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By H. C. Gunning

Introduction The invitation to contribute a discussion on some of the broader features of the mineral deposits of our Cordillera seemed acceptable enough when presented several months ago. More mature consideration has impressed upon me the difficulty of making any constructive or very helpful contribution in the short time available and with my limited inspiration. Dr. Lang deserves our real gratitude for his general paper of nineteen pages at the beginning of the Volume. Into it, with the help of two diagrams and seven tabular summaries, he has packed a lot of useful information and has analyzed along several lines the data of the Volume's twenty-eight detailed papers on our mines and camps. He has added additional facts from his own knowledge of the region. I am sure that, like myself and the whole fraternity, he feels especially grateful to the eleven company geologists who found time to contribute detailed descriptions of mines they have studied. The Regional Situation With the Jubilee Volume and two recent publications of great value from the Geological Survey, we are more up-to-date on Cordilleran geology than we have ever been. But I would like to emphasize that we still have but fragmentary information. Brief study of G.S.C. Map 932A will illustrate this. Our knowledge of the Rocky mountains is limited to two narrow sections along the main railway lines, a somewhat larger area from the border north along the Mesozoic coal-bearing basins, and some reconnaissance along Peace river and the Alaska highway. There is some additional information on old maps, particularly those by G. M. Dawson, but it is very much of the 'exploratory' type. The other mapped areas are chiefly in the accessible region south of 'fifty-one', in the central part adjacent to and spreading north, recently, from the Canadian National railway, and along the edges of the Coast Range.

Jan 1, 1950

By J M. Fletcher

The responsibility and scope of the Industrial Engineering Department, as organized at the Jeffrey mine, has been broadened to include any study, project or report that could result in more effective use of men, materials and equipment. Although still emphasizing wage incentives and co t reduction, much more varied work is now done, consistent with the in-.creased complexity of industry. Additional activities now include production, maintenance and inventory control improved job evaluation, packaging, labour utilization studies, technical sales liaison, mining, milling and service department n1ethods, plant layout, and specialized project analysis. Additional techniques include the extensive use of work .sampling and standard data. A recent trend has been toward increased emphasis on industrial relations, both in introducing change to the men and in providing requested explanations to Union stewards and officers. These new responsibilities have resulted in the development of specialists in some rather narrow industrial engineering fields, as well as the necessity for industrial engineering assistance in supervisory and job training.

Jan 1, 1963

By A. I. Collins, D. Danninger

Newmont has installed advanced control and online optimization on the dry grinding circuit and both roasters on its Carlin Trend refractory ore treatment plant. Subsequently, Newmont has developed a master plan for institutionalizing advanced control and optimization on all its processing units. Newmont is committed to a program of applying advanced control and optimization from crushing of ore to pouring of gold. This paper describes Newmont's experience with implementing advanced control and optimization and the benefits received. In addition, identification of advanced control and optimization opportunities and their economic justification is discussed.

Jan 1, 2005

By M I. Roberts

Corporate and workplace culture, as many owners, directors, executives and managers know, is by far the most powerful determinant of productivity. It’s much more significant than buildings and equipment. Yet although no one today would build a building or machine without a plan, few leaders have a plan for building and sustaining a safer and more productive culture.Using practical ways, culture can be planned and shaped as desired. Success requires implementing a project plan for changing the systems that drive behaviours that in turn shape attitudes. The combination of behaviour and attitude together with leadership largely shape culture.To improve performance, leaders need to:1. improve the organisational systems that drive behaviour2. action a project plan for improving specific performance metrics 3. demonstrate leadership that is conscious, disciplined, committed and passionate for purposeful use of human energy.This paper explains all three factors in practical ways with operational and corporate examples. It details understanding and applying the power of fundamental statistical analysis tools to recalibrate, focus and drive proactive leadership that takes responsibility for process improvement, supporting people and ensuring accountability.Experience and practical understanding of human and organisational behaviour confirm that the Measurement ? Analysis ? Reporting system combined with conscious leadership is by far the most powerful driver of behaviour. This wisdom produces profound changes in leadership style and behaviour. It develops outstanding leadership to create and sustain a safe and highly productive culture reliably producing consistently high quality products. It is the key to developing accountability, employee retention and a sustained competitive advantage.CITATION:Roberts, M I, 2016. Building safe, productive cultures and leadership, in Proceedings International Mine Management Conference, pp 163-178 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

The mineral processing industry is in boom times. The focus on mill availability and therefore profitability has never been greater, as grinding mill maintenance often dictates the entire plant shut down duration. Advances in mill systemsÆ quality and reliability and the faster, safer relining afforded by RMEÆs Mill Relining Systems have significantly enhanced grinding plant availability and utilisation. Yet relining performance is still affected by the design and planning by a team of stakeholders long before the maintenance team set foot in the mill. For a greenfield grinding plant project, these team players include: 1. project owner, 2. project manager, 3. mill supplier, 4. liner supplier, 5. plant operating personnel, 6. plant maintenance personnel, 7. mill relining crew, and  8. mill reline system supplier (RME). The complex and sometimes competing design demands of mill construction and operation together with the pressure of tight timelines can result in even simple maintenance requirements being overlooked let alone optimising plant design and planning for maintenance. This paper identifies all the involved stakeholders in an effective mill relining 'team' and gives principles and considerations for each to more effectively achieve the goals within their vital roles. This paper is aimed to be a practical guide for grinding mill designers and planners to more fully exploit the advances in Mill Relining Systems and improve their mill profitability.

Jan 1, 2008

By Richard B. Diver, Mark D. Allendorf, Daniel E. Dedrick, James E. Miller, Roy E. Hogan, Andrea Ambrosini, Eric N. Coker, Anthony H. McDaniel, Nathan P. Siegel, Gary L. Kellogg

"Converting carbon dioxide and water to hydrocarbons is an attractive option for storing solar energy and, coupled with appropriate CO2 capture technology, for recycling carbon and impacting atmospheric CO2 concentrations. For any process, high solar-to-fuel efficiency is necessary for large scale viability and favorable economics. Thermochemical approaches for solar-to-fuel conversion are potentially highly efficient as they avoid the inherent limitations of photosynthesis and also sidestep the solar-to-electric conversion necessary to drive electrolytic reactions. Solar-driven two-step metal-oxide-based thermochemical cycles for producing the components of syngas, CO and H2, from CO2 and H2O are the basis of the “Sunshine to Petrol” project. Multi-cycle production of both H2 and CO has been demonstrated over several iron- and cerium-based compositions fabricated into monolithic pieces both in the laboratory and at the National Solar Thermal Test Facility. These compositions are being developed for deployment in a unique and continuous solar-driven reactor prototype, the counter-rotating-ring receiver reactor recuperator or CR5.IntroductionThe interconnected challenges posed by increasing global competition for petroleum and the increasing concentration of atmospheric carbon dioxide are now widely recognized. Meeting these challenges requires recognition that although hydrocarbon fuels are ideal energy carriers, they can no longer be thought of as primary energy sources. It is necessary to take the realistic view that our conventional fossil fuels are in fact “stored sunlight” in the form of “sequestered carbon.” This view leads to a search for options to use and store sunlight more directly.Sunshine to PetrolIn combusting hydrocarbons we unlock the energy for utilization, but we also release the carbon to the atmosphere. However, nature teaches us that with an appropriate persistent energy source, e.g. solar irradiation, it is possible to effectively reverse the combustion process and “reenergize” CO2 and H2O back into hydrocarbon form."

Jan 1, 2010

This report briefly describes the broad program of research and technologic work conducted by the Bureau of Mines on coal and related subjects during 1966. In addition to n description of investigations on mining, preparation, and utilization of coal, an account is given of the Bureau's work in mine health and safety, coal resources, mine explosives, and environmental conditions relating to coal mining and utilization. Details of most of the projects are reported in publications cited throughout this report. Centers and laboratories conducting the coal research and related investigations appear in appendix A; organizations, institutions , and companies contributing to the Bureau's coal research and technologic program are listed in appendix B.

Jan 1, 1967

By T Atkinson, A Cobb, R AJIington

Risk management is concerned with the whole spectrum of financial, geological, engineering, legal, governmental, social and occasionally ethnic issues, concerned with mining projects. The inherent risks in mining operations are well publicised, but new issues and hazards arrive on the scene and lake precedence, but the older risks still remain, while insurance cover may not he ‘full cover’ in the future. It has long been recognised that quantitative approaches to risk analysis can play a major role, but although these methods are capable of considerable theoretical precision, the lack of sound risk input data and experienced personnel limits the usefulness of theoretical analysis. It can, however, greatly assist in comparing cases, in identifying areas of risk and help in the investment decision process. Its major contribution to a mining project is that it imposes an investigative discipline that also assists in improving the quantitative approach to risk analysis and hence risk management. Risk analysis and risk management also requires sound common sense and major inputs from experienced geologists, mining, mechanical, electrical and mineral processing engineers. The Engineering Council, in 1992, issued a ten point code of professional practice entitled ‘Engineers and Risk Issues’ (The Engineering Council. 1992), covering our professional responsibilities, the law, our conduct, the need for a systematic approach to risk issues, the use of professional judgement, communications, risk management, evaluation of risk, our professional development in this field and the encouragement of public awareness of risk issues. This is a specific area of training perhaps long neglected by our industry and academic institutions (Atkinson. 1983).

Jan 5, 1996

By Alice M. Chieruzzi

This Country Documentation Report presents the development of economic indices for the Philippines for the period from 1970 through 1981. The work was done through the Bureau of Mines, Minerals Availability Program, under Contract number J01225001. This contract calls for the development of twelve index time series describing factor input costs in the mining sector of 95 countries. The twelve index time series describe the costs of: 1) mining wages, 2) construction wages, 3) equipment and repair parts, 4) bits and related steel, 5) eimber and lumber, 6) fuel, 7) powder and balsting agents, 8) tires, 9) construction materials, 10) industrial materials, 11) transportation, and 12) electrical power. These indices combined with weight factors being developed by the personnel of the Minerals Availability Field Office (MAFO) of the Bureau of Mines in Denver, Colorado, will be used to perform instantaneous updates of all costs relating to the mining industry. The indices were developed primarily for use in the Bureau's Minerals Availability Program in assessing the worldwide availability of nonfuel minerals.

Jan 1, 1983

By C. W. Davis

During the second year of its existence, the Ore-Testing Section has actively prosecuted work in the standardization of testing methods, in conducting routine tests and analyses for other Government agencies, and in the determination of recommended processes for the treatment of representative ores from mining districts. Close cooperation has been maintained between the members and units of this Section and those of other Sections, J. A. Woolf and J. B. Clemmer have continued to act in an advisory capacity and R. E. Head has contributed valuable assistance in the microscopic examination of ores and metallurgical products that did not respond readily to standard treatment methods.

Jan 1, 1938

By C. W. Davis

During the second year of its existence the Ore-Testing Section has actively prosecuted work in the standardization of testing methods, in conducting routine tests and analyses for other Government agencies, and in the determination of recommended processes for the treatment of representative ores from mining districts. Close cooperation has been maintained between the members and units of this Section and those of other Sections. J. A. Woolf and J, B. Clemmer have continued to act in an advisory capacity and. R. E. Head has contributed valuable assistance in the microscopic examination of ores and metallurgical products that did not respond readily to standard treatment methods.

Jan 1, 1938

By III Scotland

Genstar's underground mine at Texas, MD experienced a failure of the mine roof and subsequent damage to an underground backfill caused by surface floodwaters. A hydraulic backfilling program was developed in house to stabilize temporary repairs to the mine roof, replace 2300 yards of pneumatically stowed backfill, and complete a permanent repair to the mine roof. A flowable backfill material was developed, tested, and later marketed as the result of experience gained during this project. In addition, Genstar personnel developed backfilling techniques to meet the requirements of the repairs and completed work without the additional expense of non company services or contractors.

Jan 1, 1992

By Jan Wolski

Increasing interest in the Bucket Wheel Excavator (BWE) technology calls for a universally understandable definition of suitable performance factors which would reflect the unique features of this technology. The importance of properly designed and calculated performance factors for the BWE systems cannot be overemphasised. They are used by all levels of management in any mining organization for a wide variety of purposes, in particular for budgeting, for selecting new equipment, for monitoring current equipment and for comparison with other operations.

Jan 1, 1984

By W. R. Hardwick

This Information Circular describes copper mining and concentrating methods, practices, and costs at the Silver Bell Unit of American Smelting and Refining Co., Pima County, Ariz. It is one of a series being prepared by the Bureau of Mines on mining methods, practices, and costs in various mining districts of the United States. The Silver Bell mining district, one of the older districts in Arizona, is in the western part of the Silver Bell Mountains in Pima County, about 40 miles west of Tucson and about 20 miles southwest of Red Rock, a station on the main line railroad of the Southern Pacific Co. The Oxide and the El Tiro open-pit mines of the American Smelting and Refining Co. are in the district (fig. 1. The principal ore deposits are in T. 12S., R.8E., Gila and Salt River base line, at an altitude of about 3,000 feet. The present town of Silver Bell, established in 1952, is reached by a paved highway, the Avra Valley road, that turns west from Highway 84 at Plata siding near Rillito and extends westward 25 miles to the townsite (fig. 2). The present town is about 5 miles southeast of the old town of Silver Bell that flourished from 1900 to 1930.

Jan 1, 1963

By W. R. Hardwick

This Information Circular describes copper mining and concentrating methods, practices, and costs at the Silver Bell Unit of American Smelting and Refining Co., Pima County, Ariz. It is one of a series being prepared by the Bureau of Mines on mining methods, practices, and costs in various mining districts of the United States. The Silver Bell mining district, one of the older districts in Arizona, is in the western part of the Silver Bell Mountains in Pima County, about 40 miles west of Tucson and about 20 miles southwest of Red Rock, a station on the main line railroad of the Southern Pacific Co. The Oxide and the El Tiro open-pit mines of the American Smelting and Refining Co. are in the district (fig. 1. The principal ore deposits are in T. 12S., R.8E., Gila and Salt River base line, at an altitude of about 3,000 feet. The present town of Silver Bell, established in 1952, is reached by a paved highway, the Avra Valley road, that turns west from Highway 84 at Plata siding near Rillito and extends westward 25 miles to the townsite (fig. 2). The present town is about 5 miles southeast of the old town of Silver Bell that flourished from 1900 to 1930.

Jan 1, 1963

By W. R. Chambers

A wide variety of mining conditions exists within the South Midlands Area and across this range of conditions more than one half of the mines are highly susceptible to spontaneous combustion. Two thick seams in which the greatest risk exists are described and illustrated. The different heatings which take place are categorized by the locations at which they occur in the mines: additional special cases not easily categorized by location are discussed separately. The discussion for each category of heating follows the pattern of: (i) the reasons why it occurs; (ii) when it arises the means by which it is fought, and (iii) the preventive measures taken in an attempt to avoid its occurrence. Relatively new factors which may affect the incidence of heatings are highlighted and suggestions are made which may assist in reducing the number of incidents in the Area. A new method of continuous sampling, analysis and recording is described and mention made of an original method of interpreting carbon monoxide results with the aid of the computer. The first results from this work show that an early warning is given of an adverse change in trend several weeks earlier than with the present methods. Lastly, suggestions are made about the direction in which research might proceed to assist in reducing the special hazards created by several features inherent in the present methods of mining.

May 23, 1905

By Michael Lenz

Predictive maintenance technologies including vibration analysis, tribology, infrared thermography, ultrasonic detection, and electrical measurements have been applied to large electric mining shovels. The predictive program was initiated on the P&H Model 2300 and 4100 electric shovels. The utilization of these technologies has shown the potential for improving electric mining shovel availability and minimizing maintenance costs. Predictive technologies provide the tools to assess machinery condition. Availability is enhanced by the condition based planning of component replacement. Maintenance costs are minimized by focusing resources through condition based prioritization.

Jan 1, 1997

By V I. McCallum

In 1954, Falconbridge Nickel Mines Limited began the program of deepening the Falconbridge mine workings for 2,000 feet below the bottom, or 4025, level in order to provide twelve new levels for production. Involved in this program were a production-sized internal shaft, .crushing, pumping and hoisting installations, the integration of the new shaft operations with those of existing shafts, and considerations of ventilation requirements and ground support at depth. This paper describes the major items of equipment, and the depth development of No. 9 shaft as a whole, and also emphasize the planning phases of the program. The factors involved and reasons for the equipment and layouts chosen are given. Introduction and History THIS paper describes the planning and development of that portion of the Falconbridge mine between the 4025 and 6050 mining levels. This mine, the oldest of several being operated by Falcon-bridge Nickel Mines Limited in the Sudbury district, has been a continuous producer for over thirty years.

Jan 1, 1964

By R. D. Hossack

"The selection of a site for plant facilities is a function of several factors and has as its objective the maximization of profits, given fixed markets and sources of raw material locations. In practice there are several sites, any one of which or a combination of two or more would be suitable to meet the basic requirements of source of supply of raw material and labour and still fulfill market demands. The model used to select the optimum profit combination utilizes both computer programs and traditional financial analysis techniques. Of the three computer programs used in the mode), one is a linear program and another is a transportation simulator. Basic cost and price data are required. In examining costs, three levels are used: (a) distribution costs of raw material to the plant and finished goods to the market; (b) direct production costs at the plant, such as labour and locally supplied material; and (c) capital and overhead costs at the plant, such as construction costs, taxes, insurance, and federal and provincial cost allowances. The direct costs generally depend on the scale of operations, so that a large plant in one location may have a lower unit cost than two smaller plants. This, of course, must be balanced against distribution costs. In examining profit, it is necessary to think in terms of the price and volume of sales at each of the market locations. Given basic data and relationships, the model can be used to optimally locate production facilities or, alter-natively, optimally structure a transportation network given existing locations of plants and markets. It is dynamic to the extent that it can react to changes in volume, price and cost to optimally locate an additional plant, the expansion of existing plants, the shutting down or cutting back of plants, or the restructuring of distribution networks."

Jan 1, 1970

By I. Kylmakorpi

In non-ferrous metal smelting, when the concentrate entering the furnace contains high levels of moisture, energy requirement for heating and drying increases and large volumes of exhaust are produced. To solve this problem, rotary dryers and flash dryers using direct heating, and also steam dryers using indirect heating have all been used for drying concentrate. The focus of this paper is to present the development and current applications of the Kumera Rotary steam dryer. The advantages of this technology are numerous, including reduced heating requirements, environmental friendliness, operation reliability and minimum maintenance needs; making it a top choice for drying concentrate.

Jan 1, 2008