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By Leonard Harris, Rosa H. Harris

"It is becoming increasingly obvious to mining and exploration companies, when operating overseas, that their activities should not conflict with the interests of the surrounding communities. The world's largest gold heap leach operation, Minera Yanacocha has installed community assistance programs in Peru concerned with health, education, electrification, agricultural assistance and road improvements. The programs are conducted with joint venture partners consisting of the company, the community people, the contractors and suppliers, government and non government organizations and a ladies association composed of the employees' wives and female staff.IntroductionThe l 990's is the decade highlighted by enormous investments in mineral exploration and mining projects in the developing world. Figure 1 illustrates the distribution of exploration spending by mining companies in 1995."

Jan 1, 1997

By J. Wiebmer

The two most important influencers of cost-per-ton in an underground mining machine are its productivity (tons/hour) and its availability-utilization (hours/year). Operating cost and initial price have far less impact. This paper reviews a cost-per-ton sensitivity analysis for underground mining equipment and discusses benchmarks for measuring its performance. The conclusion is that miner-supplier partnerships and the Information Age are the two most significant trends in cost-per-ton reduction.

Jan 1, 1997

By Seymour D

The disagregation and privatisation of the mining and power gene ration operations of the former State Electricity Commission of Victoria has being taking place over the past five years. This has transformed the service provision to the new organisations and has resulted in major change to the working lives and professional relationships of thousands of Australians. The authors wish to take this opportunity to explore the issues arising as the program of privatisation of public assets continues. Changes within the workplace which resulted from the outsourcing of the 'investigation and design' functions and more lately as a result of privatisation of the operating, generating and distribution businesses are discussed. The responsibility of managers retaining the services of design engineers has changed. There is an added responsibility of contract administration and an increased focus on intellectual property and strategic issues. The way in which the sectors are adapting is discussed and future directions are explored. We welcome this opportunity to explore the changes in professional life which have taken place over the last five years in the Latrobe Valley Power industry. Engineers and earth scientists have a pivotal role in the continuing successful operation of the three Latrobe Valley Mines of the generation companies. The Mines' collectively excavate annually over 13 million cubic metres of overburden and 48 million tonnes of coal for delivery to mine-mouth power stations and for briquette manufacture.

Jan 1, 1997

By G. T. Lineberry, W. J. Wiehagen

A paradigm shift As market economists, mine managers are interested in "staying in business" and even "prospering." Bottom-line results are the "order of the day." Concern for bottom-line results can invoke questions such as how much was produced, at what cost, and was anyone injured? While these questions will always carry everyday emphasis at the mine, they are fundamentally lacking in that they often appear, especially to lower levels of management and to the production worker, as pre-eminent concerns. Driven by market economics, many organizations have decentralized, outsourced, downsized, restructured and formed new coalitions. Investments in new technology and a concentration on productivity have been an essential part of these changes, contributing to improvements in both safety and efficiency. A reason for (and, perhaps a result of) these improvements has been the development of a highly experienced and flexible work force. This situation presents an interesting opportunity to modify a few paradigms about work life in general, and perhaps a few paradigms about how we invest in the miner, in particular. Studying these issues now night offer some interesting opportunities for the Future, as the foundations for the next generation of mine workers are laid. With the average "experienced" U.S. miner five to fifteen years from retirement, perhaps a key determinant of future success in the world market might be how well we make the transition from today's work force to the work force of tomorrow. We can ill afford to wait a few more years to tap into the special knowledge residing within a veteran mining work Force. The Work Crew Performance Model (WCPM) is one approach to defining, capturing and transferring this expertise. The WCPM suggests a paradigm shift, moving from a focus on products (quantity) to a focus on the process (quality). It also involves a slight change in the process -- a different way to think and work. Of great importance, it entails a belief and a commitment to people within the organization; a commitment to collect simple (but interesting) data; exploration for insightful ways to plot and integrate that data; and finally the search for creative methods to reinvest that knowledge back into the organization, that is, back into the work force. As a way of thinking, the WCPM subordinates information about how much is produced daily or how many were injured over a year's time to concern and detail for how the individual's and the work crew's performance contribute toward meeting organizational goals. Drawing upon the expertise within members of that work crew to address and solve operational problems is one approach for meeting organizational goals. This everyday focus on how we work is hypothesized by the WCPM to make the difference between a good section supervisor and the average one; an exemplar continuous-miner operator and the run-of-the-mill one; a mining crew that produces consistently high quantities, but, inadvertently, degrades the production of other units. The WCPM permits objective and reliable performance data to be collected. This data then can be used to define variability within tasks of work crew members; to relate observed variability to a cost consequence; and to more meaningfully analyze performance through the integration of traditional analytical tools, such as the production simulator, CONSIM, with a recommended behavioral approach, the WCPM. Basis for engineering test Most equipment selections and purchases involve a field trial test of the system. Technology is routinely bench tested at the manufacturer's facility, government agencies and the mine site. The WCPM suggests a similar, but more practical, method for testing the performance of a work system -a test for how technology is used (by people) at the work site. It implies learning from veteran mining personnel that have gone well "beyond the book." This approach to learning and to integrating training with everyday work life can help answer questions such as: What constitutes desirable perfor¬mance as, for examples, a shuttle-car operator, a miner operator or a bulldozer operator; what characterizes exem¬plary performance within the context of the work system, the technology and the work crew; how can investments in the worker he linked to measurable results within the organiza¬tion? This paper explores these questions and makes recom¬mendations for enhancing the cost-linkages between invest¬ments in people and the mine's monthly cost sheets.

Jan 1, 1996

A combination of the needs of business, employee desires and safety and health considerations is stimulating increasing attention to the time spent by people at work and the timing of that work. Particularly we are seeing: - innovative work schedules for 24-hour mining businesses; and - response from industry to accommodate the needs, even the desires, of employees in return for systems which are more productive and more capital efficient. There appears to be an evolutionary trend for business management to become more sophisticated and responsive to the need for achieving close to best cost work schedules to sustain continuous improvement. The underlying motivating forces driving this trend for improved techniques in organising attendance at, and time spent at work, is the seemingly inseparable combination of technological advance and ever-increasing accumulation of capital. The mining industry has not remained untouched by this thrust for ever-increasing need for best use of labour, to adopt advances in technology and to provide attractive opportunities for putting accumulated capital to work. An essential component of this on-going thrust is a substantial effort by the mining industry to improve the performance of labour by providing most-productive work schedules.

Jan 1, 1996

By Dale A. Zuck

Recovery of aluminum metal from drosses? is a major factor in the recyclability success story enjoyed by the United States aluminum industry. Today's modern dross processor uses the latest technology to maximize metal recovery at the lowest cost while complying with all environmental laws and regulations. Most dross processors, however, pay little attention to the resulting saltcake, the end residual of dross recyCling, and rely on landfills for .disposition of this material.. The alternative is to recycle the saltcake, but the success of this technology is dependent on the development of reliable outlets for each of the saltcake constituents. This paper discusses the evolution of an aluminum dross oxide processing technology that ,produces an economically attractive source of alumina for the production of portland cement.

Jan 1, 1995

The introduction of a new mining method to Australia is not without its risks and challenges. This paper discusses the processes of planning a new operation, with particular emphasis on block caving and its Northparkes adaptation. As well as applying advanced technologies, here also is the opportunity to develop the art and science of block caving for its application to a wider range of geotechnical conditions than previously Envisaged.

Jan 1, 1995

The STATE MINERAL SUMMARIES publication provides estimated data and summaries of mineral activities at the State level for 1993. Most of the estimates are based on nine months data. Individual State summaries are published separately as State Mineral Industry Surveys and copies can be obtained from the appropriate State mineral officer. In an effort to facilitate the rapid dissemination of information and publications produced by the U.S. Bureau of Mine, an electronic document dissemination system is now available for use. MINES FaxBack is a simple-to-operate automated fax response system that operates 24 hours a day, seven days a week. All a user needs is access to a fax machine with a touch-tone telephone. MINES FaxBack can be accessed by calling (412) 892-4088, using the touch-tone telephone attached to the user's fax machine. After calling MINES FaxBack, the requester is guided by a series of voice messages to assist in ordering the desired documents.

Jan 1, 1994

By G. T. Lineberry, W. J. Wiehagen

A Paradigm Shift As market economists, mine managers are interested in "staying in business" and even "prospering." Bottom-line results are the "order of the day." Concern for bottom-line results invokes questions such as: How much was produced? At what cost? And, was anyone injured? While these questions will always carry everyday emphasis at the mine, they are fundamentally lacking in that they often appear, especially to lower levels of management and to the production worker, as preeminent concerns. Driven by market economics, many organizations have decentralized, outsourced, downsized, restructured, and formed new coalitions. Investments in new technology and concentration on productivity have been part and parcel with these changes, contributing to improvements in both safety and efficiency. A reason for (and, perhaps a result of) these improvements has been the development of a highly experienced and flexible work force. These changes in mining present an interesting opportunity to modify a few paradigms about work life in general, and perhaps a few paradigms about how we invest in the miner, in particular. Studying these issues now might offer some interesting opportunities for the future, as the foundations for the next generation of mine workers are laid. With the average "experienced" U.S. miner five to fifteen years from retirement, perhaps a key determinant of future success in the world market might be how well we make the transition from today's work force to the work force of tomorrow. We can ill afford to wait a few more years to tap into the special knowledge residing within a veteran mining work force. The WCPM work Crew Performance Model, see pp. ) is one approach to defining, capturing, and transferring this expertise.

By C. Kathryn Sole

The close proximity of cobalt and nickel on the Periodic Table and their frequent occurrence together in nature means that their separation in primary hydrometallurgical flowsheets is not only often necessary, but requires the use of innovative chemistry to achieve high selectivity. Today, increasingly stringent demands for the high-purity cobalt and nickel salts required for battery applications in consumer electronics, electric vehicles, and solar applications are again challenging the state of the art. The evolution of cobalt–nickel separations is traced from the basic precipitation technologies employed in 1960s, through commissioning of the first cobalt solvent-extraction plant in South Africa in 1974, to the commercialisation of organophosphinic-acid extractants (which provided a step-change improvement in selectivity) and their eventual widespread use in the 1980s and ’90s. This was followed later by their sulphur analogue, which enabled different possibilities for laterite processing in the new millennium. Separations in chloride media, which take advantage of the different speciation chemistries, and nickel extraction by oximes in ammoniacal systems are also discussed. More recently, chelating and solvent-impregnated resins have added further dimensions to the possibilities for flowsheet design and enabled higher purity products to be attained from both primary and secondary sources. Selected case studies and flowsheets are described.

By William M. Dalrymple, William P. Owen, Benjamin S. Rivers

For the California Department of Transportation (Caltrans), geophysical applications have played an important role as part of a successful multidisciplinary approach to subsurface characterization for the design of high value structures. Since at least the 1950’s, geophysical methods have been deployed to guide the exploration drilling program and to maximize the return on drilling investment by increasing the amount of data obtained from test borings. Geophysical applications saw increased use beginning in the 1990’s, during the seismic retrofit of the state’s toll bridges and the replacement of the west span of the San Francisco-Oakland Bay Bridge. Over the intervening years, increases in computing power and increasingly sophisticated commercial off-the-shelf software applications have allowed Caltrans to leverage advancements and perform geophysical investigations of increasing complexity and scale. Ultimately, the goal of these efforts is to maximize return on investment, whereby increased investigation costs at the design phase are offset by reduced uncertainty regarding subsurface conditions, leading to reduced cost overruns related to change orders and unforeseen site conditions during construction. These objectives are consistent with the recent Every Day Counts (EDC) initiative to incorporate Advanced Geotechnical Methods in Exploration (A-GaME) into routine engineering practice. Caltrans is an implementation partner of the A-GaME initiative, and Caltrans’ practices represent a model toward the institutionalized geophysical site characterization practices for other transportation organizations. The authors provide a retrospective on 70 years of experience with geophysical applications for transportation infrastructure, with examples and observations on potential future direction of the industry.

By FELIPE SÁNCHEZ, PHILIPP HARTLIEB

Innovation plays a critical role in the mining industry not only as a tool to improve the efficiency of its processes and to reduce costs but also to meet the increasing social and environmental concerns among communities and authorities. Technological progress has also been crucial to allow the exploitation of new deposits in more complex scenarios, such as lower ore grades, extreme weather conditions, deeper deposits, harder rock mass and high-stress environments.  

By MATT RENAUD, Mustafa Kumral

Mining corporations have spread their operations worldwide in the last few decades. The reason behind widening operations geographically can be seen as it being part of a risk diversification strategy. Given that the technical, financial and social risks are high, favorable deposits, taxation regimes and legislative frameworks create incentives for international mining operations. On the other hand, international mining activities add the risks of permitting, investing, operating and decommissioning to the corporations. These risks could emerge from defaulting, corruption, resource nationalism, social license to operate, and political and legislative uncertainties and instabilities.