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By John C. Edwards

To increase the capability to predict the effectiveness of a flame arrester in the cooling of hot combustion gases expelled through a flame arrester, the U.S. Bureau of Mines developed an equilibrium. model and one-and three-dimensional transient thermal models of a flame arrester, which were used to predict the temperature evolution within the arrester and the maximum temperature at the external surface of the arrester. The models account for convective and conductive heat transport within the arrester and radiative losses at the exit surface. The gas flow through the arrester is established from an empirically derived relationship between the gas velocity and the pressure gradient across the arrester. Lateral heat loss from the arrester to the enclosure wall is accounted for in the three-dimensional model. The model calculations for maximum outside surface temperature of the arrester showed an approximate agreement with measured values for vent-area-to-enclosure-volume ratios between 12 and 28 in2?ft-3.

Jan 1, 2010

By T Horberry

This paper describes work conducted as part of an overall research project that aims to identify current and emerging trends in the development of automation and remote mining technologies, and to provide an operator-centred perspective to the design and deployment of such systems. More specifically, this paper outlines a research and development process being constructed to examine the issues of the human skills and capabilities required to operate or maintain automated/remote controlled mobile mining equipment. A human factors approach presented here, where the focus is upon designing equipment interfaces to fit operators, rather than purely designing and deploying the equipment based on a technology-centred approach. However, the importance of training to help develop the required skills and capabilities is also emphasised.The work built on a full review of the literature about the effects of automation in mining and elsewhere, extensive interviews with different stakeholders in mining automation and recognised best practice regarding designing for the human element in automated systems. The human element research and development process proposed is in four stages, ranging from understanding the tasks involved in both manual and automated equipment operation through to user trials to ensure that the automated systems are acceptable to operators and are fit for purpose.It is outside the scope of the current paper to present the full data collection described by this four stage process, but an overview of what will be collected is presented. As such, this paper focuses on the broad methods being developed, rather than the specific results to be obtained. The ultimate objective is to apply a broad ‘technology assessment’ approach to the design, deployment and evaluation of automated mining technologies, in particular by considering the user-centred design implications of these technologies.

Nov 22, 2011

By D A. Kepert, I J. Tehnas, M A. Pudovsk

BHP Billiton (BHPB) was the first company to start iron ore mining in the Pilbara at Mt Goldsworthy in 1966 through Goldsworthy Mining Limited (GML - then Consolidated Goldfields Australia, Cyprus Mines and Utah). Operations later started at Newman on Mt Whaleback in 1969 with the Mt Newman Mining Joint Venture (MNM û then comprising American Metals Climax û AMAX, Colonial Sugar Refineries û CSR and BHP). In 1986 it acquired majority ownership of MNM, and at the same time the previously 100 per cent BHPB owned but undeveloped Yandi property came on board. Purchase of Jimblebar (formerly McCameyÆs Monster) occurred in 1990 and full ownership of Goldsworthy followed in 1991. With the exception of Jimblebar (100 per cent owned), all mines are now 85 per cent BHPB and the balance with Itochu and Mitsui. This evolution of the company resulted in an eclectic mix of mines/ores, each with their varied exploration and evaluation histories. Discussion of some aspects of these histories, and reflections on changes in exploration-related activities with particular reference to discussion of advances in geological understanding since the 1960s forms the basis of this paper. BHPB presently has open cut mines at four main centres û Newman, Jimblebar, Marillana Creek (Yandi) and Yarrie û and is currently developing the former GML Area C near Yandi. With the exception of NewmanÆs Mt Whaleback mine and immediate satellites, all are contract operated. Ore is carried on BHPB railroads (696 km total) for export through the companyÆs Nelson Point or Finucane Island shipping facilities at Port Hedland. Some is directed to the BHPB Boodarie Iron hot briquetted iron plant near Finucane Island. Over 73 Mt of ore was produced by BHPB in calendar 2001, and the company has now mined over 1500 Mt in Western Australia since their operations at Yampi Sound first started in 1956.

Jan 1, 2002

By Costa

The fly-in-fly-out (FIFO) mining model has significant implications for the industry as it plays an important role in fulfilling the economic, social and workforce needs of the contemporary mining industry. It has increasingly been adopted in countries such as Canada and Australia, but is the current nature of the FIFO model challenging the place women have achieved in the mining workforce? Research in the mining and oil and gas industries reveals that major sources of stress for fly-in-fly-out mining workers are the times of parting and of reunion, the challenges in defining roles within the family, parenting, and conflict between spouses over the use of the leave time and money. So how are women in the industry coping with the FIFO schedules and consequent intermittent relationship with families and partners? How is the mining industry adapting to recruit and maintain female employees in FIFO operations? This paper describes an exploratory study conducted in Canada, which intended to provide some initial insights that might help us answer the questions above. There are several inferences made from this exploratory study. It is clear that FIFO poses significant challenges for both female and male workers. It is largely seen as rigid, extremely challenging for employees with young families and workers who are single mothers, and it is generally incompatible with starting a family and caring for small children. FIFO creates severe stress on relationships and on workers psychological well-being. It seems to be indeed harder for women, since they are often in lower paying positions and therefore have less financial reward for the FIFO lifestyle. On the other hand, FIFO creates the opportunity for young women, including Aboriginal women, to jump-start their careers, as well as opportunities for mature women to work while pursuing other personal interests during their time off. This paper concludes with recommendations to improve the FIFO system in order to increase the ability of mining companies to hire and retain women

May 1, 2006

By W. L. Zeigler

THE year 1930 in the Ceur d? Alene district was one of curtailment in production. Many of the small properties were closed entirely and only three large. producers, the Bunker Hill & Sullivan, Hecla, and the Morning mines were left producing at capacity. No innovations in milling were evident, but progress was made in reducing costs as is always necessary in times of low metal prices. One new concentrator was constructed, a 500-ton daily capacity selective flotation plant for, the Jack Waite Mining Co. This mill uses coarse crushing, followed by hand sorting, for both a high-grade ship- ping ore and waste. The remainder of the ore leaving the sorting belt is crushed in a new type Traylor reduction crusher to %-in. size and stored in large capacity mill ore-bins. The grinding is done with ball mills, in closed circuit with a Dorr classifier to 75 per cent - 200 mesh. Minerals Separation 24-in. flotation machines are used both for a lead and a zinc concentrate, with double cleaning in each case. The concentrates are dewatered in Dorr thickeners and filtered on Oliver late-type filters.

Jan 1, 1931

By Jr. Hazen

This report documents 653 sets of sample data involving 78,366 assays obtained from past exploration for various minerals and metals. Most of these data have been taken from published reports describing exploration projects, conducted jointly by the Bureau of Mines and the Geological Survey, for the Strategic Minerals Program from 1940 through 1949. Means and standard deviations have been computed for the exploration assay data and have been plotted on graphs for 22 minerals and metals. A mathematical model, based on the binomial distribution, has been developed to explain the configuration of the plots of the exploration means and standard deviations. The two statistics, mean and standard deviation, which describe assay data, have been used for simulating probability models. These probability models then have been combined with the binomial model of the exploration assays and related to the sequential decision process associated with exploration drilling for mineral deposits. These probability regions can be used to form the basis for sequentially predicting the probable range of the average grade of mineral or metal that may be expected as an exploration drilling program is continued after the initial discovery of mineralization has been made.

Jan 1, 1966

By G. T. Lineberry

Underground mine development begins with the positive investment decision to mine and ends with the inception of full-scale exploitation. It incorporates all activities, personnel, and equipment required for creation of underground access to a mineral deposit. Because of the depletion of near-surface mineral resources, the reduced mobility of large surface mining equipment, increasingly stringent environmental constraints, and the introduction of promising innovations to rock penetration and rock excavating equipment (e.g., continuous miners, rock borers), under-ground mining is projected to account for an increased share of worldwide mineral production in the foreseeable future. Without proper engineering during the mine development phase, failure of the underground mining project is axiomatic. A frustration attendant to coverage of the complex area of underground mine development lies not only with the need for treatment of the many disparate specialties within the area but even with the lack of systematization of these specialties in what is recognized as a vital precursor to successful mining. Section17 offers insights into (1) the basic principles of the planning and design process, including baseline assessment, reserve determination, premine planning, and subsystem design (Chapter17.1); (2) equipment selection and sizing, with emphasis on exca-

Jan 1, 2008

By Thomas G. Madgwick

Introduction Development of oil and gas is still centred in the Province of Alberta, much as it was when C. C. Ross read a paper on this subject three years ago at the Annual General Meeting in Montreal; but so far as gas is concerned, its early production in Saskatchewan seems now assured. The three years that have elapsed since Mr. Ross' paper have witnessed a growth in the world's production of oil that has created a potential supply out of all proportion to the demand for petroleum products, and one that has resisted the most energetic efforts of the industry entirely to control. The natural result has been very much to retard the active prospecting of new structures in the Prairie Provinces with any immediate view to oil production, although the same factor has not hindered the search for gas to the same extent. One consequence has been to divert the attention of organized oil operators from wildcat drilling to more detailed geological investigation than had hitherto been customary, sometimes accompanied by test drilling with a view to the elucidation of geological structure rather than to the immediate development of production which at the present is not needed. Nevertheless, in spite of the growth of this phase of oil prospecting - which the writer would be the last not to welcome as a very real blessing and of far greater value than indiscriminate wildcat drilling in either the complex structures of the foothills or the simpler but largely concealed formations of the plains- it is most satisfactory to have to record that in these three years the growth of production both of naphtha and the heavier crude-oil has kept pace with the by no means inconsiderable growth in the production and utilization of natural gas.

Jan 1, 1929

By Zoë Dugdale, Gerald Poplin, Tim Bauerle

"Fatigue presents several challenges for the mining industry. Depending on the specific occupation, daily work or operational setup on any given mine site, mining jobs can have a fair amount of labor-intensive tasks mixed with monotonous and repetitive duties. Combined with the long working hours and shift-work schedules of mining work, the prevalence of fatigue in mine workers may seem rather unsurprising.Mining is certainly not alone in facing the challenge of addressing worker fatigue. Indeed, many of the characteristics above mirror the similarities of fatigue in other industries, such as health care, aviation and security. To the extent that fatigue in mining acts like fatigue in any other industry, then any fatigue management applications, trainings, or interventions in existence can be borrowed from other industries and applied to mining in a cookie-cutter approach. However, some have argued that mining in particular is especially susceptible to increases in the prevalence of fatigue beyond the characteristics listed above due to the multifaceted combination of factors in mining environments associated with fatigue: dim lighting; limited visual acuity; hot temperatures; loud noise; highly repetitive, sustained, and monotonous tasks; shiftwork; long work hours; long commute times due to mine site remoteness; early morning awakenings; and generally poor sleep habits (Canadian Centre for Occupational Health and Safety, 2012; Legault, 2011). Legault (2011) in particular argues that it is the combination of these factors simultaneously that can make mineworkers particularly susceptible to sleep deprivation and fatigue in comparison to other industries where these factors are often not present all together. If fatigue looks and acts different in mining, as others have argued, more research is needed to determine if, how, and why worker fatigue might need to be managed differently in mining.While the burden of fatigue on the mining population has not yet been evaluated thoroughly, methods and measures of fatigue management remain a popular point of discussion. Many commercial suppliers and consultancy groups have begun to develop technologically based fatigue monitoring systems (McMillian, 2013). Some technologies can monitor vehicle operators for indicators of wakefulness, such as percent eyelid"

Jan 3, 2018

By N. A. Stockett

SOUTHEAST Missouri is the largest and oldest lead-producing district in the United States. For the year 1941, the statistical picture of pig-lead production, stated in short tons (partly estimated by the Engineering and Mining Journal) is as follows. [Tons World production 2,000,000 United States production 460.000 Southeast Missouri production 242,000] The consumption of primary lead in the United States in 1941 was approximately 900,000 tons, or almost double the country's production. The largest previous year's consumption in the United States was 718,000 tons, in 1926. The largest quantities of lead are used for cable sheathing, storage batteries and white lead. During 1941 tetraethyl lead for auto and aviation gasoline consumed 50,000 tons of lead. The entire lead production of Southeast Missouri is now mined by the St. Joseph Lead Co., whose dominant position as the largest producer in the United States of lead directly from ores is best shown by the fact that in 1941 it produced approximately 31 per cent of the lead production of the United States from its mines in southeast Missouri, where 22,000 tons of ore, averag¬ing over 3.00 per cent lead, is mined per working day. It is known that lead was mined at Mine La Motte, Madison County, Missouri, by Renault in 1723. Other white men and Indians probably did some mining prior to that time. Since 1865, the recorded production to Jan. 1, 1942, shows that the St. Joseph Lead Co. and the various other companies that have operated in St. Francois County mined lead ore, which, after milling and smelting losses produced 5,00,000 short tons of pig lead. About 95 per cent of the present lead production of Southeast Missouri is mined in St. Francois County. The northern part of this area is 60 miles south of St. Louis. The remainder of the lead is obtained at Mine La Motte, about 25 miles southeast from the center of the producing area in St. Francois County. PROSPECTING In this district, most of the ore is discovered by surface and underground diamond drills and by prospect drilling underground with rock drills. Each 2-ft. length of the cuttings from these Jackhamer prospect holes is assayed for lead. These holes are marked and the records are entered on maps. It has been found that close drilling--100-ft. centers of holes, and sometimes less-is necessary in order to locate most of the smaller commercial ore bodies, many of which previously had been missed by drilling the areas with holes spaced 200-ft. centers or more.

Jan 1, 1943

Case studies from four western states are used to illustrate the impact of the environmental compliance process on the mining industry. The case studies were not chosen as a statistically significant sample of all mining operations in the western United States but were chosen as representative of operations on both public and private lands and in locations that exhibited varying degrees of involvement by governmental units, non-governmental organizations and the general public. Basically, each case study was chosen because some aspect of their environmental compliance process helped to illustrate an interesting point in the regulatory process. The criteria used to select the case studies were: mines located in different jurisdictional areas, mines located in varying geological areas~ mines located in areas having different historical relationships with mining: and operations that are in production as well as those seeking an operating permit. The variety of such projects should provide the necessary foundation to evaluate the impacts of the environmental compliance process in each location.

Jan 1, 1994

By O. Norman Lotter

There are many scales of innovation in the pursuit of concentrator performance improvement, including paradigm change, inventive change and incremental change. All are important, but the last is low risk, low cost and has a relatively high probability of success, given the right metallurgical skills. Seeking continuous improvement is also essential to ensure that performance does not decline over time due to ore type changes, personnel changes, equipment wear and other factors. When properly implemented, these small gains offer a very high rate of return for the project cost because they are made from marginal, not total, operating costs of the plant. To be effective this approach requires plant trials that use designed structure and appropriate statistics to test the observed differences arising from the old and new process treatments, be they a change in flotation reagent, in grind, pulp density, etc. However the pursuit of small but financially significant performance gains is often regarded as fruitless because of the range of variance in plant data, and the consequent difficulty of ‘proving’ that a benefit has been achieved. Opportunity for improvement is thus sometimes relegated to the realm of the impossible, or at best, treated with skepticism. Operations managers prefer to look for the larger gains, which are easier to demonstrate and prove. Unfortunately, these are seldom to be found; rather, a large gain can be more easily made by executing a series of small recovery improvements that are together equivalent to the ephemeral single large gain. In this paper we advocate a policy of continuing improvement driven by rigorous performance testing protocols and a formal ‘risk analysis’ approach to judging the efficacy of changes implemented in the plant. Following these simple procedures allows rational decisions to be made on the basis of quantifying risk and reward. In particular we consider the choice of hurdle rate for decision-making which best balances risk and reward. It is shown through case studies from actual industrial practice that this approach is practical and delivers significant financial value to the operation.

By Oliver C. Ralston, Dorsey A. Lyon

The data reported in this bulletin are largely the result of experiments conducted by the Salt Lake City station of the Bureau of Mines in cooperation with the department of metallurgical research of the University of Utah. The work on lead is only one of the phases of the investigations carried on at that station during the years 1914 to 1916. The results of similar work with zinc ores and with copper and other ores will be published in future reports of the bureau.

Jan 1, 1918

By Robert Linton

M ETHODS by which Americanization is developed among the foreign workers at the mines in the United States, with particular reference to mines of the Pennsylvania coal region, were discussed in a most constructive way at the Wilkes-Barre Meeting of the Institute. Arthur Notman, of the Phelps Dodge Corpn., as chairman, guided the discussion. Americanization was defined by E. E. Bach, !chairman of the Institute's Sub-committee on Americanization, who said: "Americanization applies either to the native-born or foreign-born and is that process of assimilation which guarantees the full functioning of American citizenship. Naturalization papers merely entitle one to the privileges of citizenship."

Jan 1, 1921

By T. W. Camm

"We hear all the time about the value of hard work and perseverance, and the part they play in the professional life of successful people. What we do not hear so much about are the many professionals who work hard and persevere, yet never seem to quite reach the level of success they aim for. Some current authors are beginning to give more attention to the part luck/black swans/outliers play in success. This is not a new phenomenon, Machiavelli had a lot to say about it back in the Renaissance. So how can knowledge of this dynamic help in a modern organization? INTRODUCTION Work hard and you will succeed. Go to the right school, major in the right degree, study hard, and get a good job. Look at the lives of successful people, and do what they do. Be all that you can be. You can be anything you want to be. Really? Those who are successful always get attention, people want to know what they did to reach such a high position. Invariably, at least part of their narrative will include hard work, wise insight, taking advantage of opportunities, etc. If they are of a more generous nature, they might also allow that building the right friendships and collaborations also played a role. All of this may be true; what we do not often hear are the stories of those who did all of these very same things, but did not find success. An example from pop culture: The Voice. I have watched this show occasionally the past couple of years. One of the things I like about the show is that the initial screening of contestants is based solely on their singing voice (hence the name of the show), and not on their appearance. At the time of this writing (early November), the judges have just finished elimination rounds for their final teams to go on to the live shows. Here is my point—in almost every case the judges agonized over choosing who would go forward and who would be eliminated. And the reason is because all of them are really talented singers. It is impressive how gifted they are. At the end of each season, only one is declared a winner, out of that gifted pool of singers. When you hear their stories, they are all talented, hard-working individuals sacrificing for their art. And as far as I know, none of them has ever become a star. Hard work, dedication, sacrifice, talent—sometimes it is enough, sometimes not. I will be looking at the part uncertainty/luck/black swans play in our lives, but I want to make it clear at the beginning that I am not saying everything that happens to us is out of our hands or beyond our control. Taleb makes this same point (2007, p. 52): “This problem is chronic: if you tell people that the key to success is not always skills, they think that you are telling them that it is never skills, always luck.”"

Jan 1, 2017

By J. L. Young

The McLaughlin Mill started operating in January, 1985. For the first eighteen (18) months start-up, initial operation, and circuit debottlenecking have been done. The mill was designed to recover gold from a refractory ore requiring acid autoclaving pretreatment. This paper discusses the problem associated with bringing this complex hydro-metallurgical plant to consistently achieve design tonnages. Also, briefly described are the mill flowsheet, training program, permitting, and process and project development.

Jan 1, 1987

By J. H. Chesters

The main, though rarely mentioned advantage, is likely to be the standardisation of best practice and product. In a batch process conditions vary cyclically, but with a continuous process they would, at least ideally, remain the same for long periods of time. The other main advantages of continuous over batch processes are likely to be reduced operating and capital costs, the improved possibilities for automatic control, and more consistent product quality. Recent developments are surveyed for ironmaking and steelmaking with reference to blast furnaces; solid-product and molten-product direct reduction; the trough-type processes of Thring, Worner, the Japanese National Research Institute for Metals and Glinkov; basic-oxygen furnace (LD) variants; spray steelmaking; continuous casting and vacuum degassing; rolling; and coating. Encouragement in the devleopment of continuous processes may be drawn from the way unexpected difficulties, such as trouble with sulphur and refractories, were tackled and overcome to achieve the float glass process

Dec 1, 1971

By Denise Clarke

Homeland Security Qualifications (HSQ) personnel were instrumental in developing the UK’s suite of Explosive Substances and Articles (ESA) National Occupational Standards (NOS) (also known as "competences") on behalf of the Standards Setting Body for Explosives, Munitions and Search Occupations (SSB for EMSO).

Jan 1, 2013

By Jodie Robertson, Isabel Barton, Cristian Caro

Prior to mining, all rocks contained in a mineral deposit must be placed in one of several categories known as ore types. Each ore type describes a different way that the rock will behave in processing. The ore type determines which process stream a particular mined unit will be sent to, sets expectations for process engineers and metallurgists, and forms the basis for recovery predictions and production estimates. At first, ore types are assigned mainly by geologists based on visible geological criteria (dominant ore mineralogy, estimated grade, rock type, alteration type). As metallurgical tests are carried out and process data accumulate, the resulting criteria may be factored into the ore typing process, typically as assays and recoverable metal using the relevant process(es). Other variables may also be incorporated into ore typing at operations if they are particularly important, such as grindability, preg-robbing, gangue reagent consumption, and the presence of especially deleterious minerals such as talc or smectite. The mine operation department may also redefine ore types and/or process destinations based on economic criteria. A “best” ore type is designated that (in theory) best describes how the rock will behave in processing. Codes representing this ore type are entered into the drill hole database, then interpreted on cross sections and level plans, and finally added to the block model. Ore types are iteratively reexamined and adjusted over the life of a project. Major difficulties in effective ore typing are (1) lack of communication between geologists and metallurgists, (2) the imprecision inherent in imposing clean categories on messy natural systems without discrete divisions, (3) the need for ore types to provide useful information for a wide range of processes, (4) difficulties in scaling up laboratory test results to mine production, and (5) conflict among geological, metallurgical, and economic criteria for ore typing.

Nov 8, 2023

By R. Stach, S. Gola, P. Zgrzebski, K. Soroko

"At the moment climatic conditions are a primary problem of the exploitation of copper ore. The efficiency of preventive actions in order to improve climatic conditions is connected with the knowledge of changing air in underground excavations. This article demonstrates the analysis of types of ventilation dams which are used in sealing abandoned areas on the maintenance of climatic working conditions in excavations has been conducted at the exploitation in Polish copper ore mines. INTRODUCTION The basis for mining activity performed by KGHM Polska Miedz S.A. is mining copper ores from the deposit lying at depths between 600 and 1,200 m below ground level. Activity has continued since 1963. The copper ore deposit is mined in ‘Lubin’, ‘Rudna’ and ‘Polkowice-Sieroszowice’ mines, where difficult climatic conditions occur. The major factor moulding the climatic conditions in headings is the original temperature of rocks, being the result of geological conditions of the lying of the deposit and the existing geothermal degree. In the faces of present opening-out and preparatory headings, driven from mining areas of ‘Rudna’ and ‘Polkowice-Sieroszowice’ mines in order to open out deeper parts of the deposit, the original temperature of rocks reaches 45°C. Excluding the original temperature of rocks, the following are additional factors affecting the deterioration in the climatic conditions: • thermal properties of deposit rocks, • employed room-and-pillar mining systems, which are characterised by a large surface of exposure of rocks, • using self-propelled mining machines with diesel drive, • a high concentration of mining works, • setting up high-power electrical equipment in headings, • complex structures of mine ventilation networks, • a limited number of ventilating shafts, • constantly longer air-transport routes, • a significant accumulation of water increasing the humidity of supplied air. According to the valid Polish provisions (§21, 2013), the primary criterion of assessment of a climatic hazard is the occurrence at a workstation in an underground mining heading of an equivalent climate temperature of more than 26°C, which temperature is determined according to the following dependence:"

Jan 1, 2019