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By Semih Perdahcioglu, Arthur E. Morris

"The curricula for the majority of Materials Science and Engineering programs is devoid of all but the most rudimentary coverage of the principles of material and energy balance calculations. As a result, graduated engineers that need to make such calculations are faced with three unpalatable options. First, attempt to learn the subject by attending workshops or short courses sponsored by corporations or industry groups. Second, outsource the needed work to a consulting engineering company. Third, purchase a software package that's capable of simulating a process. Each of these options require a considerable investment of employee time and effort. The first option might be the best if suitable computational software was readily available. We review the recent development of such software, which is entirely based in Excel. The software tools include a thermodynamic database, tools for multiple computations, and a flowsheet simulation program. These tools employ teaching by simulation.IntroductionPracticing engineers often come up with situations where they must learn a technical subject that they didn't cover in their college classes. One possibility is to obtain a couple of texts on the subject, and delve in. Or, they may sign up for an intensive short course where they can get personal instruction and guidance. But the first option requires a lot of study time, and the second option may not provide the specific instruction (or intensity of instruction) required to appropriately master the subject. Here we look at ways of using simulation techniques to learn the methodology for making material and energy balances on industrial processes.Industrial heating processes have undergone many changes over the past dozen years, as vendors have introduced new heating equipment designed to recover the greatest possible amount of heat from the fuel, and to meet stringent environmental challenges for emissions (especially NOx). Even though the recent unprecedented drop in price of natural gas may have altered the urgency for improving a plant's energy efficiency, the need is still there. Until recently, there was a dearth of readily-available software for process engineers to use for simulating a plant's flowsheet. The good news now is the existence of several Excel-based software tools that make the calculational process much easier. [ 1]. Plant engineers may also be interested in a DOEsponsored program[2] which allows plant-wide and ""what-if' analyses of the energy balance."

Jan 1, 2013

By G Malherbe, J Gonzalez, D C. Franklin, J Bassan, C T. Farrelly

To respond to ever-increasing challenges, mining companies have been experimenting with new business models and technologies in order to speed mine development, production, processing and transport. The various experiments involve mobile access to data, intelligent sensors, advanced analytics, virtual collaboration, virtual reality, automated equipment, remote operations centres and strategic partnerships. A synthesis of all these components creates a ænetwork effectÆ that can dramatically improve the overall effectiveness the entire operation. The concept of the Network Centric Mine borrows from a variety of industries, including defence, aerospace, aviation, petroleum, utilities and manufacturing. Central to the concept are improvements to the way we connect people, process, information and technology, resulting in a more highly collaborative business model, with roles and processes designed to take advantage of new technology. The components of the mining operation act as a connected network aimed at a common goal, regardless of the boundaries of organisation and location.The design of this new organisational ecosystem needs to take into account the recent advances that enable the æplug and playÆ integrated collaborative environment, including cloud computing, mobile devices and social networking, as well as advances in augmented reality, robotics, geo-location, digital labelling, simulation and analytics. However, the most consistent lesson from other industries is the need to properly enable the behaviour and process changes necessary for success.Benefits from adopting a network centric approach include the more effective use of scarce expertise, improved data and information analysis, reduced process variance, and more informed and faster decision-making. The future of mining will see more technology savvy workers who will drive the adoption of new processes. The operations will shift from a relatively static and disparate set of functions, to a digitally aware, dynamic, automated, integrated and interactive environment, with increased agility, lower operating costs, higher productivity and improved safety.CITATION:Farrelly, C T, Malherbe, G, Gonzalez, J, Bassan, J and Franklin, D C, 2012. The network centric mine, in Proceedings International Mine Management 2012, pp 143-160 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By M. S. Prithvi

Over the decades, mine and mineral processing plant operations for the most part, have been found to have had adverse impacts on the environment. At the same time, mineral processing and mining operations produce mineral products that are indispensable to modern society. Thus, the sector has desirable and undesirable attributes simultaneously. The situation presents itself as a contradiction (i.e.) the mineral processing and mining operations are wanted by society, and at the same time unwanted by society. The existing methods of addressing the issues raised above have evidently not been very successful in reducing the opposition to new projects and to the related activities such as land acquisition. This paper attempts to show the relevance and applicability of TRIZ for addressing the issue. TRIZ, or Teoriya Rezheniya Isobretatelski Zadach, is a Russian acronym meaning Theory of Inventive Problem Solving. TRIZ is a powerful tool that can be usefully applied to resolve such contradictions, using resources usually available within the system of interest. Accordingly, this paper introduces the issue background, followed by an introduction to some key concepts of TRIZ such as the 40 principles, separation principles and directed evolution. The paper goes on to apply the 40 principles to two case studies. The results show that TRIZ could be a useful tool to generate potentially innovative and sustainable approaches. Its most appropriate position would be as a supplement to current decision-making procedures, and as a validation tool to review existing solutions for possible improvements. Keywords: minerals, environment, TRIZ, contradiction, resources

Sep 1, 2012

By T. V. Vijaya Kumar

Most of the iron ore washing plants set up in India consist of sizing of the ore by dry / wet screening, washing and classification by screw classifiers followed by multi-stage hydrocycloning of screw classifiers? overflow. The underflow of the hydrocyclones forms the concentrate which is used for pellets making. As the cut-point of hydrocyclones is generally at 20 microns, relatively lower diameter cyclones in a cluster with parallel feeding are used. This is found to, often, result in choking of the spigots, at times, by extraneous material as well reporting along with the slurry. It is observed to lead to sub-optimum performance of the cyclones with loss of iron values into cyclone overflow and thereafter into tailings. Analysis of data of an operating beneficiation plant (Beneficiation Plant - 1, BP - 1) of M/s Jindal South West (JSW) Steel Limited, Karnataka, India over a period of one year indicated that weight recovery of the concentrate from two-stage hydrocycloning was 45% (with respect to feed to the cyclones) and assaying 63.43% Fe, 4.43% SiO2 and 2.32% Al2O3. CSIR - National Metallurgical Laboratory - Madras Centre (NML - MC), India developed flotation process for processing screw classifier overflow with a view to improve the recovery of ultrafine iron values from it. Detailed investigations at laboratory scale flotation column and on-site pilot plant trials proved that the production of the concentrate and productivity of the plant could be enhanced by adopting reverse cationic column flotation technology. It was established that a typical screw classifier overflow analyzing 60.54% Fe, 5.95% SiO2 and 3.67% Al2O3 could be upgraded to 64.21% Fe, 2.64% SiO2 and 2.20% Al2O3 with 82.7% weight and 84.7% Fe recovery. This translates into an increase of 80% in weight recovery of the concentrate compared to what is being obtained, at present, by two-stage cycloning. It had an added advantage of reduced SiO2 in the concentrate. Thus, SiO2 in the final concentrate could be reduced to 2.64% from 4.43% by adopting column flotation. The concentrate so generated meets the stringent specifications, especially in terms of alumina in it(should be less than 2.50%) for pellets making. Later, JSW Steel Limited set up the flotation plant in BP - 1 based on the process developed by NML - MC and was commissioned in 2010. Keywords: iron ore, washing, ultra fines, alumina reduction, column flotation

Sep 1, 2012

By Mike Hollitt

The first decade of the 21st century was one of fundamentally changed dynamics for the minerals industry. Following intense globalization commencing in the late 20th century production is now concentrated into large businesses that can compete across geography in diverse commodities. Asian industrialization and urbanization is now the main driver of growth in demand for energy and materials. Demand for the output of these industries has risen sharply, reversing decade long trends to reduced real commodity prices. Supply responded with expansions of existing mining and processing operations, and large investment in new resource development. Development of new, lower grade or more remote resources was stimulated. Resource development by global entities in frontier environments reinforced the importance of effective forms of social contract, and of stronger environmental performance. The worst economic shock in decades provoked no significant pause despite large impacts on corporate ownership. State owned enterprises commenced unprecedented foreign direct investment in minerals and energy resources. A thrust towards resource nationalism re-emerged as governments sought to ensure that the export of state owned resources contributes more strongly to government revenue, reducing the burden of trade in scarce resources on other trade-exposed sectors. The unprecedented combination of forces at work has made future predictions difficult, with day-by-day volatility in anticipated corporate fortunes, and investment plans. The challenge for process innovation (and for exploration) has been to keep up, maintaining a lid on costs as lower grade and more challenging ore bodies are brought on quickly in a context of competition for land use, community expectations and continued care for natural and living environments. While new projects have provided the necessary platforms for implementation of innovative approaches, there is evidence that a gap may have emerged between the pace of growth and the pace of innovation. The history of a century of process innovation in the context of growth of output, declining resource grades and commodity prices is presented. The necessary conditions for accelerated process innovation are considered, and future needs and approaches are discussed. Keywords: process innovation, resource development

Sep 1, 2012

By J. Bhattacharya

In many different ways industrial raw materials resources industry as a whole has accepted the principles of sustainable development and has made a commitment to move toward this goal. The critical question now is ?how?? While many companies have adopted policies and are implementing community relations programs, sustainability is not always ?lived? throughout the organization. While traditional programs and commitment from the top are critical, employees within all functional areas can advance sustainability. Individuals can make difference at all organizational levels, and it is this collective action that is so critical for enhanced financial performance as well as the preservation of the industry. Keywords: value chains, sustainability, legislation, auditing process

Sep 1, 2012

By Eberhard Gock

The worldwide implementation of corrosion protection of low alloyed automotive metal sheets by zinc coating has led to supply shortages of zinc free non-alloyed steel scrap in the foundry industry. In a collaboration project, partly financed by the German government, with partners from the automotive industry, zinc metallurgy, scrap trading, foundry industry, and plant construction, a new acid-based pre-dezincification process has been developed, and a pilot plant with throughput of about 100 t/d has been put into operation at the Clausthal Umwelt-Institut GmbH (CUTEC) together with the Clausthal University of Technology in Germany. During the treatment process, acid from a zinc metallurgical plant will be supplied, which can be recycled to the primary zinc extraction process after raising the zinc concentration to more than 130 g/L zinc. This way, the separation of small amounts of iron by precipitation and the electrolytic zinc winning are outsourced and, as a result, the pre-dezincification process runs waste-free. In Germany, the amount of zinc coated ?new scrap? is approx. 3 million t per year with a zinc content of approximately 60,000 t per year. The possible additional incomes for the dezincified steel scrap are in the order of ?40 to ?50 per ton of scrap, the gained zinc content during the acid dezincification defrays the costs of the process, if the throughput is more than 700 t/d. In comparison to conventional dezincification during the electro arc furnace process followed by upgrading in a rotary kiln (Waelz process), the acid dezincification process running at a maximum of 50°C will cut the energy costs by up to 74% and the CO2 emission by up to 88%. In fact, a demonstration plant is being designed right now and will be installed for processing a part of the zinc coated metal scrap from the Volkswagen AG in Wolfsburg, Germany. Keywords: steel scrap, zinc-coated steel, dezincification methods, acid

Sep 1, 2012

By S R. Green, G D. Corder

The legacy issues from mining can, and have often, extended well beyond the closure of operations. However, conventional cost-benefit analysis provides little incentive to implement initiatives at the project development stages of a new mining project as the costs that will be incurred towards the end of the mine life, 20 years or longer, appear minor in net present value (NPV) terms. This analysis can be misleading as the true costs of managing post-mining land can continue for many years, or decades, after mining ceases and any resulting unfavourable legacy issues can delay or prevent government permits or licences to develop new resources. Proper upfront planning is critical for implementing successful rehabilitation and closure strategies. The investment in this planning needs to be done in a structured and rigorous manner taking into consideration the long-term and broad benefits of sustainable land uses after mine closure. The advantages of such an approach could include the streamlining of regulatory approvals by early advice to the regulator of identified issues and responses to those issues, and clear evidence that a strong social licence to operate ethic with local, regional and national benefits is included in the decision-making process. This paper investigates the potential closure options for two case studies at the early stages of project development - concept and prefeasibility. By using a sustainability framework that can identify opportunities and risks, prospective initiatives that deliver enhanced environmental, community and social benefits will be compared with compliance-orientated approaches. This comparison is made across the Five Capitals Sustainability Model - natural, human, social, manufactured and financial. The results of this analysis demonstrate that upfront planning during project development and due care and effort during the life of the working mine will reduce the risks of long-term detrimental legacy issues. This will ultimately benefit the mine operator, the local community and the state.CITATION:Corder, G D and Green, S R, 2012. Using a sustainability assessment framework to achieve enhanced legacy outcomes, in Proceedings Life-of-Mine 2012 , pp 311-318 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 10, 2012

By L Lorenzen, H Muller

"Every year a large number of projects are evaluated by small listed and unlisted mining companies that are hoping to find the ideal project, which will catapult them from a mining junior status to that of a mid-tier mining company. Usually this includes finding the æidealÆ or ærightÆ orebody and then developing a process which will allow cost-effective recovery of the valuable metals and the production of a saleable product. These dreams are seldom realised and there are a number of good and obvious reasons for this. Issues that are generally high up on the agenda for the smaller companies are: cost of developing a project before the feasibility study stage finding a suitable, or optimum processing technology financing of the project dealing with risk.The most expensive part of the development process for the small miner is often the exploration side of the business and finding the æidealÆ orebody. However, finding the right orebody will not be discussed in this paper. The æidealÆ orebody does not necessarily solve the problems of the mining junior, as much of the uncertainty lies in the process required to recover and produce the final metal product. Once a mineralised deposit has been identified and the grade at least reasonably qualified, the development of a suitable process becomes the driver to convert the deposit into an orebody. This paper proposes that a small exploration company has a very limited opportunity to succeed if it does not do sufficient homework before it identifies the æidealÆ orebody. The risk profile for the small mining company, by its very nature, has to be different to that of a major company and as a result the opportunities often lie in managing different and often new process options, which may be the key to bring such projects on line successfully.CITATION:Muller, H and Lorenzen, L, 2012. Project selection and process development for mining juniors, in Proceedings Project Evaluation 2012, pp 149-158 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

May 24, 2012

By Lv Guozhi, Niu Liping, Liu Yan, Zhao Qiuyue, He Jicheng, Zhang Ting’an, Dou Zhihe

"This paper proposed a new method of Mg and Cl2 circulating for titanium sponge production by direct pyrolysis and thermal reduction process. Effects of pyrolysis temperature, pyrolysis time and partial pressure of oxygen on pyrolysis efficiency were researched, and the crystallite structural transformation of MgO productions at different pyrolysis temperature and time were analyzed by XRD. The experimental results indicates that the pyrolysis temperature and time effects the pyrolysis efficiency obviously, and the reasonable pyrolysis conditions by using MgCl2 in molten state are as follows: the pyrolysis temperature is 1100?, pyrolysis time is 60min and the partial pressure of oxygen is 100%, the pyrolysis efficiency get above 95% at this conditions. The dynamic analysis of molten magnesium chloride pyrolysis reaction shows that, as a chemical reaction process control, the response of the apparent activation energy Ea=70.4 kJ/mol.IntroductionTitanium is a young metal, it is applied in industrial until the Second World War. It is 160 years from the discovery of titanium to the industrial production of ductility titanium by magnesium reduction method in the United States in 1948. As a new kind of metal, titanium and titanium material are better than the traditional metal materials in mechanical properties, heat resistance and thermal conductivity. Titanium is a kind of landmark structure and function material, which is called “space metal”, “Marine metal”, “Intelligent metal” [1-3]. Although the study of new methods of titanium melting get more at present, Kroll method and Hunter method are really applied to industrial production methods for titanium smelting, and Hunter method is already discontinued because of costs at present. The core technology in Kroll method of sponge titanium production process can be ome down to two circulation, namely the cycle of magnesium and chlorine in preparation-process of titanium sponge. In the traditional Kroll method, the cycle is realized through magnesium chloride which is produced by the electrolytic magnesium reduction process in hot molten state. But because investment of equipment for electrolysis method is too high, this method has not been used by most titanium sponge production enterprise in China. At present most titanium sponge production enterprise in China produce titanium sponge by the outsourcing of titanium tetrachloride, but the main disadvantage of this method is that the by-product of magnesium chloride is difficult to deal with."

Jan 1, 2012

By D. Nardini

The need to move towards faster and safer mine development is a key priority in mining houses globally. In addition to this, South Africa faces an array of challenges introduced by labour-intensive operations; hence a study was conducted to look into improving development rates and labour productivity, specifically in the areas where trackbound flat-end development is required. The aim of the study was to propose a method to deliver fit-for-purpose tracked tunnels that advanced at a rate of one blast per end every single working day. A major part of the study was to optimize the selection of an appropriate trackless fleet and mitigate any constraints introduced with the mechanization. This was done by creating scenarios, based on a typical case study, looking into the aspects around safety, mine design, mine activity cycling, men and machine requirements, service installations, and trackless-trackbound interfaces. The case study was based on a deep-level gold mine developing twin headings with connectings; however, with the move to extend and deepen platinum operations it is foreseen that twin end development will become more prevalent due to ventilation, logistical, and other requirements. With the introduction of the trackless mechanized system suggested, development rates of 56 m of system advance are expected (189 m total development), with on an average of three headings and fixed blast times. Scenarios run with multi-blast conditions yield expectations of 75 m/month advance of the system, significantly higher than the conventional performance seen today.

Jan 1, 2012

By H. Mischo, R. Ellmies

Uranium has been mined in Namibia since the 1970s. The worldwide increasing need for energy in the early 2000s has led to the development and opening of a second uranium mine in 2007 and has triggered an increased interest in uranium exploration, often referred to as “the Namibian Uranium Rush.” In all, four mining licenses have been granted by the Namibian Government, which currently has two mines in operation, a third undertaking trial mining and the fourth in project finance negotiations. In addition, highly intensive prospecting activities at additional deposits are at an advanced stage. The finalization of the strategic environmental impact assessment (SEA) on uranium mining in 2010, the first of its kind and scale in the world, has enabled the Namibian government to assess this uranium rush and its tremendous legal, socioeconomic and environmental impacts and to prepare for the different future scenarios conceivable when this article was written in 2011, including both a skyrocketing and a complete breakdown of demand scenario. The Fukushima disaster and plans of the Namibian government to significantly increase royalties and company taxes in 2011 have threatened the market situation, forcing investors to reevaluate Namibian uranium mining projects. However, with the tax and royalty increase initiative since withdrawn, most projects are back on track at this point in time.

Jan 1, 2012

By D Audeyev

The Cooljarloo North Mine has been shaped not only by operational and processing challenges, but by climatic and economic factors. This paper outlines some of these challenges and discusses how the operating strategy has been altered over time to mitigate the impacts.Since commissioning the wet concentrator in 1999, there have been many typical operational challenges to maximising valuable heavy mineral (VHM) recovery. These include: varying in pit feed grades, different slimes types and volumes, sizing extremes between VHM and trash minerals and decreased equipment reliability handling rocky ore. These issues were successfully mitigated by: in pit extraction strategies, upgrade of the de-sliming circuit, thickener modifications and flocculent changes, installing upgraded and additional spiral capacity, and various Feed Preparation Plant screening initiatives. Combined with the ingenuity, persistence and patience of the operating team, VHM recovery >95 per cent has been achieved.However, typical processing challenges have not been the only hurdles. Reduced rainfall and water availability has necessitated the strategic co-disposal of tailings and slime to increase the speed of water recovery: groundwater abstraction and water storage strategies have also been altered. With an observed reduction in the speed and magnitude of groundwater recharge, overburden backfill scheduling has become a priority mine planning function.Combined with the above challenges, the prevailing foreign exchange rate and mineral product prices have impacted profitability. At the height of the Global Financial Crisis in 2009, major changes to the operating strategy were made to maintain a viable dry mining operation in 2010. Working with the mining contractor the existing scraper and semi-fixed Feed Preparation Plant set up was replaced with a movable in pit dozer trap facility. The end result of changes to the mining method and primary screening was a ten per cent reduction in unit costs. This article will elaborate on some of the above mentioned challenges and successes achieved over the past ten years of operating the Cooljarloo North Mine.

Oct 5, 2011

Real-time data collection and plant historians are becoming common place in mining and processing plants. This vast quantity of data must be turned into easily accessible and actionable information for all levels of the organisation.Queensland Nickel use a combination of Microsoft and SAP business intelligence tools to collect, cleanse, aggregate and present plant information to the appropriate people for supporting decision making in the business. SAP Business Objects, for visualisation, and SAP MII, for integration, allows complex and accurate metrics to be delivered as real-time dashboards. Designing a rigid data management architecture to segregate the data collection, integration and logic and visualisation into distinct logical layers, allows for rapid report development and greatly assists with IT maintenance, while also minimising the complexity of any customised programming. This type of architecture ensures a common data source for all business reports, ensuring one version of the truth. The past few years at Queensland Nickel have seen process and maintenance engineers spending considerably less time collecting and integrating data and spending more time analysing what is happening in the plant. Real-time reports and dashboards have been developed around the business needs rather than around the data. Two years ago Queensland Nickel introduced an employee bonus scheme based upon meeting monthly performance targets; an easy to use dashboard that allows everyone, from operators through to management, to monitor these metrics day-to-day.

Sep 26, 2011

By J Jackson

The term geometallurgy (or geometallurgical) first appeared in the literature some 40 years ago and has a wide range of definitions and perspectives which increases the barriers of communication between practitioners and across functional groups and management levels within organisations. However the consistent theme running through the diversity of definitions and perspectives is the requirement for close collaboration between the relevant disciplines. This concept of geometallurgy arguably goes back to the earliest days of the exploitation of mineral deposits, through the mid-1500s to the beginning of the 20th century.This holistic and integrated view was diminished during the 20th century due to a number of factors which included the commencement and continuing upward trend of large-scale mining and the expansion in production, the rise of scientific and classical management theories and methodologies, increase in specialisation and the development of traditional project planning. The re-emergence of geometallurgy in the late 20th century required the relevant functional units and disciplines to collaborate as a team. This necessitates a common understanding that the geometallurgical program’s goals must be obtained, which requires clear and consistent communication, particularly with the modern trend of virtual teams.A multi-dimensional construct is proposed to assist in providing a consistent approach in the communication of the context and purpose of both general and specific geometallurgical programs, thus simplifying communication. This geometallurgical construct consists of the dimensions of process span, response knowledge, variability knowledge, spatial knowledge, application and project phase in relation to extraction process(es) applied to geological materials from a mineral deposit. These dimensions are then linked to the phase of mineral project development in which the geometallurgical program is being applied, which ranges from advanced exploration through to operational execution. This paper outlines the multi-dimensional construct with examples of how the context, purpose and scope of geometallurgical programs can be clearly delineated and communicated.

Sep 5, 2011

By R C. A Minnitt

The Witwatersrand Supergroup is host to the world’s largest gold deposits. The location, quantity, grade, continuity and other geological characteristics of a Mineral Resource are either known, estimated from specific geological evidence and knowledge, or interpreted from a well constrained and portrayed geological model. Establishing such a model is an integral part of the evaluation process in the Anglogold Ashanti (AGA) group, and is referred to as a Geoscience Business Model for the mining operations. The geological model established over the years has relied on detailed descriptions of the mineralisation, and understanding of the regional and local geology of the Witwatersrand sediments, in the West Wits and Free State goldfields. The processes of data collection in regard to underground stope and developing mapping, structural and sedimentological mapping, and the geological inputs to mine planning systems are described, together with aspects of drilling, sampling, grade control, and data management. Anglogold Ashanti’s Geoscience Department employs a complex and unique process to generate the Mineral Resource, including a 3D geological structure model of the orebodies which are usually highly faulted, and a robust mineralisation/facies model on which the decisions about domain boundaries are established. A Mineral Resource Inventory System (MRIS) has a dynamic graphic interface to the resource database that is used for compiling the resource statement. It is also used to determine the gold-called-for, as well as short and long-term planning. A unique estimation process using the extensive closely spaced stope face sampling database and the more widely spaced surface drilling information is used in combination in the Macro Co-Kriging estimation. The use of different support sizes in the C0-Kriging process is preceded by the equally unique ‘clusterisation’ and ‘acceptorisation’ procedures by which the data are quality controlled and assured prior to their use in the kriging process. The Mineral Resource and Ore Reserve estimates are classified according to the SAMREC code through a method that ensures that they are compliant, auditable, transparent and reconcilable with previous Mineral Resource and Ore Reserve statements.

Aug 22, 2011

By C Fountain

Australian mining and engineering companies have increasingly been investing in the mining industry in Brazil. It is a country of enormous mineral and agricultural wealth, with a well-established mining sector. Some Brazilian mining companies and personnel have been journeying in the opposite direction. There are significant differences in the approaches to engineering between the Australian and Brazilian industries that can cause confusion for companies operating in the other country. These range from differing expectations during the various stages of feasibility studies to style of plant and contracting strategies during the construction phase of projects. Some of the differences are driven by tax regimes, labour costs, or different settlement patterns. Others are the result of different histories and pressures on the industries in the two nations.This paper describes some of the differences in approach found in the two countries and some of the reasons for them.

Aug 8, 2011

By C Dick

Over the past three decades, mining operations have seen a significant increase in the use of contractors for mining, camp management and catering, recruitment, maintenance, power management, and commissioning. More recently contractors have been engaged for stores and logistics, OH&S, environmental, exploration, training etc. In some countries, such as South Africa, the trend is towards total outsourcing of all aspects of a mining operation which is coordinated by the owners’ management team.During the Global Financial Crisis (GFC) more Australian companies considered and/or took on this approach to recruiting for both projects and operations as mining companies were forced to rethink their corporate strategies as commodity prices plummeted to low levels, pushing operations and projects into potentially financially unviable territory.This paper discusses the labour recruitment, commissioning and operating strategy of Western Areas NL (WSA), with the assistance of Independent Metallurgical Operations Pty Ltd (IMO), as it progressed construction, commissioning and operation of the Cosmic Boy nickel concentrator at the Forrestania Nickel Project during and post GFC. The use of IMO contractors allowed Western Areas to mitigate labour cost risk during the uncertainty caused by the GFC and let their management team focus on the task of bringing a new operation into viable and profitable production.

Aug 8, 2011

By G Danckert

The key technical theme of ‘orebody knowledge’ has been applied by Rio Tinto in the Pilbara iron ore precinct from 1966, when operations first started there. It forms the basis of present day application, as well as planning for the future.This paper will review how the early towns and mines commenced and how they formed the basis of Rio Tinto’s early operations, on which the Pilbara precinct has been based. A profile of the last decade of Pilbara growth will be highlighted, together with the current integrated network of mines, rail and ports and the next generation of expansions.The paper will specifically describe the Rio Tinto process of significant resource evaluation, including comprehensive drilling programs and the conversion from resource to reserves. It will also describe the overall mine planning process, both from the strategic view, as well as for short-term mine plans.The ability to innovate in resource development will be discussed. This will include not only the technical dimension of changing cut off grades, use of low-grade ores and managing low-grade stockpiling and beneficiation, but also the broader application of new technology and innovation in the iron ore business.

Jul 11, 2011

By John F. Kearney

Labrador Iron Mines (?LIM?) Schefferville Projects consist of 20 major DSO deposits lying along a 120 km strike length in both the provinces of Newfoundland and Labrador and in Quebec. The town of Schefferville, Quebec lies close to the middle of this 120 km strike. LIM?s various properties comprise twenty different iron ore deposits which were part of the original Iron Ore Company of Canada (?IOC?) direct shipping Schefferville operations conducted from 1954 to 1982 and formed part of the 250 million tons of historical reserves and resources previously identified by IOC. LIM intends to develop all these resources in five separate stages. The first four stages will see the various deposits treated in three beneficiation plants, to be built adjacent to several of the deposits that comprise the Central, South Central and North Central Zones. The final stage is not yet planned but will likely involve a fourth plant. A Feasibility Study has not been completed on any of these Projects. LIM plans the development and mining of the various deposits in separate Stages. It should be noted that only the James and Redmond deposits have been permitted. All other deposits require environmental assessment and permitting. Only the James and Redmond deposits have been subject to detailed mine design. The Houston deposit has had preliminary mine design carried out. All other deposits will require detailed mine design when further geological data is collected and compiled. Detailed metallurgical testwork has been carried out on blue ore from James, Houston, Redmond and Knob deposits and to a more limited extent on yellow and red ores from these deposits. Only limited review work has been carried out on the high-silica blue ores. All of this work will be needed to be complete to confirm the final process routes. Additionally some metallurgical work will be required to be conducted on each of the other deposits to characterize their metallurgical response and to confirm expected recovery levels. Detailed mine design and metallurgical testwork has been carried out on those deposits that will form the basis of production for the initial years but further exploration, testwork and design is required for all the remaining resources. The first plant at Silver Yards and mine construction at James are now complete and initial production is expected in the spring of 2011. Metallurgical testing of the first stage deposits has established that the ore can be successfully upgraded to marketable standards. Based on the current testwork, a program of plant enhancement on the Silver Yards plant is now planned with the objective to increase both the plant throughput and recovery. Production of direct shipping lump ore and sinter fines is forecast at around 1.5 million tonnes in 2011 and, based on current and historical resources, growing to approximately 5 million tonnes in 2015 and thereafter. Production from the first four stages is expected to continue at about this rate through to about 2028.

May 1, 2011