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By J Pease, P Cameron, D Drinkwater

"In the 1990s metal prices were trending in a long-term decline and the usual cost-cutting exercises were adopted. Cuts to research and development made innovation difficult and the outlook was grim. But necessity is a strong motivator, and these conditions spurred the Mine to Mill movement that optimised across organisational ‘silos’ and utilised new technology tools, innovative software and increased computing power. Many applications of Mine to Mill exploited the fact that comminution is usually the site processing bottleneck and blasting is more efficient at breaking rock than grinding. This approach sought to: understand and characterise rock breakage from mining to the milldevelop models and simulators for blast design, fragmentation, crusher and mill circuitsdevelop tools to measure in real time the particle size distribution of rocks on run-of-mine (ROM) muck piles, at the primary crusher truck dump pocket and on conveyorsensure effective communication across the silos between geologists, blast design engineers, mining engineers and metallurgists.These methods and the technology tools available in the 1990s were widely adopted at numerous sites around the world with significant benefits. Semi-autogenous grinding (SAG) mill throughput increases of 10–20 per cent were common. This was the advance the industry desperately needed. It was low capital cost; it was obvious. It was here to stay.Except, in too many cases, it didn’t. In the minerals price boom of the 2000s Mine to Mill was no longer necessary to ‘survive’, even though it was still good business. Some operations, including some of the early success stories, slipped back to old habits of optimising within organisation silos instead of across them. Fortunately, other operators still embraced Mine to Mill and developed new techniques. Mine to Mill was still successful, but not as widely adopted as we had expected it to be. Now the boom has ended and operations are again under cost pressure. Since these are the same circumstances that created Mine to Mill, it seems time to achieve the wider adoption. Since the 1990s many new or advanced technology tools are now available for Mine to Mill projects: blasthole sensors, new explosives formulations, new blasting techniques and modelling, ore tracking devices, improved image analysis to determine size, texture and colour of coarse ore, grade sensors, whole-stream simulation tools, and even more powerful computing hardware and data analysis software. If we could achieve so much in the 1990s, how much more can we achieve today when we have the same imperative, the same potential and a larger number of high technology tools?Citation:Cameron, P, Drinkwater, D and Pease, J, 2016. The ABC of Mine to Mill and Metal Price Cycles, in Proceedings 13th AusIMM Mill Operators’ Conference 2016, pp 349–358 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 10, 2016

By J. P. Kennedy

Process data managers or historians are recognized as essential for reengineering projects in industrial plants. With increasing automatic data collection, the knowledge of how to use these data profitably grows as well. This paper is a summary of the data historian and its components plus examples of benefits including environmental reporting, performance monitoring, and exception reporting to management.

Jan 1, 1994

By Guy Reed, Russell Frith

"Current coal pillar design is the epitome of suspension design. A defined weight of potentially unstable overburden material is estimated, and the dimensions of the pillars left behind are based on holding up that material to a prescribed or user-defined Factor of Safety. In principle, this is seemingly no different to early roadway roof support design. However, for the most part, roadway roof stabilisation has progressed to reinforcement, whereby the roof strata is assisted in supporting itself. This is now the mainstay of efficient and effective underground coal production. Suspension and reinforcement are fundamentally different in their roadway roof stabilisation approach and, importantly, lead to substantially different requirements in terms of roof support hardware characteristics and their application. In suspension design, the primary focus is the total load-bearing capacity of the installed support to ensure that it is securely anchored outside of the potentially unstable roof mass. In contrast, reinforcement recognises that roof de-stabilisation is a gradational process with an ever-increasing roof displacement magnitude leading to ever-reducing stability. In a reinforcing situation, key roof support characteristics relate such design issues as system stiffness, the location and pattern of support elements within the roadway, and mobilising a defined thickness of the immediate roof to create (or build) some form of stabilising strata beam. The objective is to ensure that horizontal stress acts across the roof of the roadway and is maintained at a level that prevents mass roof collapse. This paper presents a prototype coal pillar and overburden system representation where reinforcement, rather than suspension, of the overburden is the stabilising mechanism via the action of in situ horizontal stresses within the overburden, the suspension problem potentially being an exception rather than the rule, as is also the case in roadway roof stability. Established principles relating to roadway roof reinforcement can potentially be applied to coal pillar design under this representation. The merit of this assertion is evaluated according to documented failed pillar cases in a range of mining applications and industries found in a series of published databases. Based on the various findings, a series of coal pillar system design considerations and suggestions for bord and pillar type mine workings are provided. This potentially allows a more flexible and informed approach to coal pillar sizing within workable mining layouts, as compared to common industry practices of a single design Factor of Safety (FoS) under defined overburden dead-loading to the exclusion of other potentially relevant overburden stabilising influences."

Jan 1, 2017

E. Windsor Richards, London, England:—In reading this paper the most interesting point to me mas the question of the maximum percentage of phosphorus allowable in the steel rail. Mr. Colby said, and we will all agree with him, that the engineer knew, and even a steel-rail maker grants that phosphorus is the most undesirable constituent of steel. We in England have been for a long time considering a specification for the supply of steel rails. This matter has been taken up by the Institution of Civil Engineers, the Mechanical Engineers, the Iron and Steel Institute, the Institute of Naval Architects, and the Electrical Engineers. Committees have been formed,and the whole matter has received most careful attention. They arrived at last at an analysis which I will read: " The carbon is to be from 0.35 to 0.5 per cent.; the manganese from 0.7 to 1.0 per cent.; the silicon, not to exceed 0.10 per cent.; phosphorus, 0.07; and sulphur, 0.07 per cent." As to the phosphorus, which is the most important point of all in the analysis, we have for many years, and indeed until very lately, always agreed to supply steel which would not contain above 0.06 per cent. of phosphorus. Iron-ores are not quite as good now as they were formerly, and the manufacturers at the meetings of the committees referred to, tried to obtain an increase in the allowance of phosphorus. They asked the Sub-committee to agree to 0.08 per cent. of phosphorus. They tried all they possibly could to obtain that; but they failed. English engineers in Great George Street and all over England, representing the important Associa tions I have mentioned, would only agree to 0.07 per cent. and that is the maximum allowance of phosphorus. Mr. Colby is an able advocate, but with all his ability he would not have been able to persuade the English engineers to agree to 0.08 per cent.

Jan 1, 1907

By Herbert Hoover

YOUR committee asks that I speak today on the relations of the engineering profession to public affairs. That takes in a lot of ground. This being a cheerful occasion, I will assume that I should exclude the engineer's function as a taxpayer. This being a nonpartisan occasion, I will assume that I should not refer to his voting emotions in 1940. Perhaps what was in the minds of your committee was the application of engineering thought to the confusions of the times. That is also a lot of ground. I fear, however, its boundaries disappear in mirages and rainbows on all sides. Now any entry of the engineer into public affairs involves his breaking into the fields of the sociologists, the economists, and the politicians. However I don't know why, seeing the difficulties these professions are having, they should not welcome a little help.

Jan 1, 1939

By Tim O’Neil

Nearly 4,800 mining professionals and exhibitors occupying 580 booths attended the 2000 SME Annual Meeting and Exhibit, Feb. 28-March 1, in Salt Lake City, UT. The technical program included80 sessions and four specialty symposia: bulk material handling, control 2000, minor elements 2000 and plant operaters. Meeting highlights included the keynote session. Executive shared their perspectives on pivotal issues and approaches to address the challenges of the new millennium. SME has begun planning for its 2001 Annual Meeting, Feb. 26-28, in Denver, CO. The meeting carries the theme “2001 — A Mining Odyssey.” A call for papers has been issued and exhibit space is 80% reserved. For information, visit SME’s website, www.sme-net.org. Or write Box 625002, Littleton, CO 80162-5002,ph 800 763 3132 or 303 973 9550, fax 303 979 3461, or email meetings@smenet.org.

Jan 1, 2000

By H. S. Ten Eyck

The major underlying threat to man's successful survival and happy existence on this planet is our own prolification. This poses an even greater threat to the future of civilization than continued wars and even "The Bomb" itself. Just the predictions of the world's population trend are awesome and demand our serious thought. This trend has been given the now well-known term, "The Population Explosion" - and this is literally what is taking place throughout most of the countries around the globe. Today, the world's resources support approximately 3.3 billion people. Based on the present world population growth rate of 2.1 percent, there will be another 65, million just one year from today. Such an increase in one year means that the world will add a greater population than that of Mexico and Canada combined. Projecting at this remarkable, but unchecked, growth rate, 6.7 billion people will be competing for survival by the end of this century.

Jan 1, 1966

By T. A. Laser

"INTRODUCTION A positive workplace environmental, health, and safety (EHS) culture affords organizations and corporations many benefits, including increased trust and employee morale, sustainable EHS performance improvements, and reliable productivity and profit margin growth. Unfortunately, many leaders and EHS professionals struggle daily to achieve and maintain positive workplace cultures and consistent business results. While lack of management support, corporate or employee buy-in, resources, and time are common factors that conflict with an EHS culture and safe work behaviors and processes, there are many other actions that threaten the positive attributes of an organization’s culture. Often these culture killers are not recognized, or worse yet, ignored because they are considered taboo. For example, voicing observations or questioning long-held management practices or process that were initially designed to promote EHS values, but no longer do so. Unfortunately, this could be viewed as challenging authority, not being a team player or even not valuing EHS. And for those that speak up, the potential for negative consequences can be real impediments to positive change. Having an open mind, constantly striving to identify culture killers, and putting forth the effort to eliminate them are the first steps to begin reaping the benefits of having a sound workplace culture. This paper helps readers to: • Recognize culture killers that negatively impact fostering and maintaining sustainable EHS cultures in the workplace. • Understand how to prevent, avoid, and respond to culture killers, before they wreak havoc in your organization. • Assess EHS culture strength, and implement plans to continuously improve it. The desire to draw boundaries around concepts, put things into boxes, and nail down requirements for something that is virtually impossible to solidify for any length of time is quite fascinating! These desires can pose challenges when trying to define what the perfect EHS culture should look like. The very act of trying to define our culture tends to create silos, and these silos, in turn, can become “culture killers”. The following is one of the most common culture killers. UNBALANCED ORGANIZATIONS TRIGGER CULTURE KILLERS Unbalanced organizations occur when an organization’s constantly shifting focus forces other important needs to take a back seat--until the focus changes again. This balancing act can be detrimental and lead to catastrophic results including low morale, lack of trust, employee dissatisfaction, high turnover, increased incidents, poor profit margins, loss of market share, and ultimately into organization-wide failure."

Jan 1, 2018

By S. Espley, T. Nyabeze, D. Beneteau

"Many mentorship programs are available to Canadian mining industry employees. Some are company-led initiatives, whereas others are provided through educational institutions or nonprofit organizations. In 2016, a national survey was launched to gain insight into perceptions of what mentorship is, learn about available programs, and collate experiences with formal and informal mentorship opportunities. This paper outlines survey findings and delivers recommendations to industry for consideration in employee mentorship programs. In addition, mining industry leaders share their mentor/mentee perspectives. The intent of this paper is to bring awareness of best practices that can help employees grow and develop in their profession.RÉSUMÉ Les employés de l’industrie minière canadienne ont accès à de nombreux programmes d’encadrement. Certains sont des initiatives menées par les sociétés, d’autres sont proposées par le biais d’établissements d’enseignement ou d’organismes à but non lucratif. En 2016, une enquête à l’échelle nationale a été lancée en vue d’obtenir des informations quant à la perception de ce qu’est réellement l’encadrement, de découvrir les programmes proposés et de comparer les expériences aux possibilités d’encadrement, officielles ou non. Cet article présente les résultats de cette enquête et fournit des recommandations à l’intention de l’industrie afin qu’elle les prenne en compte dans ses programmes d’encadrement des employés. En outre, des chefs de file de l’industrie minière partagent leurs points de vue conseillers/protégés. L’intention de cet article est de sensibiliser les employés aux meilleures pratiques, ce qui les aidera à évoluer et à se développer dans leur profession. INTRODUCTIONThis paper about mentorship in the mining industry is based on voluntary responses to a cold survey, written and circulated by the authors. In 2016, a link to an online mentorship survey was circulated to males and females in the mining industry with the belief that mentorship programs should be available to everyone. The link was delivered via the authors’ personal networks in mining, the CIM Reporter, Women in Mining (WIM) email blasts, LinkedIn, and Facebook. This paper summarizes the answers to the survey questions. The paper is a follow up to one by the same authors (Nyabeze, Espley, & Beneteau, 2010), which was written to gain insight into why women join and stay in the mining industry, and to learn why the overall representation of women is low."

Jan 1, 2018

By R. W. Raymond

On the Manchuria. SOMEWHAT fatigued with excess of enjoyment and strenuous continuity of movement on the trip to and through California, the members and guests of the Institute party embarked Tuesday, Oct. 17, on the Pacific Mail S. S. Manchuria for a further journey to and through Japan. The good ship displayed the flag of the Institute (blue cross-hammers on a white ground), together with the Stars and Stripes and the ensign of the company. Uninterrupted fair weather and smooth water attended the passage to Honolulu. The Manchuria proved herself most commodious, comfortable and clean ("A sweeter steamship never sailed," quoth President Hunt) ; Captain Dixon and his officers were most agreeable, as well as most efficient; the passenger list comprised many congenial people besides ourselves-among them a score of missionary folk, and also Mr. M. H. de Young, Vice-President of the Panama

Jan 1, 1912

By Thomas E. Howard

Man has been engaged in the construction of tunnels in. rock for several thousand years. During that time, methods of tunneling have changed drastically. Hordes of men chipping away at the tunnel face have been replaced by mechanical drills and explosives and by tunnel boring machines. Spoil is no longer carried on the backs of humans, but is now removed by trains, trucks or conveyor systems. These and other changes have had the effect of greatly increasing the rate of tunneling, while at the same time, greatly decreasing the potential dangers to workmen. Although the techniques, equipment and material used for tunneling are being continually improved, rock tunneling is still a slow and expensive process. Significant improvements and innovations are needed to reduce the cost and time required for tunneling if we are to fully utilize the subsurface to aid in the solution of urban problems and in the conservation of resources. This report is intended to facilitate the orderly development of tunneling technology by focusing attention on the inadequacies of rock tunneling and the improvements that are needed. The data presented were derived from the results of a comprehensive questionnaire that was completed during the summer of 1969 by more than 600 individuals and organizations in 17 countries. Table 1 lists the countries and the number of replies from each. Appendix A contains a summary profile of the national responses, while the text presents the results and a brief analysis of the conclusions that might be derived from the data in the questionnaire. The data shown in Appendix A represent the consensus opinion of each of the 17 nations without regard to the number of individual replies or the amount of tunneling activity that is represented. The national consensus was determined for each country by a plurality of the individual responses, in some cases modified by the opinion of the rapporteur. Tire above procedures can lead to situations which are misleading. For example, experience and activity arc a rational basis for analysis; but, if national replies are weighted on this basis (i.e., number of responses), informed and valuable opinion of less active countries would probably be overwhelmed and lost. In analysing the data on the basis of national responses without weighting, it becomes apparent that many of the same problems exist under a given set of conditions regardless of the number of tunnels that have been driven.

Jan 1, 1970

By Carl H. Beal

The oil industry in the United States is further advanced than in any other country, because of American initiative and the development of industries dependent in some way on petroleum or its products. For this reason the output has constantly increased (fig. 1), and as a result this country has produced more than half of the total output of the world. Trw total past output of the world is approximately 7,000,000,000 barrels of 42 gallons each; of this the United States produced about 4,000,000,000 barrels, or about 57 per cent. The limit of production in this country is being approached, however, and although new fields undoubtedly await discovery, the yearly outpnt must inevitably decline, because the maintenance of a given output each year necessitates the drilling of an increasing number of wells. Such an increase becomes impossible after a certain point is reached, not only because of a lack of acreage to be drilled, but because of the great number of wells that will ultimately have to be drilled. According to figure 1, the daily production per well each year has increased during the last few years. However, this increase is abnormal, being caused by the new pools brought in. Although such a condition may continue for several years, the average production per well will finally begin to decrease on account of the lack of new pools to make up for the normal decline in production of the old ones.

Jan 1, 1919

By C Young

In the vast expanse of Western Australia’s mining sector, a critical issue has come to light: many mining operations overlook the power of a Broad-Brush Risk Assessment (BBRA) to uncover their critical risks. This oversight has led to a cascade of challenges, where some mining endeavours find themselves grappling with: - Unidentified and unmanaged fatal risks, casting a shadow of uncertainty and heightened compliance risks. - A bewildering landscape where the concept of critical risks remains enigmatic, with some mistaking the risk register for the BBRA. - A fog of confusion surrounding the guardianship of these critical risks, leaving safety responsibilities blurred and undefined. Yet, the solution lies within our grasp. An effective BBRA empowers organisations to: - Pinpoint with unwavering certainty every ‘true’ critical risk. - Clarify ownership for each critical risk, ensuring accountability and swift action. - Create a prioritised roster of critical risks, illuminating the path to safer operations. - Lay the foundation for essential follow-up actions like bow-tie analysis, the identification of critical controls, and the fortification of the safety and health management system. Join us in this presentation, where we delve into the heart of an industry-leading BBRA process. Discover practical insights that will enable your organisation to craft and implement BBRA strategies, bridging the gaps in your journey toward preventing fatalities and fortifying safety protocols.

Apr 16, 2024

By M C. Goode

The use of electrical or electronic safety systems to protect personnel, and the engineering tasks associated with the design, manufacture and maintenance of these systems are referred to using the term ‘functional safety’. In the past ten years, the use of such systems has transitioned from its traditional base, in oil and gas major hazard facilities, to being a part of most large mining and materials handling projects. In particular, functional safety is rapidly becoming a significant component of Australian iron ore projects, typically in the form of emergency stops, remote isolation, drive through interlock, robot cell entry or mobile machine anti-collision systems. While these types of systems have been in use in iron ore for a long time, functional safety standards (eg AS61508, AS62061, AS4024.1503) require more rigourous demonstration of the level of risk reduction provided by the systems.The early engineering project development phases require a number of key decisions to be made around functional safety implementation. The decisions made at this point in a project will go on to dictate the required types of risk assessment and analysis, equipment selection, sizing of substations, and training and maintenance requirements for owners. For project teams that are unfamiliar with functional safety, or inexperienced in its application, an incorrect decision or failure to understand the requirements of the chosen standard can lead to a failure to meet contract requirements, as well as major cost and schedule overruns.This paper examines the implications of functional safety on early engineering studies, focusing on the following questions: How does a designer or company determine what standard is best suited to their project? What key aspects of functional safety design need to be considered during project development? And finally, how can the impact of functional safety to the project be minimised?CITATION:Goode, M C, 2017. Functional safety impacts on study stages of major projects, in Proceedings Iron Ore 2017, pp 347–352 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 24, 2017

By Sidney Katell

This report, covering the period January 1966 through December 1966, is a continuation of a series that began with the publication of Information Circular 7516 in October 1944. It is the eighth in a series of reports prepared in cooperation with the American Association of Cost Engineers. The abstracted articles are concerned with all phases of cost engineering in the field of chemical and petroleum plants and related subjects. They are from the following sources: 1. American Association of Cost Engineers Bulletin. 2. Bureau of Mines Information Circulars. 3. Bureau of Mines Reports of Investigations. 4. Chemical Engineering.

Jan 1, 1967

By Paul D. Merica

This year of 1926 marks the 40th. anniversary of nickel mining in Canada. Although the first nickel mine of the Sudbury basin was discovered in 1883, it was not until 1886 that the Canadian Copper Company was organized and actually began to mine copper-nickel ore from the Lady McDonald, Stobie and Evans mines. The intervening years have witnessed some exceedingly interesting nickel history, particularly interesting and gratifying as well to Canadians. Forty years ago, at the inception of Canadian nickel mining, the world's consumption of that metal was about 1000 tons per annum and this was supplied largely from New Caledonia ores refined in France. This nickel was used principally for the production of nickel-silver, coinage alloys, and for nickel-plating. No processes were then known for refining the Sudbury ores nor for the separation of copper from nickel. Consequently, the pioneers in Canadian nickel mining faced the double problem of finding a method of treating their ores, and of finding a market for the nickel when and if they could extract it.

Jan 1, 1926

By Karl J. C. Harries

This paper looks briefly at some of the agreements and types of royalties that may be met during exploration activities, but does not go into details relating to them. Agreements can either make or break a deal or relationship. A well drafted, comprehensive and fair agreement can create good relations and trust among the parties and will go a long way towards making a deal work. In the best of all worlds the agreement will be put away and not need to be referred to after it has been signed (but it will be there if needed to sort out potential problems). On the other hand, a poorly drafted agreement or one that is inappropriate to the circumstances or unfair to one of the parties can break a deal and end up with the parties facing each other in that expensive, unproductive and time-consuming occupation ? a lawsuit. Accordingly, it is advisable to involve professional advisers with any agreement. The straightforward one may involve no more that a read through whereas the more complex agreement will require considerable involvement. There is, however, one rule for every explorationist to remember: a professional adviser is only an adviser. His responsibility is to make sure that you have the necessary information to make a reasoned decision but the decision is yours, not the adviser?s. It is your deal, you are going to have to live with it, and it is inappropriate for an adviser to introduce new concepts or amend negotiated ones without your specific instructions. Mineral exploration agreements, although basically option, acquisition and joint participation agreements, come in all the shapes and forms, appropriate to give effect to the endless variety of deals negotiated by the ever-active minds of explorationists. You will note the reference to "joint participation agreements" rather than "joint venture agreements". The latter term was purposely avoided because, with the current activity of explorationists from common law jurisdictions in civil law jurisdictions, it has become necessary for the explorationist to become familiar with corporations and shareholders agreements. As most of you are no doubt aware, under the civil law system a joint venture is normally not recognized as a legal entity and, therefore, joint participation in projects is usually by way of corporations.

May 1, 2003

By C. Ciriello

Six Sigma methodology, as applied within Xstrata (formerly Falconbridge and Noranda), involves a disciplined approach to managing projects, solving problems, improving performance, and leveraging information. The four (4) cornerstones of Six Sigma are the use of Philosophy (customer driven, desire to improve and discipline), Metrics (measurement systems), Methodology (scientific method and sequence of deliverables), and Tools (such as statistics, change management, and root cause analysis). This paper will outline the general steps of the Six Sigma methodology and demonstrate how each phase directly applies to a real plant metallurgical project aimed at reducing nickel losses of the rougher flotation circuit at Raglan. The main concepts of Six Sigma are described, along with the specific challenges, successes, and deliverables related to the project. It is also the authors' aim to demystify the basic Six Sigma principles.

Jan 1, 2007

By M. G. Fleming, F. Warner, R. W. Boswell, M. J. Cahalan

The annual dinner of the Institution was held at the Savoy Hotel, London W.C.2, on 22 April, 1971. The President, Mr. M. J. Cahalan, was in the Chair; members and guests numbered 320. The toasts of The Queen and Queen Elizabeth The Queen Mother, Prince Philip The Duke of Edinburgh, The Prince of Wales, and the other Members of the Royal Family were proposed and loyally honoured. R.W. Boswell proposed the toast of the Institution of Mining and Metallurgy, the president responded, Professor M.G. Fleming proposed the toast of the guests and Sir Frederick Warner replied

Dec 1, 1971

By D Kent, R Paine

"Automated mining systems are increasingly being seen as a key requirement for a productive mining operation in the future. The importance of an integrated communication network infrastructure to support such systems is growing.This paper outlines the introduction of automated mining systems in large conventional mines as well as their growing role in block cave mines currently operating or being developed. The paper will then focus on a case study of how the communication infrastructure is fundamental to the operation of such systems and explain why the resultant communication networks require much more than just increased bandwidth (data capacity) to properly support the automation system within the overall mine operation.Mining operations already embarking down this road are discovering that the required network must be based on a true enterprise level architecture to not only enable the mine’s current plans for remote and automated mining, but also provide a scalable and integrated platform for future developments and requirements. The emerging issues for the communication network to truly support automation systems include: increased complexities of operating and maintaining multiple networks integration issues with disparate systems problems with reporting particularly as demands for corporate reporting and compatibility with enterprise systems become the norm ongoing management challenges, which will only increase with the proliferation of new technologies.The paper will explore how certain mining operations are addressing this by adopting a long-term strategy for automation deployment, which includes laying the necessary foundation architecture to meet their current requirements, while supporting their future visions for the fully automated mine.CITATION:Paine, R and Kent, D, 2014. Developing the foundation communication infrastructure to support remote and automated mining initiatives in underground mines, in Proceedings 12th AusIMM Underground Operators’ Conference 2014, pp 151–158 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 24, 2014