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By S. W. Hazen

The use of operations research and computer techniques continued to expand during 1967. A number of mining companies either obtained computers or were experimenting with their use through service bureaus. This trend was also evident in the Canadian mining industry. Although the annual Symposium and Short Course on Computers and Operations Research in Mineral Industries was not held in 1967, technical periodicals like MINING ENGINEERING, Mining Congress Journal and Engineering and Mining Journal stepped up their coverage on the subject. The annual AIME meeting had eight papers in two sessions and one session on Operations Research was held at the SME Fall Meeting in Las Vegas.

Jan 2, 1968

By Guy G. Jr. Granger

INTRODUCTION Due to the current depressed state of the mining industry, many mining companies have been forced to operate at less than maximum capacity. This paper will describe how the AMAX Henderson Molybdenum Mine and Mill near Empire and Parshall, Colorado respectively have utilized operations scheduling and budgeting to achieve production targets at minimum operating costs The AMAX Henderson Molybdenum Mine and Mill have been operating most recently at approximately sixty percent of maximum capacity. OPERATIONS SCHEDULING Production Targets. The production targets are tons, operating days, tons per opera- ting day, head grade, recovery, and pounds of molybdenum. One specific objective of operations scheduling is to meet the production target for pounds of molybdenum. Present market conditions dictate that production be adjusted to match sales of molybdenum. Over-production and creation of molybdenum inventories is unacceptable. In summary, the product ion target for pounds of molybdenum must be met, but not exceeded. Capacity. The AMAX Henderson Mill single stage open crushing circuit capacity is 48,000 dry short tons per day. The AMAX Henderson Mill single stage semi-autogenous primary grinding mill circuit capacity is 38,000 dry short tons per day. All other AMAX Henderson Mi 11 circuits such as rougher flotation, regrind, cleaner flotation, lead leach, filtering, drying and concentrate handling are sized to accommodate the 38,000 dry short tons per day and pro- ducts from same. The tailing delivery system is designed to accommodate tailing from a 38,000 dry short tons per day operation. Constraints. One mill production scheduling constraint is that the mill operating schedule must be the same as mine production, ore haulage and crushing. There is a total crushed ore stockpi1e storage capacity of 240,000 dry short tons. This breaks down to 60,000 dry short tons of crushed ore over the three reclaim pan feeders for each of the four primary grinding mill circuits. However, there is only approximately 10,000 dry short tons of live crushed ore available over the three reclaim pan feeders for each of the four primary grinding mill circuits. Dozers must be utilized to re- claim and push the other crushed ore. Primary grinding mill throughput is

Jan 1, 1986

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

In this paper the system of an operative expert estimation of innovative policy of mining enterprise technological development on sustainable development principles, created in the laboratory of economic analysis, planning and management of Mining Institute after D A Kunayev is represented. It is based on application of technology of satellite navigation and global positioning system (GPS). It allows to estimate the geotechnological complex functioning efficiency in the automated mode and on the basis of the obtained results to develop a complex of management measures on the competitiveness increase, realised by means of the automated corporative management system of geotechnological complex. The estimation of complex competitiveness is carried out on such basic aspects, as: technical, technological, organisational, ecological and economic as all of it give certain expenses and influence on complex overall performance. The major difference of the given approach is its realisation within the limits of the automated corporative management system of geotechnological complexes. It is based the fact that data of monitoring of complex's work will provide a sustainable development of geotechnological complex of mining enterprise.

Dec 6, 2010

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 R. Zunich, E. Rybinski, M. Grondin, B. Flintoff

It is uncommon these days to read a business magazine or newspaper without finding a reference to Knowledge Management (KM), and its critical importance to corporate success. One definition of KM is: “getting the right knowledge to the right people at the right time and helping them to put information into action in such ways that strive to improve organizational performance.” In the minerals processing industry we could assert that we have been practicing this for years through effective operator training. In most cases we would probably be wrong. Training has certainly filled the need of addressing safety and basic operational issues, but we must collectively focus on education (learning), and the difference, as measured in outcomes, is not at all subtle. This paper briefly examines the history of training and education in the mining industry, and looks in more detail at the impact of one company’s approach to empower its workforce, while keeping the ultimate goal clearly in mind: “The great end of knowledge is not knowledge, but action.” (T.H. Huxley)

Jan 1, 2001

By Tobias Hansson

The quality of Lime Cement (L/C) columns is to a great extent dependent on the installation procedure. At a site in the south of Sweden, the client reported problems with the installed columns. To evaluate the operator and equipment dependent part of the installation, Hercules Grundläggning AB was appointed as a competitor to the site contractor. The purpose was to install a number of L/C columns with equal installation parameters for both contractors. A total of 65 test columns were installed in June 1999. The geology is a typical Swedish organic soil profile with a top layer of peat overlying gyttja and clay. Two different binders were used in the comparison; blast furnace slag with cement and lime with cement. After installation, the quality of the columns was monitored by penetration tests and a column sampler for extracting whole columns. The column penetration test were performed 28 and 134 days after installation and extraction 134 days after installation. Inspection and tests of the extracted columns showed that by using a fully computer controlled procedure, the contractor produces columns of superior quality and homogeneity.

Jan 1, 2000

By Richard L. Seal, Allan L. Turner

INTRODUCTION The chapter discusses the procedures and operations starting with the actual training of operations personnel with respect to a grinding mill circuit and a typical check-out and start-up of a grinding circuit before turning over the operating circuit to production personnel. For the purposes of this paper, it will be assumed that the mill circuit installation is at a new location or a new operation at an existing operation. Expansion of an existing grinding facility would probably require less time-consuming and less costly procedures than those that will be outlined here. There are numerous arrangements and types of equipment that can be used for grinding circuits. For example, the grinding could be wet or dry. The grinding mill could be a rod or ball mill or some combination. The circuit could be open or closed. The closed circuit classification could be accomplished with rake classifiers, spiral classifiers, cyclones, stationary screens, or vibrating screens. To limit the discussion, the grinding circuit shown on Figure I will be discussed. The circuit includes a dry ore feed by a belt conveyor (feeder) to a wet ball mill. The ball mill discharges to a cyclone feed pump box and pump. The pump feeds a cyclone type classifier with the cyclone underflow returning to the ball mill feed and cyclone overflow being the required grinding circuit product. For the purposes of this paper, it will also be assumed that the extensive overall preparation necessary for every start-up has been accomplished. These preparations are only outlined here as they have been adequately dealt with in recent papers. (1), (2), (3) The items in these preparations would include. 1. Appointment and indoctrination of the start-up organization. 2. Integration of the start-up into the overall project schedule. 3. Development of the specific start-up schedule. 4. Budget determination and monies appropriation.

Jan 1, 1982

By R. T. Rometti, C. A. Bossard

INTRODUCTION Whenever a new mining property is developed or a new concentrator is built, considerable time, money, and planning are invested for the exploration, engineering, and construction of the required facilities. Yet, when these facilities are ready for startup, all too often insufficient time, money, and planning are invested in this critical phase of the project. Failure to plan for this phase results in untimely personnel mobilization, insufficient operator training, and inadequately prepared budget estimates, which combine to create excessive costs, lack of communication, unclear responsibility divisions, unnecessary delays, and poor production levels. Insufficient or excessive leadership, due to unclear assignment of responsibility, results in irrevocable problems within the startup team. A carefully planned and budgeted startup phase can avoid many of these problems. SCHEDULING A key element in properly planning the startup phase lies within the area of scheduling. Once the schedule has been established, planning can be greatly simplified through the expansion of each specified item. The overall project schedule should specify the date when the startup and initial operating management team will be brought onto the project. This team should be mobilized at least two years prior to the anticipated startup date, to allow sufficient time to begin to plan, assemble the startup groups for the various areas of the plant, initiate a workable communications system, and implement the development of the training program. This team is responsible for the preparation of a startup schedule, which would detail the dates for all key items associated with this phase of the project. These key items would include training program development, personnel hiring dates, prestartup plant checkout, etc.

Jan 1, 1982

By R. Schulz, K. King

Concentrating Line 6 just went down again. The control room operator checks the graphic display. Only one piece of equipment shows an alarm. Clicking on the ball mill icon, he discovers the culprit was the low flow lube switch. The flow looks okay now, but it is the third time this week the switch has stopped the line. Maintenance is called, the switch replaced and the line is up running again. Sending the right person to the right spot immediately can save hundreds of hours of downtime every year. This paper discusses the principles behind implementing smart First-Out Fault Detection to dramatically reduce equipment downtime in new, or existing control system architectures. Methodologies are presented to maximize the system benefits, while minimizing development costs. Case histories are presented for a number of successful implementations in mineral processing plants.

Jan 1, 2001

By Rodrigo Abreu, Nilson Luiz Biccas, André Luiz Bonelar dos Santos, Odilon José da Silva

A Coqueria no contexto siderúrgico é a área responsável pela produção de coque metalúrgico para os Altos-Fornos. O coque geralmente é obtido em fornos verticais, que tem a finalidade de aquecer a mistura dos carvões minerais até a temperatura de pirolise, através da queima controlada de um combustível. O objetivo deste trabalho é apresentar as alterações realizadas no Controle de Combustão das Baterias de Coque da ArcelorMittal Tubarão para garantir a estabilidade operacional e o maior controle do tempo líquido de coqueificação. O aprimoramento do modelo matemático ajustado as condições atuais do processo, trouxe benefícios tais como a obtenção de uma melhor distribuição de calor ao longo das paredes de aquecimento e consequentemente a redução das resistências aos desenfornamentos, consumo de calor e emissões de poluentes, preservando a estabilidade operacional das baterias de coque e contribuindo para o prolongamento da vida útil.

Oct 1, 2019

By Douglas Batista Mazzinghy

O Projeto Minas-Rio possui o maior circuito de remoagem do mundo com o uso de moinho Vertimill. O circuito foi comissionado no final de 2014 e vem apresentando desempenho conforme projetado. São duas linhas de remoagem sendo que cada linha possui oito moinhos Vertimill modelo Metso VTM-1500 e quatro baterias de ciclones, totalizando dezesseis moinhos e oito baterias de ciclones. O circuito é do tipo reverso e são utilizadas bolas de alto cromo de 12,5 mm de diâmetro como carga moedora. O moinho Vertimill é bem robusto e não apresentou problemas maiores durante os primeiros seis meses de operação. O presente trabalho faz uma avalição da operação destes equipamentos e compara os dados de projeto com os resultados industriais obtidos através de campanhas de amostragens.

Aug 16, 2017

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 P. D. Arumairaj, B. Vani

"Micropiles are small diameter cast insitu reinforced grouted piles and it has been effectively used in many applications of ground improvement. It increases the load carrying capacity of soil and reduces the settlement. It is also used in strengthening existing foundations. In this study, the effect of Solid and Hollow micropiles on the load carrying capacity of footing resting on sand is studied. The effects of solid Micropiles are investigated by conducting experimental model studies. The parameters involved in this study include the position of pile, pile length and pile spacing. Load test was carried out on a model footing resting on sand with solid and hollow micropiles. Load test trail is repeated for footing on Micropiles with varying lengths of 10, 20, and 30 times the diameter and spacing equal to 5, 4, 3, 2 times the diameter. The load-settlement behavior of each case is compared. Optimum length and optimum spacing of both the solid micropile and hollow micropile are determined. It is also observed that the effect of micropiles in the peripheral of footing resists lateral displacement of soil underneath the footing. The micropile beyond significant depth becomes redundant.INTRODUCTIONA micropile is a small diameter (less than 300 mm) drilled and grouted pile that is typically reinforced - FHWA-NHI 2005 (Federal Highway Administration-National Highway Institution). It is constructed by drilling a borehole, placing a steel reinforcing element into the borehole and grouting it. Hollow micropiles are typically reinforced by solid central bar that occupies about onethird of the hole volume. The grout is placed by gravity, under pressure methods or by a combination of both (post grouting). Thus, micropiles can be considered as small drilled-shafts that are specially drilled and grouted.Historically, micropiles have been introduced in Italy as a foundation system mainly for retrofitting and underpinning of structures that had sustained damage during World War II and access for conventional piling equipment was not possible (Bruce, 1988). The second generation of micropiles is a pressure grouted piles with a central mono all thread bar (with diameter up to 89 mm). They are installed by using either an open or cased hole drilling method.A new generation of micropiles, termed Grout injection bore micropiles (IBOR), was developed in the 1980s. The IBOR, currently named hollow bar micropiles, utilizes a continuous all-threaded hollow steel bar as the drilling and grouting conduit, which allows drilling and grouting simultaneously without the need of a casing during drilling. A sacrificial (lost) bit with openings that allow for pressure grouting of the hole is threaded onto the end of the hollow bar and is left in place following drilling. A drilling fluid (air, water, or grout) is introduced through the hollow bar and allows the spoils to flush from the borehole opening. Upon reaching the required depth, neat cement grout is then injected under high pressure into the drilled hole to fill the annulus between the bar and the soil from the bottom to the top. Due to the grouting method employed, the shape of the hollow bar micropile is expected to have a bulb shape with an enlarged base."

Jan 1, 2015

By H. Rush Spedden

When Robert H. Richards wrote Ore Dressing, the famous four-volume work published in the first decade of this century, the ore dresser was still largely concerned, with the mechanical treatment of ores. Since then, however, economics have transformed him into a mineral processing engineer who must increasingly deal with closely integrated facilities designed to produce a commodity for manufacturing. Moreover, this change will grow marked as the complex low- grade ores of the future make it ever more necessary for him not only to use the best combination of pyrometallurgical, hydrometallurgical and physical separation processes, but also to integrate these processes at the mine site. Nor are economic pressures the only ones propelling the processing engineer into a new era. The ecology drive has thrown him into a new situation in which his economic base is radically altered, and it could well precipitate as drastic a revolution in his technology as that which took place when flotation was developed.

Jan 1, 1971

By Eric S. Cheney

The often-heard question "How can we interest young geologists and engineers in AIME?" is virtually the same as "How can we interest young geologists and engineers in the glamorous mining industry?" Many persons would reply that AIME and industry should improve their image by various devices aimed at high school students and teachers, boy scouts, and even grade school children. For more immediate results, I suggest that we concentrate our efforts at the professional level on students already identified as geol¬ogists and engineers. Why does our glamorous profession appear distinctly unglamorous to most of the engineers and geologists currently in college and graduate school? The answers seem quite simple to me. First, the profession talks almost exclusively to itself, seldom to the engineering or geologic public, and almost never to the lay public. Second, the industry has been overly conservative in all aspects of recruiting during an especially competitive and affluent period. Consequently, mining has taken a terrific public drubbing from preservationists who still portray its leaders as robber barons. SME and AIME have, of course, various commendable programs for enticing student interest, including student membership, the low dues for this membership, the somewhat reduced prices at which students can attend AIME meetings and buy AIME volumes, and the large number of AIME Student chapters on campuses. Obviously, more active encouragements are needed.

Jan 1, 1971

By Walter E. Heinrichs

The following is a condensed version of an open letter addressed to Bil Gilbert of Sports Illustrated: Your article, "When a Law Fights a Law, Sports Illustrated. April 26, 1971, betrays considerable unfamiliarity with the subjects of ecology, social science, mining law and history. In a magazine as widely circulated as Sports Illustrated, an article of such a slanted nature misleads the general public.

Jan 1, 1971

By Geoffrey Purcell

Although the extractive metallurgist has not yet tackled the problem of getting blood out of a stone, he must, when faced with the mini- metal values of today's ores, believe that this ultimate miracle will soon be expected of him. Even assuming that some plausible professor at one of the few remaining minerals industry schools could persuade the National Science Foundation to sponsor such a sanguine research project, the funds might have to go begging for want of a graduate metallurgist. Falling enrollment in fields devoted to nonrenewable mineral resources, long a matter of grave concern to educators, is now recognized as a problem of great national consequence urgently needing a solution. While the law of supply and demand might eventually be expected to right the imbalance of engineers, time is not on our side and action to correct the shortage is required now.

Jan 1, 1970

By Josué Claudio Metz

A concepção de desenvolvimento sustentável tem resultado no aumento de pressões ambientais para a melhoria da eficiência na utilização de recursos, e para a significativa redução das emissões e da geração de resíduos. No processo de fabricação de aço nas siderúrgicas com fornos elétricos a arco ocorre a geração do resíduo sólido denominado pó de aciaria elétrica (PAE). O PAE é constituído por diferentes óxidos metálicos. Contém cromo, chumbo e cádmio e, por isso, é classificado como resíduo classe I – Perigoso pela NBR 10004 [1]. Gerado em grandes quantidades diariamente em todo o país, o PAE é disposto principalmente em aterros industriais. A indústria da construção civil, devido a quantidade de matérias-primas consumida e variedade de produtos disponíveis – cimento, concreto, agregado, cerâmica, entre outros, apresenta-se como alternativa para a reciclagem de resíduos gerados em outros setores da econômica. Estudos indicam o potencial uso do PAE na produção de materiais da construção civil, tais como cimento e concreto. O objetivo deste trabalho é apresentar uma revisão da literatura sobre a viabilidade técnica da adição do PAE ao cimento como alternativa de valorização desse resíduo. Os estudos sugerem que em quantidades próximas a 1%, a adição de PAE não afeta de forma significativa as propriedades do cimento.

Aug 16, 2017