Search Documents

By Steven K. Ruggieri

This report describes the operation and maintenance of the Mobile Inert Gas Generator for use in the Remote Sealing System for fighting underground coal mine fires. Seals are emplaced in mine passageways between the fire zone and the rest of the mine isolating the fire zone from the mine. The seals consist of fly ash that has been pneumatically conveyed via inert gas through a borehole connecting the surface and the passageway, Inert gas is used as the fly ash seal transport medium (instead of fresh air) since the introduction of large volumes of fresh air in the vicinity of the fire zone would be undesirable. The inert gas generation equipment is mounted on two flatbed trailers, the "hot" trailer and the "cold" trailer. The hot trailer contains the combustion and cooling equipment. The cold trailer contains the moisture removal and compression equipment necessary to convey the fly ash. The system is self-sufficient and requires only fuel and fly ash deliveries. The Inert Gas Generator has been thoroughly performance tested and has been operated in the field for approximately 200 hr. The system was employed in the demonstration of the entire Remote Mine Sealing System at the Jenney Mine in the Fall of 1978. The system is currently available for fighting any future underground coal mine fires.

Jan 1, 1980

By Anu Martikainen

Utilization of belt air in underground coal mines has been discussed extensively during the last decade. The Final Report of the Technical Study Panel on the Utilization of Belt Air and the Composition and Fire Retardant Properties of Belt Materials in Underground Coal Mining formed by the Miner Act of 2006 recommends research on leakage, use of booster fans, and escapeway safety. This paper discusses the role of ventilation modeling in evaluating primary escapeway pressurization in a three-entry development system to improve emergency escape in a coal mine using belt air. The intake entry of the NIOSH Bruceton Experimental Mine was pressurized using a 1.1 m (42 in) diameter, 37 kW (50 hp) fan. The work details air movement in the simulated three-entry system and the resulting leakage patterns. Three mine ventilation software packages were compared to analyze their performance in predicting the airflows and leakage conditions with different fan settings. NIOSH researchers found that the measurement results correlated well with the results of modeling.

Jan 1, 2010

By Mark R. Lamb

The treatment of slime is of special interest to those engaged in cyaniding gold- and silver-ores. The usual practice is to make as small a percentage of slime as possible. In many instances the slime is given no treatment, but is impounded in dams in the hope that the future will develop some method of economically treating this product. The filter-press was the first step upward from ordinary decantation, but, on account of heavy labor-charge and high cost, its use has been limited to high-grade material. The slime at the Combination mill at Goldfield averages perhaps $20 per ton, and although the values are quickly dis solved the filter-press installation was not entirely satisfactory, resulting in the erection of the canvas-cell filter, developed by Chas. Butters and his staff. This filter is a great improvement over the filter-press, and the following description of it will be of interest to those engaged in treating slime produced in crushing ores, especially in view of the fact that, by the use of this filter, slime can be treated at a lesser cost and with a higher percentage of gold- or silver-extraction than in the ordinary treatment of sand; and, moreover, the initial outlay for an all-sliming plant is less than that for the ordinary sand- and slime-plant. The economy of construction of the Butters filter-plant is clearly shown in Figs. 1 and 2, which illustrate the 20-frame filter of 40 tons capacity, now being installed by the Nevada Goldfield Reduction Co. In this construction the slime-pump is so connected that it call pump to or from either tank or the filter by changing the valve-settinga—a combination which is necessary in this particular installation, since sufficient fall is not available for filling and discharging the filter by gravity. Ordinarily, a slime-plant comprises: a filter-box with frames

Jan 1, 1908

By Vinay Kumar Agrawal, Rama Nath Praharaj

IMFA Group is the largest producer of Charge chrome not only in India but also in Asia. This Group has plants situated at Therubali and at Choudwar. They also have a Thermal power plant at Choudwar which not only caters to the power requirement of Choudwar plant but also supplies power to Therubali. The plants are fed for Chromite ore through the captive mines namely Nuasahi Chromite mines (40.47 Ha) , Bangur Chromite mines(37.34Ha), Sukinda chromite mines (116.76 Ha), Mahagiri Chromite Mine(73.777 Ha) and Chingudipal Chromite mines (26.62 Ha). Nuasahi Chromite Mine, which is situated in Keonjhar district, is an underground mine and is based upon best technological advancements in the industry. The underground mining operation is certified under ISO-9002, ISO-14001and OHSAS 18001. This not only shows the concern for the quality, environment but also for the health of the employees. The Nuashahi is the first chromite mine to backfill the opencast excavations created during the last 50 years and carry out the production from underground area below the opencast workings. This paper deals with the state of art technology of sub-level open stopping in thin ore bodies. The under-ground mine openings was started in the year 1997. In next four years the production of chromite from underground was started.(2001). At present the mine is in a good shape with several running stopes. Today it is producing around 10,000 Mt per month of chromite. The development of the mine is carried out with an average of 200 mtr per month of tunneling. The mine is having a mechanical ventilator having a capacity of24000 M3 per hour at 50mm water gauge, thus feeding sufficient air for the persons working in underground. The mine is being dewatered through a most modern positive suction sump, having a capacity of 500 cum and operated with 120 HP pumps. After commissioning of this sump in the year 2003, the mine has taken a quantum jump in production with remarkable saving in power consumption.

Jan 1, 2007

By William C. Baldwin

Unitization and containerization continue to grow with great rapidity throughout the world today. Every industrial nation outside of the Iron Curtain is devoting more and more time toward research of these developing sciences. Unitization and containerization are proving to be the solution to many of modern industry's most pressing handling and shipping problems. Manufacturers make large savings, carriers receive many benefits, and customers take an increasing interest in demanding that their shipments either be unitized or containerized. Unit-loads consist of items, packages or bulk materials pre-assembled into a convenient mass for handling by mechanized equipment and to fit the internal dimensions of carriers. It has been found that unitized handling and shipping offers cost savings too great to be ignored by anyone interested in the distribution of goods. At present, the benefits from unitized shipping and handling are being enjoyed only to a small extent due to the failure of many persons concerned with handling practices in recognizing only some of the advantages of unitization. Before the full benefits of unitized handling and shipping can be realized, some major changes in packaging and distribution practices will be necessary on the part of industry. Numerous investigations in the last two years show conclusively that there are more advantages and more inherent savings for shipping goods on pallets in unit loads than by any other method. There is no question that unit-load handling can offer significant advantages to the user over piece-by-piece package handling. Reduction in handling costs is the primary objective of such activities, but it is by far not the sole objective. Some of the other benefits that can be realized are:

Jan 1, 1973

By C. W. Hall

MINE executives, as a rule, have always been willing to adopt new ideas of operation, or to listen to proposals which might increase the effectiveness of their enterprise, more especially so if they could be shown how definite results might be attained by introducing any conception suggested. In these days of high wages, high cost of supplies, and high taxes, operators are even more inclined to accord consideration to innovations or improvements, and many go so far as to employ men to conduct special investigations and make studies for the purpose of advancing production. Where a man is brought into an organization to do work of an efficiency nature, it often creates resentment among the operative heads because of having their work directly scrutinized, or investigated, and there is a tendency, if not actually to obstruct, to fa.il to cooperate; in which case the investigator is handi-

Jan 1, 1925

By P Mitchell, S Pushpan, G Ferres, K Bobbermien, L Hudson

"Falling commodity prices and a rising supply surplus have ushered in a period of restraint in capital project investment across the global mining and metals sector. Competition for capital project funding has seen fewer projects progress through investment gates and a stronger focus on projects that deliver gains in capital productivity and strategic outcomes.Over the course of the 2015 financial year, EY conducted a study of 108 projects in the global mining and metals sector (EY analysis; Larsson and Ericsson, 2014; SNL Financial, 2015). The projects studied were at various life cycle stages and related to the development of copper, iron ore, gold, coal, nickel and other commodities. Each individual project investment exceeded US$1 B, and the studied group represented a cumulative investment value of US$367 B.The research found that the majority of projects were delayed and/or over budget when measured against the initial estimates made during the early stages of the project life cycle. Of the surveyed projects, 69 per cent were identified as facing cost overruns with an average overrun of 62 per cent above the initial estimate and 50 per cent reported schedule delays, even after remedial acceleration initiatives.The analysis found that budget and schedule overruns could be attributed to five key causes:project management factorsstakeholder conflictsresource constraintsregulatory, and policy-related challengesunfavourable external environment.Improving project delivery performance starts with successful planning, followed by rigorous management during delivery. From global experience on large and complex capital programs, EY has observed a consistent theme of underinvestment and a lack of focus in three often-overlooked but critical areas:implementing effective governance and reporting frameworks with lead indicators that reliably flag emerging risks while they can still be mitigatedallocating adequate cost and time contingency to account for risks across the life cycleenhancing the value of contingency by aligning contingency plans with scenario plans.This paper explores the surprising findings of the study, proposes a root cause model and examines key considerations in applying these critical enabling techniques.CITATION:Hudson, L, Mitchell, P, Ferres, G, Bobbermien, K and Pushpan, S, 2016. Are your megaproject schedules and costs under – or out of – control?, in Proceedings Project Evaluation 2016, pp 75–85 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By Steve Karl

President Reagan may be "a nice guy," but he is "misinformed, misdirected, and misadvised," when the subject is the state of the US copper industry, according to Sen. Dennis DeConcini (D-AZ). DeConcini took the opportunity as keynote speaker at the Arizona Conference AIME in Tucson to fire a few salvos at the Reagan Administration's industrial policies. "American copper used to stand above the rest of the world," he said. Now 21,000 copper workers, about half of the total, are out of work due to less expensive foreign imports. "Those 21,000 are real people, not statistics," he said. US production has been cut to one-third of its capacity, he said. And the Administration shows no signs of changing its position to favor US copper protection. "Third world copper towns are booming," he continued, "while ours are dying." Regardless of profits and despite oversupply, Chile continues to produce, he said. And, while US mines continue to close, "the International Monetary Fund (IMF) is handing more than $1 billion to six copper producing countries." President Reagan wanted $8.6 billion from the IMF. "I'm damn mad about it," DeConcini said. "For the life of me, I can't understand how this Administration can stand by while this industry is brought to its knees." Last year, the International Trade Commission ruled that imports were injuring domestic copper and recommended relief. The President, DeConcini said, vetoed those recommendations. DeConcini softened his tough talk a bit saying the President's image makes it difficult for people to not like him or stand up to him. "How can anyone stand up to President Reagan?" he asked. "He's such a nice guy. But it's time someone did. He's just misinformed, misdirected, and misadvised. We must take real action and we must have a president who understands this." DeConcini said he has introduced legislation aimed at helping domestic copper. It would limit copper imports to 385 kt/a (425,000 stpy). Imports now stand at about 635 kt/a (700,000 stpy). The bill would also impose a $0.33/kg ($0.15-per lb) duty on foreign copper. DeConcini called the duty a sort of "environmental equalizer" because that is the amount domestic producers must spend on pollution control devices. Foreign competitors do not have such controls, he said. "I face people who are damn mad that this country is being pushed around," he concluded. "It's time we stand up and say we can be competitive. If they (foreign countries) put an import duty on our stuff, we will do the same. It's time this country stopped being the nice guy." As if to underscore domestic copper's desperate situation described by the Senator, Duval Corp. announced about the same time as the meeting that it has nearly closed its eastside office in Tucson. Staff has been reduced from 120 to four. Spokesman Dean Lynch said the four will consist of President A. Everett Smith, a secretary, a person in environmental affairs, and another in purchasing. Duval is also selling an office and a laboratory in Tucson. Pennzoil Co., Duval's parent, has been trying to sell the company for more than a year. It began dismantling Duval in November 1984. Pennzoil took over its subsidiary's profitable sulfur operation in Texas, sold the New Mexico potash facility, and spun off gold interests in Nevada, forming Battle Mountain Gold. Northwest Mining Association - Spokane Rock Jenkins, Associate Editor The true role of minerals needs to be realized by both the policy makers and the people of the US, according to Robert Dale Wilson, director of the Office of Strategic Resources, US Commerce Department. In addition, a re-thinking of the theory of free trade and competitive advantage is necessary. Wilson made his remarks in December at the opening luncheon of the 91st Annual Convention of the Northwest Mining, Association in Spokane, WA. At a later press conference, Wilson said one of the mining industry's main problems is that its presence in Washington has been reduced in the past few years. Part of this can be seen by events within the American Mining Congress (AMC), he said. "The problem with AMC," Wilson said, "is that in 1981, when Reagan came in, no problems were seen for mining and a lot of their (AMC's) lobbyists were let go." He

Jan 1, 1986

By Daniel Hodouin, Bruno Girard, Claude Bazin

"Mineral processing and smelting operations have the reputation of being complex processes. Process operators of these unit operations have acquired from experience and basic training a superficial understanding of the relationships between process output and manipulated variables. This understanding, which is a very valuable know-how for process control and optimization as well as for operator training, is however difficult to extract. This paper describes a time series based approach that can be used to extract this know-how, which can subsequently be used for operator training. The method is illustrated with an example taken from a smelting process.IntroductionThe emergence of Total Quality Management and Statistical Process Control philosophies in the North American industry (Brown, 1991 ), as well as the increasing popularity of the IS0- 900x standard accreditation, provide a strong incentive to review the training procedures for plant operators. The importance of employees training is acknowledged in two of the 14 points of Deming's road to quality (Deming, 1982) as well as by control engineering consultants (Hendricks et al., 1994). However guidelines for the operation of industrial processes are often transferred from an operator to another one with allowance for flexible interpretation of many operating rules. Such transfer is typical of complex industrial processes to which particulate processes of ore dressing and extractive metallurgy belong.Capturing the knowledge of experienced operators is often a difficult task. Cognition engineers are able to extract this knowledge and transfer it into rules that ultimately are implemented into expert systems. Cognition engineers are however not always available and plant supervisors may prefer to keep training as an internal liability. Another difficulty through interviewing of the process operator is its lack of willingness to transfer what he has learned by hard working to other people, whose ultimate goals are to develop computerized applications that may replace him in a near future, or reduce its importance in the production line.This paper shows that time series can be advantageously used to capture the average process understanding of plant operators and to help reviewing training procedures. The method s illustrated with data collected during normal operation of electric arc furnaces and it is shown how the approach has led to a fruitful discussion between process engineers and operators that ultimately provided savings of more that $200,000 per year per furnace. There are 9 furnaces in the studied foundry. Such savings are not the results of application of advanced control strategies nor of ""miracle press button software», but of an improve awareness by engineers and operators of the importance of properly defining the operating procedures to control a process."

Jan 1, 1996

By J. Platt

Debate over acid rain legislation has presented a moving target for coal and utility company planners attempting to figure out how legislation will affect their business environment. In spite of disagreement among experts, the prospect for continued change, and persistent --perhaps even growing --uncertainty, a great deal has been learned about coal market dynamics. This paper reviews progress and describes some of the major problems and controversies.

Jan 1, 1990

By G. B. Hooper, G. A. Ferguson

The technical capabilities and user-friendliness of the major computer-aided mining design software systems are reviewed. Recent experiences with three systems are outlined to indicate the practical problems that arise. The examples were: Microlynx software from Lynx Geosystems at the Great Dyke platinum mine in Zimbabwe; Lynx software from Lynx Geosystems at a copper mine in central Africa; and PC-MINE software from Gemcom Services at an open-pit gold project in Western Australia. Difficulties in the use of mining design software has led to an alternative approach. Falconbridge, Canada, has developed an integrated mine-planning system on a CAD platform that encompasses ore reserve estimation, stope design, development layout and survey control. Future directions of computer-aided mining design using this basis are discussed. A major advantage of using mainstream software packages, such as spreadsheets, databases and CAD programs, is that most engineers and geologists are experienced in handling such systems in the normal course of their work.

Jan 12, 1992

By A. E. Jack Swanson, Brian P. Micke

INTRODUCTION Nevada Goldfields began underground mining development at the Kingston Project in September, 1986, followed by mill start-up in March, 1987. The first gold pour in April followed three years of preparatory work in establishing a North American operational base for the production of precious metals by Golconda Minerals N.L., an Australian mining firm. GENERAL CORPORATE BACKGROUND The Golconda Group of companies was established in early 1983 in Australia. It began operations by successfully retreating tailings at several old gold mining sites throughout Australia. With the limited reserves available for tailings retreatment, Golconda began to look toward the future by conducting a gold exploration program in Australia. However, the continued high price of gold in Australia had limited the possibilities of acquiring good properties at a reasonable cost and consideration was given to looking outside Australia in addition to Golconda's domestic exploration activities. North America was favored because of the proven potential for substantial gold deposits, the established infrastructure which would allow for rapid and cost-effective development of new projects and the advantages of similar political and economic climates. In mid-1984, Golconda established an office in California and began an extensive study of over 100 prospects throughout the United States. Two prospects were identified as a result of this study whch showed merit; one was located at Empire, Colorado and the other at Aurora, Nevada. Negotiations were then successfully undertaken to acquire these two properties. Golconda's U.S. offices were moved to Reno, Nevada in early 1985 to facilitate management of its projects. To operate and manage these projects, a small Canadian company listed on the Vancouver Stock Exchange, Cannon Minerals, was acquired by Golconda and renamed Nevada Goldfields Corporation. The current structure of the company is shown below in Figure 1. A private placement of 2,575,000 shares of common stock at US54.00 per share was arranged by Jacksons Limited of Australia in association with W.I. Carr (U.K.) Limited of London. This placement resulted in US510.3 million being available in May, 1986 for the acquisition and initial development of the Aurora and Empire projects. While the financing was underway, project planning commenced on both the Aurora and Empire projects. The Aurora project was selected as the one to be initially developed because of its relatively advanced stage of development. The

Jan 1, 1987

By E. Gaucher, M. St-Amant

"Among the electromagnetic surveys performed by SOQUEM in the last three years, a certain number of the more instructive cases have been chosen to illustrate the theory of electromagnetism by field examples of: (a) The depth penetration of the TURAM as compared to the SLINGRAM (Ronka) method. (b) The limitations of the TURAM as compared to the SLINGRAM method when a conductor dips the wrong way, or when it is small in size. (c) The expression of a shallow-dipping conductor in a SLINGRAM survey. (d) The effect on the SLINGRAM survey of deep ditches or reef structures.(e) A comparison between the CRONE and the SLING-RAM method in the Abitibi clay belt, by means of field and model studies, indicating a usually better signal-to-noise ratio for the SLINGRAM method. From the above and from other experiments, different electromagnetic methods are now being used by SOQUEM, depending on field conditions."

Jan 1, 1970

By S. Kariyawasam, R. McNealy

Pipelines are subject to multiple threats often requiring quantification of pipeline risk and engineering evaluation of in-line inspection and other data to effect discovery of conditions defined by the regulation. Public concern and pressure from regulatory bodies are accelerating the need for pipeline operators to formalize and intensify their approach to integrity management. Most operators need a phased approach to progressively adopt the most relevant and needed assessments. The organized and relevant assessment steps need to be introduced according to data available and maturity of the integrity management program. Each refinement to the quantification offers distinct advantages to the user. In this paper, the progressive integrity assessment solutions using quantitative methods are presented. Methodologies for engineering evaluation of integrity in-line inspection data for immediate and future integrity are summarized. Corrosion is used as an example, but the approach is applicable to any time-dependent defect based hazard. Strategies for pipeline integrity management are discussed.

Jan 1, 2005

By A. U. Miller

Since coal -mining records have been kept , reports of all mining States show that each year the lives of many workers have been sacrificed in the production of coal , and Illinois has contributed its share , Illinois reports for the 50 years 1882 to 1932 , inclusive , show that 6,673 men were killed -- 6,121 underground , 340 in the shaft , and 212 on the surface . Of the fatalities underground , 3,116 were caused by falls of roof or sides , 1,111 by haulage , 630 by explosives , 577 by gas explosions , 139 by electricity, and 548 by other causes ; 166 of the shaft fatalities were caused by falling down the shaft , 143 by the cage , and 31 by other causes ; 108 of the surface fatalities were caused by railroad cars , 46 by machinery , and 58 by other causes . Most of those engaged in mining are still of the opinion that it is an extremely hazardous occupation and that it is practically impossible to operate without accidents ; however , students of safety in mining now believe that with the proper attention to accident prevention mining may be conducted with little , if any , greater accident rate than that of other supposedly hazardous industries . There is no mystery connected with accidents in mining ; reports show that the majority are due to two main causes , falls of roof and sides and haulage . Mining companies in Illinois , as well as in other States , have proved in the past few years that the hazards of mining , like those of other industries , can be controlled to a large extent and the mines operated with few if any accidents , provided a great enough effort is made by employer and worker . Although the past accident rate of Illinois may compare favorably with that of other mining States it is higher than it should be ; the fact that 6,673 men (an average of 133.46 per year) were killed in and around the mines of the State between 1882- and 1932 indicates that accident prevention should receive more consideration in the future than in the past .

Nov 1, 1934

By J. Güntner

A significant portion of Outotec's business relates to the application of fluidized bed for processing a wide range of industrial materials, including gold ore and gold concentrate. As part of the former Lurgi and Boliden organization, our division constructed the first industrial reactor for roasting sulphur-bearing materials in 1950, based on the principles of fluidized bed technology. This process, when combined with efficient heat recovery and off-gas treatment and its conversion to sulphuric acid, became the standard for processing sulphur-bearing ores. In the last 60 years we have delivered more than 265 plants and developed (in addition to the standard fluidized bed solution) variants of the fluidization technology, such as the circulating fluidized bed and the bubbling fluidized bed. This paper describes the different options of the fluidized bed technology for gold roasting reflecting on main process design criteria.

Jan 1, 2011

Igneous phosphate deposits located in tropical and subtropical regions of the world are characterised by low P2O5 grades, very diversified mineralogy and intensive lateral plus vertical variations in chemical composition, mineralogical assembly, rock texture, grain size, slimes content and morphology plus surface coating of apatite particles. Those variations characterise ore types with distinct behaviour in mineral processing plants. This work reviews the main challenges to concentrate those ores, addressing developed solutions. Apatite concentration requires long chain anionic collectors to conduct reverse flotation of barite (alkyl sulfate) before direct flotation of apatite (sarcosinate, sulfosuccinate and oleate) at basic medium. The long chain collectors decrease the surface tension of the flotation solution (?LV) and a particular value of 51 mN/m was found to promote the most selective separation between apatite/gangue at a particular plant. Effective control of the magnitude of ?LV in industrial plants has not been realistic because there is a lack of reliable instruments to carry out in-situ measurements. Regarding gangue depression by starch, a review is made on possible mechanisms that promote its remarkable ability to depress some minerals (Fe-oxides, ortho plus meta silicates and calcite) vis-a-vis others (quartz, apatite and layered silicates). Flotation recovery (R) of fine (20<R<30 per cent) and coarse (30<R<60 per cent) apatite particles is considerably lower than the recovery of the intermediate ones (R>70 per cent) and inadequate hydrodynamic conditions within flotation cells are the main reasons for that behavior. Once the best hydrodynamic conditions to float coarse particles are not the same to float the fine ones, flotation of coarse and fine particles is commonly conducted at separated circuits in industrial scale. Entrainment of very fine gangue particles is an important source of contamination of apatite concentrates, mainly when weathered ores are treated. In most cases, adjustments in flotation equipment (columns or mechanical cells) promote considerable improvement in the quality of final concentrates.

Sep 13, 2010

By Layton C. Binon

Exploration budgets are commonly determined by "rules of thumb" such as a percentage of earnings or other fiscal measure. An appropriate exploration budget is the amount needed to achieve the goals of the company. It can be determined by discounting the income expected from achieved goals. Budgets for individual projects are determined in a similar manner except that risk of failure is included in the computation.

Jan 1, 1981

By J C. de Vries

When times are tough in the mineral industry û as they have been for some time û typical responses by mining companies are to cut costs and/ or increase production. The latter is seen to spread fixed costs, thereby also reducing unit costs per tonne mined. However, most mineral deposits respond to increased production rates by lowering ore grades, so the reduction in cost per tonne of ore does not necessarily result in a reduced cost per unit of metal produced. The authorsÆ experience is that this process often leads to a mine plan that is a long way from optimal. Producing to the point where marginal cost equals marginal revenue may work well in a manufacturing operation, but it is not necessarily the best strategy for a mining company with a depleting resource. Variations in tonnage and grade with depth, ore reserve optimism and a variety of other factors conspire to produce variations in production rates and grade that often result in suboptimal outcomes and potential mine failure. Added to this is the focus of industry analysts and senior corporate management on such measures as unit costs and ounces in reserves. This is perceived to have the perverse effect of driving the share price down when strategies are adopted that actually improve the value of the mining operation, and vice versa! Many mine failures can be prevented by a close examination of the tonnage grade curve and an understanding of how margins, net cash flows and resulting business risk change with cut-off grades and rates of production. A few relatively simple analyses early in the evaluation of a project can demonstrate the tradeoffs between the main decision parameters, leading to right-sizing of the operation. Once major commitments to major capital items have been made, and reserves have been publicly reported, optimisation of the operation becomes much more difficult than if it had been done earlier. Such investigations can also identify the upside potential and downside risks associated with factors outside the companyÆs control. Many strategies that may enhance value in the good times significantly increase the downside risk in the bad times. What is often called risk analysis typically looks at superficial issues, and does not evaluate the major factors leading to the potential for financial disaster. This paper illustrates some of these major risks, and demonstrates how they may be fully evaluated so that corporate decision makers can make fully informed decisions that take account of the real risks.

Jan 1, 2003

By Robert C. Merritt

Laboratory amenability studies as well as a pilot heap-leaching investigation of low-grade sandstone uranium ores from Wyoming, New Mexico, and Colorado are described. Sulfuric acid heap leaching with oxidation, for 120 days, extracted up to 98 percent, 90 percent, and 79 percent U308 from Wyoming, New Mexico, and Colorado ores, respectively.

Jan 1, 1976