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By Rajesh Sonkar, Sanjeev Kumar

The deployment of Dragline machines in opencast coal projects involves huge capital expenditure as well as operating costs. The mine operators always endeavor to ensure smooth excavation of material by the Dragline machines while meeting the major objectives of safety, minimal disturbance to environment and optimal operating costs. Optimization of fragmentation through well designed blasts is fundamental in meeting part of the objectives is good fragmentation of rock or mineral proposed to be lifted by the Dragline machine. If the overburden lying over mineral is not properly fragmented, it may result in formation of ‘Toe’ the removal of which is the most arduous task in opencast coal mines. The mine operators always endeavor to achieve best possible results in blasting to ensure smooth operation of the high cost Dragline Machine. However, despite continuous efforts by the blasting engineers involved in bench blasting for the machine, the formation of ‘Toe’ is an ever nagging problem faced in large opencast coal projects eventually reducing the overall operational efficiency of mining.

Jan 1, 2011

This paper details a brief history of the Australian gold industry from the 1980s gold boom to the present day, highlighting an industry characterised by innovation in plant design and junior companies prepared to "have a go", in contrast to the conservatism of many larger mining companies. Design flexibility, the innovation of new processes, the preparedness to exchange "process know how" and technology singularly differentiated the gold industry from other sectors during the 1980s to the present. The introduction of two stage crushing, semi autogenous (SAG) milling, and pebble crushing, mill innovations, carbon in pulp (CIP) and carbon in leach (CIL) and the North Kalgoorlie screen etc were all exciting changes in the industry.

Jan 1, 2011

While there have always been mining activities on the outcrops of the copper deposits around Tsumeb, large scale mining activities in Namibia only started in colonial times. Originally focusing on the known deposits, the then German Geological Survey and independent geologists soon discovered significant deposits all over the country. This eventually lead to intensive mining operations all over the country on copper, gold, diamonds, fluorspar and finally uranium. Ever since those days, mining has been one of the major economical factors of Namibia?s development, as shown in picture 1. In the Central Namib Desert mining on base metals started in 1901, and first uranium deposits were discovered as soon as 1910, later followed by others, this did, however, not lead to any mining activities on those uranium deposits in the following decades. [ ] The upswing in the use of nuclear energy in the 1960s and early 1970s triggered some extensive uranium exploration worldwide and also in Namibia. Several airborne radiometric overviews were conducted by the Geological Survey at this stage and eventually the first uranium mine was commissioned in 1976. In the following three decades, the focus of prospecting activities in Namibia shifted away from uranium again. However, since 2000 the forecast for a developing and growing global economy and its even stronger growing energy demand have triggered a large number of nuclear energy projects worldwide, thus increasing the installed nuclear energy generation capacity from 387 GW today to more than 490 GW in 2025.

Jan 1, 2011

By Pavel Vasak

Microseismic monitoring is becoming standard practice in the Canadian mining industry, particularly as mines get deeper. Full-waveform microseismic systems allow the operator to distinguish the event source mechanism, e.g., blast, shear slip or stress-induced fracture. At mine sites that heave a microseismic system operator blasts are manually identified by comparing the event waveform traces to the morning blast logs. However, this procedure is not routinely done at sites where a system operator is not present and this can lead to misinterpretation of the data at a later stage, particularly where the interpretation is outsourced, often many years later. It is critical to improve the microseismic data quality and consistency for processing and interpretation with a reliable technique to filter out blasts and blast related seismicity. This paper presents the development and implementation of a simple blast identification and filtering routine. The routine was developed specifically for Vale?s Creighton Mine about a decade ago, but is made sufficiently general so that it can be used at any mine site with an ESG (Engineering Seismology Group Canada) based full-waveform microseismic systems. The routine is strictly a post-processing procedure developed for use with the Access database data structure used by ESG. The algorithm was tested at Creighton Mine and a success rate of 80 to 90% was achieved, when compared to manual blast picks.

Oct 1, 2010

Gold rooms represent a high security area and preventing theft is a challenging task. Where gravity concentrates or high value unit intermediate products are present, particular and specific security procedures must be put in place. This paper describes the development and implementation which reflects best practice in gold room security. Procedures involving key holder systems, key locks, swipe cards and double locks preventing any one person having access to the gold room, including specific procedures for gravity gold concentrators, will be addressed. The use of monitoring and how to deal with alarms and potential hold ups will be reviewed. The use of cameras and archival DVD recorders is common in gold rooms. The use of electronic surveillance, movement detectors, seismic monitors and the two person policy and gold room entry procedures are described, including how to deal with visitors. The importance of confidentiality regarding smelting and gold pick-up days, plus strategies employed to minimise storing large quantities of gold on site will be presented. The role of metallurgical accounting in providing quality auditable information and the minimum standards of record keeping required is discussed. The role of the Gold Squad will be outlined. Regular auditing and risk analysis and several case studies are cited where security was deficient or improved.

Aug 1, 2010

By Michael E. Karmis

New and developing communication systems en-able underground miners to, not only connect to the surface from an increased communication coverage area, but also to be discovered in the event of an emergency. Communication and tracking systems are required by the U.S. Mine Safety and Health Ad-ministration (MSHA) regulations, aiming to enhance health and safety and routine production in underground operations. Modeling a mine?s potential communication coverage area will increase overall coverage and efficiency of the communication network itself. Modeling the propagation of wireless communications enables ideal broadcast locations to be found when designing a communications network. Strategic placement of broad-cast devices results in a reliable communication network that can better withstand disruption in daily operation and during a time of emergencies. Research on wireless communication in mines has been ongoing since 1922, when the U.S. Bureau of Mines performed experiments in its experimental mine in Bruceton, PA (Schiffbauer & Brune, 2006a). Ac cording to Dobroski and Stolarczyk (1982), ?as early as 1922, Bureau of Mines experiments showed that radio propagation in mines was possible but not practical.? In 2006, the underground communication technologies available to the mining industry had inherent problems that limited communication capabilities. Because harsh underground mine environments significantly reduce line of sight and propagation range and introduce power and safety concerns, the overall effectiveness of underground communication technologies were limited. After several coal mining accidents in early 2006, the U.S. Congress responded with the Mine Improvement and New Emergency Response (MINER) Act, enacted

Jun 1, 2010

By J A. H Campbell

AK6 is a Cretaceous aged kimberlite located in the north-east of Botswana, close to Debswana's Drapa and Letlhakane Mines. It was discovered by Debswana in 1969, but was considered unattractive from an economic perspective. In 2003, Debot Prospecting Pty Ltd ('Debot') re-assessed the area and with the advent of new prospecting technology, particularly large diameter drilling ('LDD') and more detailed ground geophysical surveys found AK6 to be of interest. In 2005, the Boteti joint venture was formed between Debot and African Diamonds plc ('AFD'), which covered a number of Prospecting Licenses, including that which contained AK6.

Jan 1, 2010

By J. Hendry, K. Brady, J. Yorzyk

Drawing from the experience of nickel, copper, aluminum and mineral borates, this paper illustrates the business value that the mining, minerals and metals industry as a whole can gain from applying life cycle assessment (LCA) to products and operations. Through the use of case studies, the paper explores how companies and industry associations have used LCA to their advantage: from evaluating capital investments, meeting customer information needs, supporting new product applications, and developing credible marketing information on the environmental performance of their products. It also explores the dynamics of LCA adoption and integration within companies, and provides recommendations to further strengthen institutionalization of LCA.

Jan 1, 2010

In early June, Rio Tinto?s chief executive officer Tom Albanese said that he expected demand for iron ore, aluminum and copper to double in the next 15 years. Driven by global industrialization and urbanization, Albanese said during his company?s annual general meeting that to meet the demand in 2030, the additional supply required will be equivalent to replicating the iron ore output of Australia?s Pilbara region every five years, adding another aluminum production complex the size of Canada?s Saguenay every nine months and developing another copper mine the size of Escondida, in Chile, each year.

Jan 1, 2010

By Phil Shelton

What exactly does clean coal mean? Mining coal creates dust and releases methane gas. And burning coal liberates CO2 and emits particulates, including SO2 and NOx. Coal creates wastes that are often stored in unsightly and potentially dangerous slag heaps and lagoons. When clean coal technology is discussed, it sometimes seems that creating modern or ?ultra super critical? coal-fired power stations is presented as the main or even the only answer. However, there may be a more holistic approach. Using the energy potential of coal is always going to have environmental impacts. Some of these will be negative. But the need to secure future energy resources demands that society tackle these negative issues and find ways to minimize and offset them.

Jan 1, 2010

By Bill Mariucci, Gary Almeraris

All Rights Reserved. Printed in the United States of America. Information contained in this work has been obtained by SME, Inc. from sources believed to be reliable. However, neither SME nor its authors guarantee the accuracy or completeness of any information published herein, and neither SME nor its authors shall be responsible for any errors, omissions, or damages arising out of use of this information. This work is published with the understanding that SME and its authors are supplying information but are not attempting to render engineering or other professional services. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Any statement or views presented here are those of individual authors and are not necessarily those of the SME. The mention of trade names for commercial products does not imply the approval or endorsement of SME.

Dec 1, 2009

By Eder Salazar

El presente texto describe la tercerización u outsourcing en las empresas mineras como una forma de alianza entre las firmas colaboradoras para hacer eficiente las tareas fundamentales. Los elementos que conforman dicho manejo administrativo son: pluralidad de clientes, equipamiento propio, inversión de capital y retribución por obra o servicio. La tercerización, solo se desnaturaliza cuando se comprueba que la empresa tercerizadora no posee autonomía empresarial

Sep 14, 2009

By Robert Griesbach

One of the important decisions in the development of new mining concentrator projects is the electric power supply for the project. Key decision factors often include the production of power on site versus purchase of power from the grid, ownership of the power supply infrastructure and the choice of generation technology. In this sense, the paper introduce a methodology that will allow the evaluation of the various alternatives to supply electric power to remote mining and mineral processing sites in a consistent and equitable manner taking into account economic and technical considerations and providing the same degree of availability and reliability. The most employed evaluation method consists of carrying out trade-off studies between the various alternatives but care should be exercised so that the alternatives analyzed offer comparable operational results.

Sep 14, 2009

By Omar Enrique Cueva Arauzo

Dado que la minería es una actividad que no controla los precios de venta de sus productos, es necesario optimizar los procesos y bajar los costos de forma permanente. Pero, antes de eliminar o incrementar estos gastos, se debe realizar un diagnostico de los actuales procesos que va desde el punto de vista cadena de valor del negocio y así proponer un modelo de reducción de costos para el sector minero, como un factor influyente en la reducción de costos. En esta perspectiva, el presente texto señala las herramientas de gestión en el diagnóstico y evaluación de procesos en la minería para así plantear un modelo de reducción de costos para el sector minero como factor influyente en la reducción de costos.

Sep 14, 2009

By Janet Torma-Krajewski

Research has shown that an ergonomics process that identifies risk factors, devises solutions to reduce musculoskeletal disorders (MSDs), and evaluates the effectiveness of the solutions can lower worker exposure to risk factors and MSDs and improve productivity. A review of the Mine Safety and Health Administration (MSHA) injury/illness database indicated that 46% of illnesses in 2004 were associated with repetitive trauma and 35% of nonfatal lost days involved material handling during 2001? 2004. Even though these statistics show that MSDs significantly contribute to occupational illnesses and injuries in the U.S. mining industry, few mining companies have implemented an ergonomics process. Despite the many unique challenges in the mining environment, three mining companies partnered with the MSD Prevention Team at the National Institute for Occupational Safety and Health?s Pittsburgh Research Laboratory to demonstrate that an ergonomics process could be systematically implemented and effectively integrated with existing safety and health programs. Because these three mining companies were very different in organization, culture, and size, the ergonomics processes had to be modified to meet the needs of each company. A description of how these three companies applied ergonomics and the tools and training used to implement their processes is given. Prior to discussing the case studies, general information on the elements of an ergonomics process is provided.

Feb 1, 2009

By Russell Barr

Operational excellence is generally known as a management system integrated across critical functions that is geared towards continually improving operational performance. Functional areas such as health, environment and safety, quality and human resources are the focus of many corporate-wide operational excellence programs. Operational excellence also focuses on improving areas such as customer orientation, employee empowerment as well as process, and systems optimization. It is widely viewed as critical to sustaining business performance improvement. Although it is difficult to find a universally accepted definition, or even common foundation in many respects, operational excellence remains a popular term in the business world. Many organizations have developed their own version of organization excellence, influenced by such individual factors, other similar institutions or even third-party service providers. A mining organization is no different from other organizations in that adopting and implementing effective operational excellence programs can dramatically improve business execution and performance across regional or global interests. This paper brings together various perspectives of operational excellence and reconciles them for a useful composite for the mining industry. While most agree that operational excellence should include normal functions in a manufacturing operation such as production, maintenance and engineering and processes such as quality, environmental and continuous improvement, many other factors for operational excellence seem to vary from perspective to perspective. Thus, programs that manufacturers engage in may seem the same, but may, in fact, be different in key areas. This may affect organizational performance in tangible ways. Management must buy into the company?s definition of operational excellence and be dedicated to achieving it. A review of many of the existing definitions of operational excellence, explicit or embedded as part of a program, seems to yield the following common factors: ? It should help organizations better execute their processes and services. ? It should be geared towards improving quality ? It requires that the various operations should be aligned with the overall enterprise strategy. ? It should be geared towards continuous improvement. A composite of operational excellence definitions suggest that it is: ? Geared towards helping the organization achieve sustained profitability; ? tied to strategic alignment and business objectives; ? tied to solid investment strategies; ? integrated as part of the culture, process, time plan and performance; ? a relevant performance measurement system; ? extended to include all aspects of the supply chain (including external suppliers); ? integrated with health, safety and environmental (HSE) aspects. And, while the pursuit of operational excellence intuitively suggests that businesses should improve, it is very difficult to achieve given the difficult challenges facing companies today. Mining businesses face numerous pressures to perform in a global marketplace such as demand, energy cost, variable cost and pricing fluctuations as well as infrastructure challenges to further confound the environment. Companies generally must look to the following:

Jan 1, 2009

Addressing community concerns in relation to an economic activity, particularly when it causes significant community impacts, is especially important for the development of extractive industry projects. Pipelines comprise an integral part of many hydrocarbon developments, which may cause different effects on local economic development, communities and the environment compared with open cast mines. This paper explores community impacts associated with a case study of the oil pipeline æEastern Siberia-Pacific OceanÆ in the Republic of Sakha (Yakutia), Russia. Based on semi-structured interviews, conducted in 2006 - 2008 in Russia, the paper investigates claims of local communities about potential impacts of the pipeline development of their environments and economic activities as well as community claims for greater involvement in sharing the benefits from this major infrastructure project. A community of Indigenous people, Evenk, is likely to be most profoundly affected by the development due to impacts on their traditional activities such as hunting and reindeer herding. The paper examines in detail the regional economic, social, environmental and Indigenous peoples concerns over the construction of the oil pipeline and investigates actions and methods adopted by community organisations to voice their concerns about the pipeline development. Finally, the paper assesses the process of interaction between the pipeline developers and regional stakeholders.

Jan 1, 2009

By H Bateman, I Cawrse, G Carnes, S Cawrse

In developing mineral resources, the focus typically centres on the management of identified social and environmental impacts and compliance with regulatory requirements. However, opportunities to protect and enhance the environment and communities are most effective in the planning and design phases. Achieving the objective of integrating sustainability considerations as an element of design decision making requires that the design criteria be technically sound, relevant to the project and applicable to desired design outcomes. This is particularly important for projects employing virtual teaming, where design engineers may be geographically dispersed and are unlikely to be familiar with site specific sustainability challenges and opportunities. This paper documents the approach taken by BHP Billiton to incorporate sustainability principles, objectives and guidelines in design criteria for the Olympic Dam Expansion (ODX) project. It describes the range of inputs used in defining sustainability objectives which interface in a framework that is dynamic and transferable to other mining projects and to engineering design in general. The Sustainability in Design Criteria document distils statutory requirements, corporate standards, lessons learned and leading industry practice into a single coherent framework that supports engineers to approach problem solving as a holistic and integrated exercise with a long term perspective. The framework also serves to improve linkages between internal stakeholders by fostering greater communication, collaboration and innovation to deliver more sustainable outcomes through the design process.

Jan 1, 2009

By T Harrington, M Cox

There have been many changes in the Australian mining industry during the last 30 years. One of the most dramatic changes, from a geological perspective, is the reduction of in-house geological staffing and an ever increasing reliance on contract and consulting services. As a result, there has been a change in the way geological information is generated, managed and retained within the industry. This paper describes the changes that have taken place in the industry, provides two case studies of how companies manage their geological Intellectual Property and reviews some of the issues associated with management of in-house and outsourced geology services.

Jan 1, 2009

By P A. Tilyard

There have been enormous changes in mineral processing in the past four decades. For example grinding mill power has increased by an order of magnitude, regrinding is done to -10 microns and flotation machines are 100 times bigger. Operating staff have unprecedented opportunities for online monitoring and performance control of mineral processing plants. Sophisticated instruments can provide a plethora of data characterising the mineralogy and surfaces of particles. Digital computers allow complex calculations on huge amounts of data including modelling and simulation of machine and plant performance. However, all these changes have not necessarily lead to better metallurgical results. An analogy can be drawn with the thoroughbred racing industry in Australia. Significant advances in scientific knowledge in animal genetics, physiology, biomechanics and nutrition applied to the business have resulted in only a two per cent reduction in winning times for the Melbourne Cup and Caulfield Cup since the 1920s. A critical look at some mineral processing metrics suggests similar failures to improve performance despite putting in more resources. In fact certain parameters such as operating times and plant start-up performance are considered to have remained static or even deteriorated. There has been an emphasis on 'process' at the expense of 'outcomes'. The industry's strength has been in finding technical (or 'hardware') solutions while its weakness has been at the people end of the business in maximising and consolidating the gains from the technologies. Some trends in plant design over these years have exacerbated the apparent deskilling of operating and technical staff. Despite unparalleled options for communications, some staff are embarrassingly uninformed about technical developments in their fields. The 'boom and bust' cycles of the industry, together with trends in tertiary education and the effects of fly-in, fly-out (FIFO) operations, raise serious questions about the sustainability of human capital in the mineral processing sector. This paper by two experienced mineral processing engineers, with contributions from other senior practitioners, reviews these trends. While there may be an element of 'the older we are, the better we were', it is an attempt to identify the issues and propose solutions.

Jan 1, 2009