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By R. S. Austin

One third of the world's and most US kaolin is produced from Late Cretaceous and Early Tertiary sedimentary strata in Georgia and South Carolina. The kaolin is part of a belt extending to Arkansas of aluminous lateritic deposits, including bauxite. Original sediments were profoundly altered by chemical weathering during Early Tertiary time. Mining exploits those uncommon deposits where extreme leaching and chemical recombination have produced a clay of nearly pure mineral kaolinite. . Its whiteness, brightness, fine particle size, platelet shape, surface chemistry, and chemical composition make kaolin an important pigment, filler, extender and chemical compound in the paper, paint, plastics, ceramics and catalyst industries.

Jan 1, 1998

By P. V. Golde, R. A. Poole, G. R. Baiden

"INCO is committed to proceed into the next century using automation and robotics to achieve safety and productivity goals necessary to enhance its competitive position. Stobie Mine, decades old, is the first of its mines to change from labour-intensive to automationassisted techniques. This paper is a synopsis of the progress made during the transition period including overviews of some of the projects as well as some of the difficulties in the assimilation of the technology. BackgroundThe ObjectiveThis paper is an update on remote control and LHD automation installation at Stobie mine. The communications system installed at the mine and the ability to remotely control underground equipment from surface is reviewed (Poole et al., 1996, 1997). It discusses some of the experiences and processes required to further the concept to consolidate the operation of multiple machines under a single operator. It considers the communications systems requirements and their focuses, particularly on the development of systems for the tele-operation of LHDs and drilling machines from surface."

Jan 1, 1998

By Dave Southworth

After Abe Lee discovered gold (in April 1860) near the site of present-day Leadville, Colorado, he and is group staked nearly all of California Gulch with "speculative claims." They did so in an effort to grab any property that might be potentially profitable. But the plan did not work. New prospectors demanded a miners' meeting, from which arose the official "Bylaws of California Mining District, California Gulch, Arkansas River." These bylaws, adopted on May 12, 1860, established provisions as to the number, size and type of claims that could be filed. Fair laws invited more newcomers. By mid-summer, 5,000 people with tents and wagons were scattered from one end of the gulch to the other.Among the earliest arrivals to the region that spring were Horace Austin Warner Tabor and his wife, Augusta. H.A.W. Tabor, who was to become a pillar in the development of Leadville, arrived at California Gulch during a food shortage. He sacrificed his oxen so that hungry miners could eat. By doing so, he immediately became the friend of many. Augusta established a little store where she sold her baked goods and provided meals. Like most of the men, Horace prospected the surrounding hills. He only did so, however, for a short time. California Gulch yielded more than $5 million in gold during the next five years. By 1866, however, the placer gold was gone and most of the miners had packed up and left. Charles J. Mullen and Cooper Smith, who were grubstaked by a Philadelphian named J. Marshall Paul, found a new, rich lode at the Printer Boy Mine in 1868. It was the first underground gold mine in the Leadville area and marked the transition from surface mining to underground hard rock mining. Its discovery created a new but modest flurry of activity. Heavy black sand covered the region and made gold mining difficult. In 1875 William Stevens and Alvinus Wood decided to have the sand assayed. They discovered that it contained 15 ounces per ton of silver and was rich in carbonate. Stevens and Wood kept their find a secret for nearly two years. When the word spread in late 1877, the silver boom was on. In 1878 prospectors, merchants and others trickled into town from all directions. Dr. David H. Dougan closed his office. in Alma, crossed Mosquito Pass and set up shop in Leadville. Nobody seemed to need a doctor, however, and Dougan sat in his office for 28 days without a customer. On the 29th day he received word that there had been a mining accident and he was needed immediately. -That was the begin¬ning of his illustrious career in Leadville. Dougan was a successful physician, became mayor in 1881 and was later president of the Carbonate National Bank. Leadville was a simple community of log structures in 1878. By June of the following year, however, it had blossomed considerably. According to Cass Carpenter, as of May 1,1879, Leadville had "...19 hotels, 41 lodging houses, 82 drinking saloons, 38 restaurants, 13 wholesale liquor houses, 10 lumber yards, 7 smelting and reduction works, 2 sampling works for testing ores, 12 blacksmith shops, 6 livery stables, 6 jewelry stores, 3 undertakers and 21 gambling houses where all sorts of games are played as openly as the Sunday School sermon is conducted." Additionally, there were 36 brothels. When George E. King and other architects arrived, Leadville took on an air of elegance and sophistication. In sharp contrast to some of the Victorian-style, gingerbread-laced homes in Leadville, its suburbs were comprised of many tenement shacks and plain cabins mixed with a few commercial buildings, many mines and smelters. Mines sprinkled the area east of Leadville like pepper from a pepper shaker. Wherever there was a cluster of mines, a camp usually sprang up. Most were very close together. South of Leadville the giant Arkansas Valley lead smelter sprawled out between Stringtown and Bucktown in an area known as Smelter Valley. Founded in 1879 as the Billing and Eilers Smelter, the Arkansas Valley plant was operated by the American Smelting and Refining Company. Several other smelters operated in the vicin¬ity. In April 1878, Horace Tabor grubstaked prospectors August Rische and George Hook. For $64 worth of supplies and tools, he was guaranteed a one-third interest in their findings. Rische and Hook discovered the Little Pittsburg (often spelled Pittsburgh) Mine and made Tabor an instant millionaire. Tabor once purchased a "salted" mine, the Chrysolite; but instead of considering it a bad deal, he further developed the property and struck rich silver ore. Later, Tabor purchased the Matchless Mine for $117,000, possibly the only investment he made without partners. During its peak years, the Matchless yielded $1 million worth

Jan 1, 1998

By K. L. Azinger

Successful relationships between mining companies and local stakeholders are now an essential part of the social contract of “doing business” (Prescott, 1995). The methodology presented in this paper is designed to assist mining companies in understanding and building relationships with diverse stakeholder groups. The methodology starts by recognizing that mining projects have a natural life cycle which can be used to identify when new external affairs strategies are required. In designing an external affairs strategy, the first step is to set objectives that are compatible with the overall objectives of the mining project. The management team then identifies the main stakeholder groups and seeks to understand the priorities and inter-relationships of the individual stakeholders. The result of this stakeholder analysis is an understanding of the Degrees of Influence of each of the stakeholder groups along with a relationship map which illustrates the strong interactions between stakeholders. The company is then prepared to take a proactive approach to building relationships with the primary stakeholders. This methodology was developed by BHP to assist with the federal government environmental approval process for the development of Canada’s first diamond mine. BHP has successfully used the methodology in three different phases of the NWT Diamonds Project and is now applying the methodology to mining and development projects around the world.

Jan 1, 1998

By G. Perkins

The development of the mineral industry of Jamaica has been guided by an unwritten policy which has nevertheless been reflected in various pieces of mining legislation and by case-by-case approvals of incentive packages for non-bauxite minerals. An effort has now been made to bring together in one minerals policy document, all the policy elements that have guided our laws and actions thus far and to upgrade the final version to meet the challenges of the next century. In this regard, industrial minerals will be placed on a more equal footing with bauxite, especially in terms of investment incentives.

Jan 1, 1998

By F. Michael Hosking

Modeling of a furnace brazing process is described. The computational tools predict the thermal response of loaded hardware in a hydrogen brazing furnace to programmed furnace profiles. Experiments were conducted to validate the model and resolve computational uncertainties. The results from selected furnace simulations and measured thermal events were compared. Critical boundary conditions that affect materials and processing response to the furnace environment were determined. "Global" and local issues (i.e., at the furnace/hardware and joint levels, respectively) are discussed. The ability to accurately simulate and control furnace conditions is examined.

Jan 1, 1998

Teleoperation is one method by which an operator can remotely control and monitor a vehicle. The operator monitors the status and progress of the remote vehicle by watching the video transmitted from one or more cameras which are mounted on the vehicle. In the case of an LHD, it will be fitted with three cameras. For a twin-boom Jumbo, four cameras are mounted on the drill, three of which will have remote pan, tilt, 15x zoom, focus and lens cleaning controls. The advantage of teleoperation is that an operator can stand in the drive and send the remote vehicle around a corner, completely out of sight and still clearly see what is happening. This means that an LHD returns with a full bucket and a Jumbo can be operated from a safe distance. Standing in the drive teleoperating vehicles, exposes the operator to passing traffic including the remote vehicle. There are two solutions to this problem. One is to equip the operator with a Nautilus æBuddyÆ jacket which will help to protect them from all vehicles. The other is to move the operator into a safe room or area, away from the fumes, the noise and the traffic. In this comfortable, less stressful environment, the operator will be more productive and less likely to accidentally damage the vehicle. The operatorÆs æsafeÆ room does not have to be a formal control room, it can be any area which has AC or DC power available and is large enough to contain a chair and a 1.5 m x 0.75 m table. The æsafeÆ room can be on the surface or underground, it does not matter to the operation of the Nautilus Equipment. If the LHDÆs, trucks, locomotives, etc are automatically guided from origin to destination, the operator is free to operate several vehicles at a time, performing only those tasks which are too difficult for a computer to do by itself.

Jan 1, 1998

By Tim J. A. Smith

Fundicion Refimet S.A. has operated a custom copper smelter at La Negra, near Antofagasta in northern Chile since 1993. From an initial operation based on Reverb smelting and Peirce-Smith, converting, the plant was expanded from 90 000 t/y to 160 000 t/y copper production in early 1997, by conversion to oxy-fuel smelting and use of concentrate injection on Converters. As part of this expansion a novel reverb gas cooling and cleaning system was developed and designed by Kilborn SNC-Lavalin Europe, the London, UK-based mining and metals; Office of Canada's SNC-Lavalin group. The reverb gas cooler needed to satisfy several very specific requirements including low cost, flexibility, robustness and simplicity of operation. Of particular importance was the requirement to cool and clean the ,oxy-fuel reverb gases and render them suitable for subsequent treatment in a conventional sulphuric acid plant. It was also important to avoid accretion or dust handling problems. This paper describes the key design features and subsequent successful installation, commissioning and operation of the unit.

Jan 1, 1998

Jan 1, 1998

By William M. Clark

In 1988, the Chemical Manufacturers Association (CMA) launched Responsible Care®, a program of guiding principles created to address the publics' concern about the manufacture and use of chemicals. The Product Stewardship Management Practice code is a key component of the program. Along with the other five comple­mentary codes - Community Awareness and Emergency Response (CAER), Pollution Prevention, Employee Health and Safety, Process Safety, and Distribution - it has been initiated to protect the health and safety of member companies employees, neighbors, customers, the public and the environment. Possibly no other Management Code requires greater collec­tive effort or comprehensive commitment to implement than Product Stewardship. With its mandated cradle-to-grave control, every employee is required to consider all of the potential cir­cumstances involving product and processes, from raw material supply to customers final use or consumption of product. Degussa Corporation, a long time CMA member, fully endors­es the Responsible Care initiative and is most active in imple­menting the various codes. In fact, the guiding principles of the program are an integral part of the company's business strategy. Degussa recognizes that its long-term success and the health of each of its products, the company and the chemical industry itself, is contingent on the successful implementation of the program. Furthermore, the company believes its role in society and the economy can only be justified and sustained if it improves the overall quality of peoples' lives. Consequently, it is a dictum that Degussa products must provide a net benefit over their entire life cycle - from inception to final disposal - both in terms of their utility and their impact on health, safety and the environment.

Jan 1, 1998

By M. S. Hunter, Al Bishop

In 1994, Lone Tree Mine invited Hunter Hawk to participate in a problem-solving arena at their mine located in Valmy, Nevada. Lone Tree was experiencing consistency problems with autoclave valve component quality and delivery. Based upon a prior working relationship at Homestake Mining Company's McLauglin Mine, located in Lake County, California, both customer and vendor enjoyed a measure of rap­po1i and trust - the keys to problem solving communication. This paper is an overview of the problem solving process that has contributed to Lone Tree's excellent record of 95 per cent autoclave availability since 1995.

Jan 1, 1998

By B. W. Cavender

Capital investments are made for a variety of purposes, from providing incremental capacity at existing operations to developing and implementing new technologies intended to radically improve a company's capabilities. These projects generate very different business opportunities and create value in distinctive ways. For incremental improvements, the capital budgeting process assures at least a loose fit between short-term goals and readily available resources. However, the criteria used to evaluate capital projects often prevent a company from committing to more aggressive goals that lie beyond the firm's current abilities or resources. Such projects may not have clearly identifiable future cash flows, and the degree of interaction with other projects and the nature of the risk incurred may be difficult to estimate. Additionally, by focusing only on quantifiable benefits, the budgeting process often fails to recognize "soft" improvements such as increased operating flexibility or new knowledge generated by such projects. By rejecting these projects, the capital budgeting process may actually harm the company's future competitive position.

Jan 1, 1998

By Roy Norcross, Stephen Gos

For over 100 years Degussa has worked together with the min­ing industry not only providing quality products but also develop­ing technologies to support these products through value added goods and services. For cyanide, these technologies include leach enhancement processes such as PAL™ and Solidox™, and cyanide detoxification with peroxygen based processes such as SILOX™ and Caro's acid using our DegOX™ technology. Degussa has also made important advances in how sodium cyanide is packaged and shipped with our liquid NaCN plant joint venture with MSI, CYANCO in Winnemucca, Nevada, and our Advantage SLS™ solid to liquid cyanide delivery system. All of these innovative technologies developed to support NaCN in mining, provide value to our customers and show Degussa's commitment to Responsible Care·11.1 and dedication to product stewardship. With Responsible Care and the customer in mind, Degussa has developed Advantage CCS™ cyanide control system, which will soon be available for the North American market. Currently there are several CCS units in service installed by Degussa AG (Germany), and we are in the process of designing the next gen­eration of the CCS which should be completed by late '98. Based on our experience working with gold and silver mines all over the world, there appeared to be an opportunity to further assist our customers by providing a better more automated way to control their cyanide additions. By providing the mine with an accurate method for maintaining their desired cyanide levels in their leach circuits, we could help them avoid underdosing and the associated gold and silver losses, and overdosing the cyanide which not only wastes cyanide but may increase treatment costs as well. In the early 1990's, when we began to introduce our CCS units, there were several cyanide controllers and on-line analyzers avail­able. However, they appeared to be too complicated and not made to stand the harsh conditions inside a mill. This resulted in exces­sive downtime and poor analytical results. We also found that many units would be installed but not commissioned by the sup­plier. Based on these observations, along with filtration and con­trol problems on some existing units, Degussa decided to design its own cyanide control system based on our extensive knowledge of cyanide chemistry, using the best components available worldwide.

Jan 1, 1998

By Terry McNulty

DOUG HALBE: I've decided that we're going to change tactics here and we're going to be nice to people from now on. [Co-chair makes gesture of intense disbelief; laughter] I've also decided who's not going to be a co-chair next year. [laughter] We thought we'd get a couple of experts for our next presentation: some people with a lot of experience. We've asked them to tell us some of the things that all of you operators out there might be able to apply immediately to your plant. Our next two speakers have a tremendous amount of experience, and I think you'll find what they're going to say is highly pertinent to most plants. I looked through their paper and found some things that I could have used in the plants I operated in the past. Our first speaker is Terry McNulty. A lot of you know Terry. He was with Anaconda for a number of years as director of research. He then was president of Hazen Research. I'm going to continue with our new custom of saying nice things. Terry is the guy that I call when I don't know something, and he's always got the answer. SPEAKER: Who do you work for, Doug? [laughter] DOUG HALBE: Remember that we're being nice to people here, Joe. I know that's a stretch. [laughter] TERRY McNULTY: Thank you, Doug. I'm a little bit mystified by this sudden switch of tactics just before I get to the podium. Doug's been a good friend for a lot of years so I guess I do have to be nice. I won't say anything deprecatory about him, but I would have to comment that the observations made by earlier speakers have been far too generous. [laughter] During nine years of consulting as a mineral processor and extractive metallurgist, I have often conducted audits of the performance of client's plants. Usually these audits have been ordered by the plant management in hopes of identifying opportunities for improving processing efficiency or reducing costs. Some of the audits, however, have been financed by the Electric Power Research Institute (EPFU) and member utilities with the objective of

Jan 1, 1998

By William P. Blacutt

This paper describes the strategy, the struggles, and the obstacles encountered during the last two years in the ongoing process to capitalize Vinto. The effort involves the offering of a vertically integrated business package composed of the tin and antimony smelters along with the two principal tin mines of the country. Capitalization: Bolivia's Innovative Approach for Privatization, the Vinto Case provides a summary of hard-earned lessons. These experiences can be success- fully implemented in other nations committed to transforming their state natural resource sector.

Jan 1, 1998

Editor's note: Biographical information about Ihor Kunasz, president, Newmont Uzbekistan, can be found in the February 1998 issue of ME, page 94 and in the May 1996 issue, page 92. Your personal assessment of the minerals business. Gosh! When I think about what has happened to the minerals industry over the past 27 years that I have been a member of SME! There have been fundamental structural changes in the industry. And I think that SME has been quite successful in coping with these changes as well. There has been a reorientation in how the minerals industry does business. It used to be called rationalization. Today we call it reengineering. In addition, the minerals industry has become more complex and more global. Shareholders have become more vocal and demanding in the management of the business, asking for protection of their shareholders' value. In the 1980s, a fundamental change was precipitated by a merger and acquisition fever in all industries, including the minerals industry. Raiders such as T. Boone Pickens put enormous demands on companies that, in turn, had to spend substantial management time to fend off the raiders. This resulted in a major restructuring of the mining houses. Today, for example, Anaconda, Kennecott and Amax are only historical names.

Jan 1, 1998

By André. C. Louw

Diamond production from the reworked beach and river channel gravels along the west coasts of South Africa and Namibia is well known throughout the world, not only for the exceptional quality of the diamonds, but also for the sheer scope of the operations. To date an estimated 140 million carats have been produced from the resource worth some US$40 billion in today's money terms. It is therefore not surprising that it didn't take long before the attention turned towards the possible extension of this valuable diamond resource on similar submerged beaches in the adjacent territorial waters of South Africa and Namibia. This has proved to be a very successful move as the marine production in Namibia today constitutes 48% of that country's total diamond production. Although small scale recovery of diamonds from the sea commenced in the 1950's, the first large scale production came from the operations of the Texan entrepreneur, Sam Collins, in the 1960's. The De Beers Group, which took over Sam Collin's operations in 1969 had all the concession areas, as well as the financial and human resources to tackle the new mining frontier in the correct way by years of data gathering (ie diamond reserves and seafloor terrain studies) before commencing with large scale mining operations in the 1980's. Those who are familiar with the beach mining operations along the South African and Namibian west coasts will have appreciation for the daunting task of surgically removing the payable portion of diamond deposits from the non-payable material on the one hand, and the complex uneven fractured and gullied bed-rock floor of the deposits on the other hand. Not to mention the additional complexities of large boulders and hard calcretised diamond gravel layers (conglomerate) which are sometimes associated with the deposits. It was a natural development that the sea diamond mining operations were approached with the known information of the land operations, attempting to duplicate land mining operations in the sea, but taking cognisance of the variations of the terrain in the different areas. For instance, we encounter the following variations, and combinations, off the Namibian Coast. ? Close inshore - holocene sand cover often masks large areas of potentially diamondiferous gravels. ? In midwater areas (40m - 100m)

Jan 1, 1998

By P Salmon, M Kennedy

Sun Metals Corporation Pty Ltd (SMC), a wholly owned subsidiary of Korea Zinc Co Ltd (KZC) is a company formed to develop, construct and operate a zinc refinery, 11 km south of Townsville in North Queensland. The project opportunity exists because of on-going consumption growth for refined zinc metal, technological, environmental and economic obsolescence of existing zinc processing plants, and a prolonged ædroughtÆ of new zinc processing capacity under construction. The Project will utilise proven technology developed by KZC at the Onsan refinery in Korea. The Townsville Refinery has been designed to be the most environmentally-friendly zinc refinery in the world, and in particular to resolve the issue of secure, long term treatment of the ironbearing content of the zinc raw materials.

Jan 1, 1998

Jan 1, 1998

By L. Alan Weakly

The Powder River Basin is the largest strippable reserve of compliant coal in the United States. It is the mother lode, for this Basin is currently supplying 25 percent of the coal produced in the US annually. This paper updates what has happened in the Basin since 1993 in terms of increased production, higher productivity, changes in mine ownership, safety statistics, new equipment, latest coal technologies, and electrical deregulation ramifications.

Jan 1, 1998