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By The Staff

"THE property of Red Mountain Mines Limited is located 11/2 miles north and west of the town of Rossland, in southern British Columbia. The mine is situated on the flank of Red mountain, famous in pioneer days as the site of a number of profitable gold-copper producers. Mining and milling commenced in May, 1966, and by the first of July the concentrator was treating close to its average design capacity of 400 tons per day. The following description of the property and its operations is divided into three parts, dealing respectively with geology, mining and milling.GeologyAll the known ore reserves of Red Mountain Mines occur on the Coxey claim, on the west slope of Red mountain. Although there are indications of molybdenite mineralization elsewhere on the Company's property, these have not been developed.The Coxey and adjoining areas are underlain by the Mount Roberts formation of the Rossland volca-nics. This formation consists of an interbedded series of volcanic and sedimentary rocks, mostly brecciated and silicified near the ore zone, and all intruded by igneous rocks which occur in various forms, and vary in composition from basic to acid. The country rock in the vicinity of the mineralization seems to be mostly a volcanic, approximately andesitic in composition, and possibly a surface flow. There is much banding, some of which is undoubtedly due to tuff and agglomerate layers, and some to narrow, siliceous, sedimentary horizons such as the surface exposure of the main ""A"" orebody, much of which was a thin capping of greyish banded rock that looked like quartzite. The drill holes also intersected occasional layers of black, argillaceous quartzite, sometimes altered to a greenish colour. The whole assemblage has been silicified with varied intensity, sometimes to such an extent as to have obscured or obliterated the original characteristics. The mineralized zone has also been strongly brecciated, the fragments varying in size from less than an inch up to large masses, best described as a mega-breccia. Anomalous results obtained in drilling, such as sedimentary sections that do not appear in adjoining holes, may sometimes be due to the presence of these large blocks, no longer in their original position. The whole volcanic unit is thus very complex and confusing. For practical purposes, the ore may be said to occur in a greenstone formation with minor sedimentary interbeds and considerable later igneous material."

Jan 1, 1967

By W. D. MOTTER

THE following brief description of the status of operations of the Chile Exploration Co. at Chuquicamata, Chile; and of the plant as it exists today, points out the-great progress that has been made since the initiation of prospect drilling in 1912. During the 11 years which have elapsed since then, a group of small mines, eking out a 'precarious existence, has been consolidated into one large operating property,, taking high rank among the world's producers of copper. After a drilling campaign followed by a construction period, the plant first started operations in 1915. Since then production has been gradually increased, as world conditions permitted, until the present status has been reached.

Jan 1, 1924

By K. John

"THE most recent estimate of minteable coal reserves in Saskatchewan was made by the Federal Royal Commission on Coal (1944- 6). Saskatchewan was then estimated to have some 24 per cent of the Canadian reserves and two-thirds of this is located in what is called the Souris-Estevan area, which lies in the southeast corner of the Province and border's on the International boundary. It is also estimated that there are some 61/2 million thousand-tons in this area of lignite coal which grades 8,000 B.t.u. or less and has a moisture content ranging from 30 to 33 per cent. Ownership of coal rights in the Province is widely dispersed between the Crown, individuals, and corporations, and a recent survey disclosed that 40 percent of ownership was vested in the Crown and 60 per cent in private individuals and corporations. Coal rights on Crown lands may be leased at an annual rental of $ 1.00 an acre. Under such leases, a royalty of 5 cents a ton is levied on all coal mined. A royalty of 7 cents a ton is levied on coal produced from lands where mineral rights were purchased from the Federal Government prior to the transfer of jurisdiction over natural resources to the Province, in 1931. An annual mineral tax of 50 cents per acre has also been imposed by the Provincial Government on all coals within a defined producing areas."

Jan 1, 1952

"Chairman: Dr N. G. W. Cook Rapporteur: Mr M. P. RobertsPapers:Planning open pit mining operations using simulation by A. Bauer and P. N. Calder Simulation for control of underground liquid flow by G. N. Pitts and P. B. CrawfordEvaluation of production strategies in a group of copper mines by linear programming by P. H. Williams, J. N. Brooke and D. M. PoulterAn equipment maintenance system by D. W. Dean and J. A. RyderTaken as a whole, the difference between the four papers in this session were perhaps more illuminating than their similarities. The titles of the first and second papers contained the word 'simulation', and in both papers random number generation was relied upon in the selection of inputs from empirical distributions, but the nature of the models to which these values were inputs were quite different. The third paper displayed another method of uniting the empirical and the theoretical in a linear programming formulation whose matrix coefficients were measured empirically, and here some apt remarks on computer implementation were included. This paved the way for the last paper which abandoned all theoretical pretensions in favour of a detailed description of computer implementation and perhaps as a result gave rise to the most feeling audience participation.The systems mentioned were developed for the iron, petrol, copper and gold producing industries in the US, Canada, Zambia and South Africa..As with all the parallel sessions, contributions from the floor may have been limited by the shorter time available to delegates to acquaint themselves with the papers before the session. In spite of this, and due largely to the active chairman¬ship of Dr Cook, the discussion during the session which is summarized here contributed much to the information contained in the papers themselves.In his presentation, Dr Calder summarized his paper. He expected that simulation would be used in future on an almost universal basis in open pit mining. It could contribute new knowledge more cheaply than experimentation in the flea For example, this study had shown what was previously thought to be a matter of more shovels and trucks was really a blasting problem, and improving blasting had increased production to the desired level. The simulation had shown that uniformity of truck performance was a desirable factor. It had also been used to study the advisability of a dispatching system.Dr Ramani contended that where equipment characteristics were available, deterministic standard simulation could adequately simulate systems in which interference occurred. Operator performance could be measured against perfor¬mance curves predicted by standard simulation and poor operators spotted and retrained. The present system did not take into account variability in truck loading, for instance. Dr Calder replied that if the number of variables was large, the standard approach became too complicated for operating personnel to follow. He admitted he had not tried it. The variability of truck loading could be coped with easily using the Monte Carlo approach. Operator variability was already incorporated because the time studies are actual."

Jan 1, 2014

By C. B. Manula, R. Venkataramani

Application of computers to present-day open-pit mining with bucket wheel excavators (BWE) is discussed. The development of the wheel excavators and their use in mining are discussed along with the necessity for building a computer model of the bucket wheel and the mathematical formulation of the problem. The simulation procedure, testing the model, and test results are summarized. Even though the mining industry in 1966 produced more ore than ever before, current extraction rates are only a fraction of what is expected in the later years of the 20th century. Nearly 90% of all metals and mineral products consumed last year was recovered by open-pit mining. This has placed great pressure on this segment of the industry which has, consequently, resulted in some spectacular developments. With increasing size of projects, the need for increased sophistication of engineering, planning, management, and administration of modern mining installations has never become more apparent. The design of complete systems for the mine and plant that fit the mold of today's business and social environments is undergoing an evolutionary process. Traditional concepts in mine development and operations are being sidestepped in favor of new ideas and principles. As the overburden thickness increases, materials handling presents a major problem to mining companies, especially those concerned with the mass production of ore and waste from low-grade deposits. The profit margin here is likely to be significantly less as to take chances with capital investment. Constant efforts are needed to improve upon productivity if the ore is to be economically mined. The development of vast low-grade deposits and thick overburden deposits calls for better tools to handle the enormous amount of materials. A natural solution to this problem is the use of bucket wheel excavators (BWE), which employ a continuous cutting head to feed the materials handling system. High productivity, versatility, economy of operation, and adaptability to most types of haulage systems combine to make BWE's attractive for large earth-moving operations. "Operating costs are being pushed down by the impact of giant haulage units, by high-speed conveyors, and computerized railroads. Matching all these with the continuous output of BWEs, one can visualize increased production at much lower costs." Historical Background The wheel excavator, which was patented in Germany in 1913, made its first appearance in an open-pit lignite mine in 1920. From this early beginning, however, BWEs were slow coming into practice. Initial developments were dampened by many design problems. From 1936 onward, major developments in design improved the wheel's ability, capacity, and versatility. A literature survey shows that wheel excavators are being used in Australia, Zambia, South Africa, the Congo, India, Indonesia, Czechoslovakia, Russia, Great Britain, Guyana, Yugoslavia, Morocco, Germany, Canada, and the U.S. for mining and loading chalk, lignite, clay, sandstone, phosphate, broken ore of iron, coal, shale, loose and semi-loose rock overburden.' A recent LMG* BWE at work in a German lignite mine weighs 6790 tons with an hourly capacity of 11,000 cu m. Although the BWE has wide applicability, its application to new mining areas poses a problem. Because of the large capital investment involved in BWE application and the narrow profit margins in mining low-grade ores or coal at depth, little margin of error can be tolerated in the selection, design, and operation of these machines. The questions that need to be answered prior to installation of a BWE for a mineable deposit are: 1.) What are the anticipated BWE performance characteristics? 2) Which method of BWE operation is most efficient? Attempts to answer these questions require a thorough knowledge of the mining system and the BWE operation. One approach is the building of a computer-ori-ented simulation model to determine how information and policy create the character of the BWE system under consideration. BWE Operation Modern BWEs generally excavate in blocks. Fig. la shows a BWE working in an established cut. The wheel is positioned to travel on the pit floor in line with the top edge of the old highwall. As it advances, a new highwall is exposed in the direction of excavation. Digging is done by rotating the wheel, swinging it from side to side in long parallel arcs, and "crowding" into the bank, by advancing the entire machine, or by the travel of the digging boom if an automatic crowd is available (Fig. lb). A second way by which the wheel can be advanced into the bank is by the falling cut method. A brief description of each of these methods follows. Cut with a Crowding Machine: At the end of every swing, the digging boom can be extended by the thickness of cut desired and the boom swung back in the reverse direction. Obviously, the thickness of bank excavated does not vary with the boom position; therefore, the slewing motion of the boom is fairly constant for uniform output. The thickness through which the digging boom can be advanced into the bank is theoretically calculated from the formula'

Jan 1, 1971

By T. J. Neil, C. B. Manula, O&apos

This paper describes a simulation model developed to analyze truck haulage problems as they are found in the open pit mining and construction industries. The model, using a computer, cycles trucks between their assigned loading and discharge points over a measured haulage route. Required parameters for model operation include the number and type of operating trucks and loading units, maximum truck acceleration and velocity, a realistic vehicular deceleration rate, and the ratio of ore to total material loaded at each origin. Equipment performance characteristics, system profile characteristics, and service time distributions are also included. Records are kept of all waiting times at the loading and discharge points and of any truck interference on the haulroads (moving queues), and a current journal of ore and waste production is maintained. In the pursuit of reduced truck haulage costs, management is confronted with three particular problems in truck and shovel mines. 1) What is the best assignment of trucks to shovels in the system? 2) If new equipment is needed, which new shovels and trucks will operate most effectively in the system? 3) Are any physical changes in the haulage layout warranted to increase productivity? For small open-pit mines the answers to these questions may be obvious. However, for larger operations complex problems are encountered with production and system configuration relationships usually being unknown. The mining simulator discussed here was developed to aid management in evaluating alternative pit-haulage schemes to reduce the risk involved in the selection and assignment of equipment in open-pit truck and shovel mining systems. There are two fundamental differences between this model and other truck haulage simulators: one is a difference of degree, the other a difference of kind. This model can simulate more complex systems than previous models by allowing transportation of material from multiple mine faces to multiple mine destinations and by being readily adaptable to a wide variety of mine layouts. The second difference that characterizes the model is the standard simulation of truck movements. This technique enables each vehicle to perform according to its mechanical capabilities and the physical profile of the haul road. Among the similarities between other truck haulage simulators and this model are the recognition of the probabilistic nature of certain service times in the system and the use of a digital computer to operate the model. The computer inherits the staggering computational and bookkeeping work loads and provides a means for compressing the time scale by allowing several days' operations to be simulated in a matter of minutes. DISTRIBUTION SYSTEM Basic aspects of the system analyzed here may be brought into focus by referring to Fig. 1, a schematic of the typical open pit truck-shovel operation programmed into the simulation model. A single stage materials handling scheme is employed to transport both ore and waste. Loaded trucks are directed to a crusher or stockpile if ore is being mined, while overburden is conveyed to a waste dump. Each shovel has a given number of assigned trucks and has two associated haulage routes, one for waste and one for ore. Up to 5 shovels and as many as 10 trucks per shovel (or a total of 50 trucks) can be operated in the model. Essentially the model, using a computer, cycles trucks between their assigned shovels and the proper discharge points over measured haulage routes. Required input parameters for model operation include the number of shifts to be simulated, operating time per shift, number and type of operating trucks and shovels, maximum truck acceleration and velocity, a realistic vehicular deceleration rate, and the ratio of ore to total material loaded at each shovel. Equipment performance characteristics, system profile characteristics, and service time distributions are

Jan 1, 1968

By Daniel T. Brian, O&apos

Exploration targets and results in the mining industry are commonly summarized in terms of tonnage and grade. Business appraisals require, as additional information, the expected profit or loss implied by the physical summay. The early incorporation of knowledge gained through financial analysis computations can provide a means for economically resolving many common exploration and development problems. Examples of such applications from the activities of exploration planning, reconnaissance, land acquisition, and development planning are presented. While prospecting for mineral deposits, geologists are frequently asked what they hope to find or have found. The response is usually descriptive, such as "50 million tons of 1% copper," and the economic implications are deferred until a capital investment decision is required. At that time, a financial analysis integrating the four analysis components is completed. These components are: 1) Tonnage and Average grade above cutoff grade 2) Capital and operating costs 3) Product value 4) Appropriate profit or loss accounting Close examination of these components reveals that there is no intrinsic reason for avoiding financial analyses at earlier stages in exploration, as long as the uncertainty of the estimate is realized. Tonnage and average grades are commonly estimated at early stages in exploration. For this component, the appropriate cutoff is the major uncertainty. Capital and operating costs are difficult to estimate before detailed quantitative information is available, but estimates useful for the types of applications pertinent to earlier exploration stages are possible. Product value estimates may or may not be difficult, depending on the pricing structure of the particular commodity. A simplified accounting procedure usually may be adopted without introducing any significant loss of validity. This paper describe some of the financial analysis applications which are pertinent during mineral exploration and deposit development. These applications lend additional insight during exploration planning, land acquisition, physical exploration, and development. The examples are oriented toward a hypothetical management investment policy which is based on a single criterion, a minimum 15% discounted cash flow rate of return. In reality, managements use multiple criteria. This simplification is convenient for purposes of presentation and does not invalidate the examples. Computers are useful, but not a requirement, for the applications described. The use of computers provides the results on a more timely basis at costs lower than equivalent manual computations. UNDERLYING PRINCIPLES AND ANALYSIS METHODS Data estimates are subject to uncertainty. The analyst may choose to assess this uncertainty by using one of two principles. Each principle has some advantages. The principle most commonly employed is "assumed certainty." Each financial analysis is based on one set of selected data, which may represent the average estimates, minimum expected conditions, etc. The critical data is identified by making successive calculations, varying the values used. Such studies, called sensitivity analyses, isolate the economic effect of various uncertainties, and guide the allocation of future efforts toward improving the overall accuracy of the analysis. A second principle, "assumed risk," examines the interactive effect of the current uncertainties by qualitatively assigning probability distributions to each data element. These probability distributions indicate the currently appraised chance that a given numerical value will prove to be true. The corresponding procedure, risk analysis, consists of processing many individual financial analyses, each analysis being based on randomly selected numerical values from the probabilistic distributions. The result is a numerical presentation of the uncertainty, but care must be exercised in the interpretation of results. The advantage of this procedure is the direct measurement of economic uncertainty caused by the interaction of uncertain estimates. Kennecott Copper Corp. has developed computer systems for accomplishing sensitivity and risk analyses.

Jan 1, 1970

By J. S. Aronofsky

The areas are identified where the techniques of operations research have been applied in the petroleum industry. Particular emphasis is given to the linear program models that have been used for solving management problems. Of the entire gamut of applications for linear programming, attention is focused on the models that represent underground reservoirs. Such models could be used to help schedule drilling rig operations and to schedule oil production. A framework is established for placing the model for underground reservoirs in the proper perspective along with the models which represent other facets of the oil business. One of the remarkable phenomena of this century is the rapid growth in the size and' complexity of human organizations. The mere size of modern business means that administrative decisions can affect vast quantities of capital and large number of people. Mistakes can be tremendously costly, and a single wrong decision can require years for rectification. Moreover, the pace of modern business is such that decisions are required more rapidly than ever before; the mere postponement of action can give a decided advantage to a competitor. It is not surprising that the increase in difficulty of decision making has been followed by efforts to put this activity on a more objective basis. The growing science of operations research, which relies heavily on the methods that have proved so successful in the physical sciences, is one aspect of these efforts.

Jan 1, 1962

By B Clements, G Lane

The operations and project environments are very different, but overlap in many areas. The development of mineral processing projects is goal oriented, is schedule focused and is a contractual environment. The operating environment for a mineral processing plant is oriented around longer-term commitments, focused on delivery against budget expectations, and an environment heavily influenced by long-term personal relationships, community relationships, and people issues.Further contrast is evident in the way expenditure is managed. Projects commit large amounts of money quickly to meet schedule-based objectives. Operations manage expenditure to minimise operating costs and are able to, or are forced to delay decisions on large expenditures. However, these two environments need to come together in many ways, ranging from greenfields plant handover to a new operations and maintenance crew, to day to day interaction and management of brownfields projects, often in close proximity.This paper considers the different perspectives people bring to projects and early operations, including the advantages and disadvantages of æoperationsÆ input to a project and models for managing value adding during project development, implementation and debottlenecking.CITATION:Lane, G and Clements, B, 2012. Operations versus projects - How do people think and what are the implications?, in Proceedings 11th AusIMM Mill OperatorsÆ Conference , pp 11-16 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 29, 2012

By Sylvain Castonguay, Sylvain Pilon

"Operator competency is an important factor in the safe and successful operation of today’s complex processes. Competent process unit operators deliver superior performance and results. In greenfield projects, operator competency is particularly critical, as the lack of specific operations experience must be offset with proven practical knowledge and skills to avoid mistakes that can cost millions in terms of start-up delays, production losses and equipment damage. It is, therefore, important to know precisely what competencies are required for a project or site, and what any gaps in operator competency need to be addressed and improved. The success of plant commissioning, start-up and sustainable operations is directly tied to operator competency. The significant investments required for new projects, the exploitation of more challenging ore bodies, and the increasing complexity of plant operations have placed renewed emphasis on the need for competent operators. Furthermore, many large capital projects are being developed in remote regions, often with ties to the delivery of social benefits for the local population in terms of jobs, training and other development opportunities. While automation and processing technologies have helped do more with less, indicators now point to a bottleneck in human performance limiting operational results.Automation industry development in managing abnormal situations, including solutions for simulation and operator training, has produced applications to provide customized and flexible training methods. This paper will discuss tools to automate the operator competency process in order to guide trainers to effectively teach, measure, control, provide feedback, and monitor operator skills. Today’s competency management solutions can be effectively applied throughout the course of an operator’s professional life, as a guide to hiring new operators, for developing competencies to support operations, and also to develop and refine best practices and share lessons learned."

Jan 1, 2016

By Jose A. Sanchidrián, Ricardo Castedo, Pablo Segarra, Juan Navarro

A study conducted at a mine site that used traditional field surveying and physical hole spot markings bench marked their combined drill and blast performance. The analysis of the operational expenditure (OPEX) improvement determined there were many measurable cost improvements. A primary factor that most operations have to deal with is over drilling of holes. This alone impacts the cost due to nonproductive labor allocations, excessive explosive costs, increased drill tool costs, increased drilling costs and has an impact on the downstream operation cost such as digging the shot material. Other related investigations also show a downstream impact of poor fragmentation on digging payload tonnes, cycle times, haulage payload tonnes, time to load a truck and the number of passes to load the tuck. The intent of this presentation is to draw attention to aspects of mining we understand but may be missing the big picture effects, such as the ability to reduce the operational expenditures consistently to impact the bottom line. The target audience is across the board from owner operators, drill and blast contractors to blasting contractors. Everyone can benefit from these improvements.

Jan 1, 2019

By B. Thomas Mansbach

INTRODUCTION The Overseas Private Investment Corporation ("OPIC") is a U.S. Government agency mandated to promote the economic development of the less developed countries ("LDCs") by assisting U.S. private investment in the Third World. Generally, investment decisions turn on the optimism or pessimism of the private sector's financial analysis of a project, with market price of product a major unknown in a very chancy set of projections. Discussions with American mineral companies, however, show that, more often than not, in developing country projects it is the political risks of investing in mineral exploration and extraction that pose the most serious deterrent to investment. In several of the projects described here, investments would not have been made if OPIC had not been involved providing support to the project sponsors and their funding sources. Clearly it is not OPIC's business to promote U.S. investment in a project which is not commercially viable, but OPIC's programs can neutralize the political uncertainties which act as disincentives to investment in otherwise commercially viable projects. That is to say, OPIC's programs are designed to reinforce market decisions and not distort them. Although OPIC is an independent agency of the U.S. Government, it is managed by a Board of Directors, the majority of whom come from the private sector. This, coupled with the statutory requirement that it be self-sustaining and operate with due regard for the principles of prudent risk management, requires that it operate on a business-like basis. Although established as a development agency, to the business public OPIC is both an insurance company and a lending institution, with two major programs which are available to U.S. investors in the minerals sector: its political risk insurance program and its finance program. Each has been specially tailored to the meet needs of the mining industry. The insurance program provides coverage against four basic types of political risk: Currency Inconvertibility, Expropriation, loss caused by War, Revolution and Insurrection and Interference with Operations as a result of an act of War, Revolution or Insurrection. Coverage against the risks of Civil Strife can be added to both War, Revolution and Insurrection coverage and Interference with Operations. Inconvertibility coverage provides protection against a deterioration in an investor's ability to convert local currency into U.S. dollars. This deterioration can be the result of either active or passive delays. Active delays consist of a change in exchange laws or regulations that leads to inconvertibility delays of 30 days or more. For example, if the exchange regulations at the time of contract execution allow an investor to transfer earnings equal to 18% of its registered capital per annum and the government of the host country later changes the law to allow conversion of only 12%, the insured would convert the 12% transferable under the new exchange regulations with the government foreign exchange authorities, delivering the remaining 6% to OPIC for conversion at 99% of the then prevailing rate of exchange. (OPIC does not cover devaluation risks.) Upon delivery of the local currency to OPIC, normally at the U.S. Embassy in the project country, the insured's account in the U.S. would be credited with dollars. Delays can also result from what is termed passive blockage, which includes administrative delays of more than 60 days (sometimes longer) caused by the bureaucratic tie-ups or pigeonholding of transfer requests, as well as delays suffered simply because the government of the host country does not have sufficient foreign exchange. The transfer procedure is the same as with active blockage - the local currency is delivered to OPIC in the project country and OPIC provides dollars in the United States at the then prevailing rate of exchange. The second coverage -- Expropriation -protects not only against the loss of the investment due to the well-known risks of expropriation, nationalization or confiscation by the host government, but also against

Jan 1, 1985

By Sheldon P. Wimpfen

EVER since the Phoenicians roamed the known world in quest of metals to harden their helmets and precious metals and gems to adorn their ladies, many other nations have sought metals in the far corners of the earth. During the past 75 years American engineers have been among the foremost in seeking for and developing ore deposits. They have been responsible for many of the principal discoveries and for the application of modern methods to mines in the far comers of the earth. American mining engineers with a zest for travel and an insatiable appetite for metals have also introduced throughout the world many articles made of metal which we consider essential to everyday life. Production and consumption of these metals in many foreign countries has brought to these countries an increased standard of living and added tax revenue to their governments. But unfortunately engineers from this country are no longer given ready access to all the countries of the world. This is not only unfortunate for American engineers but also for the countries that have adopted the exclusion policies and especially so since time has proved that in countries where the American engineers have gradually been excluded there has been a significant decline in the progress of the mining industry. Removal of these barriers to professional men would aid immensely in the world-wide development of the mineral industries. New areas brought into production under the guidance of American engineers with their exceptional know-how would provide more jobs for nationals of the countries involved and a better standard of living for the nations as a whole.

Jan 1, 1946

By S Harris, A Bossilkov

The Kwinana (Western Australia) and Gladstone (Queensland) industrial areas are among the few dozens of heavy industrial areas globally that demonstrate significant levels of regional resource synergies. Such synergies are also referred to as æindustrial ecologyÆ or æindustrial symbiosisÆ. Fundamentally they involve the exchange of by-products or sharing of utilities between companies in close geographic proximity to achieve competitive advantage and environmental benefit. A concerted research effort is currently underway to foster greater realisation of regional resource synergies in minerals processing intensive regions, in Australia and internationally. This paper summarises current insights from the foundation research into engineering tools and technologies and enabling mechanisms for regional resource synergy developments. Regional resource synergy developments were reviewed for 16 international and two Australian regions. It was found that Kwinana and Gladstone compare favourably with the well-regarded international examples of regional synergy development. Given the fairly strong evidence that self-organisation is critical for regional synergy developments, an implementation model has been proposed that captures entry points for synergy developments at the level of platform (industry collaboration), process (developing synergy opportunities) and project (assessing and implementing specific synergies). It was also found that regional synergies have so far developed in the absence of specific methods for identification and screening of synergy opportunities. Moreover, very limited attention has been paid to the associated technological and engineering challenges. The current technical research effort therefore targets: the development of a toolset for the identification and development of potential synergy opportunities; and assessment of technology needs and opportunities for regional synergies involving water, energy and materials recovery and reuse.

Jan 1, 2006

By H. H. Murray

In the past thirty years, there have been a large number of ownership changes in the industrial minerals arena and many medium to large companies have made industrial mineral acquisitions. Industrial minerals are exceedingly important to the achievement and maintenance of a high standard of living in the United States and in other developed countries. In the developed countries of the world the value of industrial minerals exceeds the values of the metallic minerals. In the U.S., the value of our industrial minerals is some 2 112 times that of the value of our metallic minerals. Almost every single thing we use or touch in our daily lives can be related to an industrial mineral. Examples are the construction industry, agriculture, ceramics, paper, paint, plastics, electronics, glass, petroleum, and many more in which an industrial mineral or minerals playa functional role. Industrial minerals are exceedingly diverse in their values, properties, and applications. Sand and gravel is an example of an essential industrial mineral commodity which has a low price but moves in very high volumes. Geographic location of this commodity is critical because of transportation costs. High calcium limestone or marble has a moderately high price particularly if it is white enough for use as a pigment or extender. This moves in moderately high tonnages and location is not as critical be-cause it can be shipped for considerable distances and still be competitive. Some specialty industrial minerals such as a white tale or white bentonite sells at a high price at low volumes and geographic location is not a major factor in marketing. Prices of industrial minerals do not tend to be cyclic and generally keep up with inflationary increases. Because of the diversity of industrial minerals very careful analyses of acquisitions or divestitures must be undertaken by buyers and/or sellers in order to prevent serious mistakes.

Jan 1, 1994

By John H. White

As production of ground limestone increased our Company found it had an enviromental problem with limestone dust from our hammer mills. With the quarry and processing plant situated within 1 klm of a small township of 5000 people dust collection became essential. Regulations under the Clean Air Act 1972 also had to be complied with. Prior to this any demand for lime flour had been met by the use of a small drier and ball mill. Both expensive to operate. Dust emitting from the mills would amount to over 4000 tonnes per year. The cost savings were obvious. We had a better product which was essentially a by-product. Faced with a surplus of a very useful, but difficult product to handle we considered the possibility of disposing of it on the agricultural market.

Jan 1, 1982

By David S. Holmes

An overview of existing biological technologies for the recovery of copper and uranium is presented. Engineering and biological challenges and opportunities in these areas. are discussed. New opportunities for the biooxidation of refractory gold ore are described. Techniques for the development of new strains of microorganisms. for commercial metal recovery applications are discussed with special reference to the genetic manipulation for bacterial strain improvement.

Jan 1, 1991

By Balmer Neilly

We are regularly told that before making a new investment one should seek the advice of his banker. If we were to place the subject matter of this paper before bankers. other than those who have experience in our mining camps, their reply would probably be evasive. However, if for example: a mining company asks them for a loan and offers as security certain mining investments, they are, in most cases, explosively candid. The idea is preposterous, unless, under Section 88 of the Bank Act, the mining company is able to deposit with the bank, gold or silver bullion, to an amount sufficiently in excess of the loan, to provide for what the banker describes as a reasonable margin of safety in case of contingencies. In addition the directors of the mine personally must jointly and severally guarantee payment of the loan. With any of these conditions missing the banking atmosphere becomes chilly. The local manager explains that the general situation, and particularly European conditions, are so unsettled that head office has warned him that his discretionary powers must not be exceeded under any circumstances.

Jan 1, 1924

By Robin J. Batterham

Alumina demand is steadily climbing around the world and is likely to continue to do so for many years. In such a commodity industry, the question arises as to what effort should be expended on innovation, given that for an individual company, the drivers of change are cost and quality as the market demand is essentially assured. This is of course a long-term view. The current conditions are less attractive. In this presentation, we review the broad issues that are considered targets for collaborative development by the industry as recently updated in the alumina industry roadmap published by the International Aluminium Institute in 2010. While they cover areas such as ?mine rehabilitation, residue management and use, alumina production from high sulfur bauxite, bauxite beneficiation, energy efficiency and alternative technologies for alkali and alumina recovery from bauxite residues,? it must be remembered that each refinery is different in terms of the feed material and the circumstances of waste disposal. Of particular interest is the more competitive area of breakthrough technologies. In the presentation, we will consider a range of opportunities that could transform the industry, from relatively near term possibilities such as bauxite activation through possibilities to eliminate crystallization as currently practiced to complete alternatives, such as the use of hyperaccumulating plants. Against this optimism, some of the realities that hold back breakthrough innovation will be presented for discussion.

Sep 1, 2012

By Nathan C. Rockwood

WHILE mining engineers have been searching in far corners of the country and of the world for hidden wealth there has grown up around us in nearly every city great wealth-producing mines calling for the investment of hundreds of millions of dollars and yielding products now sold for over half a billion dollars yearly-largely unknown and almost wholly neglected by mining engineers. But this neglect is explainable and excusable. They are industries of very recent origin-practically the growth of the last 25 years. They are in a very large measure the result of tremendous developments in engineering construction and the rapidly expanding use of portland cement concrete for structures of every description. Concrete as a material of construction is going through an evolution very much as did cast iron and other metals used in engineering; and this phase of the industry should appeal to the imagination of metallurgical engineers. At first iron was iron-a material of uncertain properties, owing both to small differences in chemical composition and in methods of manufacture. By successive steps iron was studied and knowledge of its properties developed-the striking effects of very small percentages of other minerals and of various heat-treatments.

Jan 1, 1924