant systems; lixiviant delivery systems and ‘subsurface mixing’; subsurface hydrology and reactive transport mechanisms and models; downstream processing options; legal, social and environmental aspects; and techno-economic modelling. This paper will discuss ISR challenges including industry feedback focused on addressing this issue, gaps preventing ISR from being applied in practice, capabilities to overcome these gaps and the development of a collaborative approach to making hard rock ISR a reality.CITATION:Kuhar, L L, Breuer, P, Robinson, D J and McFarlane, A, 2015. Making hard rock in situ recovery a reality, in Proceedings Third International Future Mining Conference, pp 189–196 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

By C. Anderson, D. Kolstad, M. Unger

Operators are often challenged with the management of water throughout the life cycle of a mine. High water levels can lead to physical or chemical instability of water-retaining structures. Operators need to predict changes in water levels to make timely operational decisions and plan for contingencies, particularly in remote legacy mines. A closed mine in northern Canada with no permanent on-site personnel had a simple water balance model that was effective for decades to inform annual water treatment operations. In recent years challenging water quality and more stringent effluent quality criteria has strained those treatment operations and led to more water being stored. Additionally, the region has experienced more precipitation and higher water levels, which have triggered emergency response activities. A calibrated probabilistic model was used to provide enhanced prediction capabilities and to identify key sensitivities in the water balance for monitoring. A several-year case study shows the value that this modelling tool provided for mobilizing personnel and performing response actions, particularly the inclusion of probability paired with forecasted pond water levels. Annual drawdown targets were subsequently established which provided more certainty in scheduling of annual treatment operations

Mar 2, 2022

By H. Y. Sohn

Considering the two most important issues the ironmaking industry faces today, i.e., energy consumption and greenhouse gas emissions, it would be advantageous to utilize the concentrate-size raw materials directly without pelletizing or sintering, especially without the use of coke. This plenary lecture describes two such processes developed at the University of Utah. One is the Flash Ironmaking Technology (FIT) and the other is a moving-bed process for continuous ironmaking with gaseous reduction of iron ore concentrate (MBIT). These technologies are designed to produce iron directly from iron concentrate without requiring pelletization/sintering and cokemaking in two significantly different temperature ranges. They take advantage of the high reactivity of the concentrate particles and will considerably reduce energy consumption and carbon dioxide emissions compared with the current processes. The process of the development from the conception of the idea, to kinetic feasibility establishment, to laboratory flash furnace, and finally to the operation of a prototype facility for the development of the FIT is discussed. The development of the MBIT also started with the formulation of the process concept, followed by kinetics feasibility establishment, and the design of a potential industrial reactor. The results of economic analyses on the FIT are briefly described.

May 12, 2023