Search Documents

By R. Hendricks

"IT IS a pleasure for me to appear before yon today and to have this opportunity of reviewing with you recent developments in the world lead and zinc industry. To provide essential background material, I propose reviewing the period from 1950 to the present, a period which has undoubtedly been the most hectic in the long history of the industry.In capsule form, the pattern for this period is one of repeating cycles of boom and recession, of failure through research to develop adequately new markets and new uses for lead and zinc, of surplus production and growing inventories, of price instability, and lastly, of an abdication in some sections of the industry of responsibility for control of its own destiny by turning to governments for support in time of stress. This is not a pretty picture but, as the 1950 decade ends, there are signs of a new maturity and of a growing determination on the part of the industry to put its own house in order.The difficulty suffered by the world's lead and zinc industry in the current decade originated with the support extended to it in 1950 by the U.S. Government at the time of the Korean conflict. Recalling the shortage of base metals in World War II and fearing that the Korean conflict might develop into World War III, the U.S. Government in 1950 adopted a policy to encourage the production of lead and zinc, both domestically and abroad by means of development loans and long-term floor priced purclu.se contracts."

Jan 1, 1960

By B Harvey

Achieving community and stakeholder endorsement during life-of-mine planning and implementation requires a business-connected approach, as opposed to charitable giving, disconnected offsets and environmental adventurism.CITATION:Harvey, B, 2014. Extractive companies, development and environmental agendas, in Proceedings Life-of-Mine 2014 , pp 19–22 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 16, 2014

The Sage Mill Project w approved by Santa Fe Pacific Gold Corporation's Board of Directors in October 1994. The Sage Mill Project included a pressure oxidation plant designed and constructed to process refractory carbonaceous ore using fine grinding/autoclaving technology developed specifically to treat Twin Creeks ore. The project was constructed in two phases. The first phase was put into operation on May 5, 1997, just hours before the transfer of ownership to Newmont Gold Company occurred. The second phase started in October 1997. This paper reviews schedule, costs, scope changes, and methodology used on the project that spanned almost five years from project definition through commercial operation.

Jan 1, 1999

By M. Javier

Mining, waste is growing problem both physical accumulation and increasing toxic uncertainties it presents in the long run. Its value ?zero? is strictly calculated by economy. This mining model begs the question: What is the value of waste & what does it represent to the mining industry? Waste is widely accepted as a ?by product? generated as a consequences of the mining process. The abundant waste accumulation affects society, as receptor, in many ways and the waste piles of materials has no use and no destiny. In reality, this waste is monument of imperfection of the extractive industries worldwide. Our planet is finite and has strict limitations, which mining has traditionally ignored. It is time to design a new system, in which clearly, waste design must be integrated in whole mining process; it has no room to postpone. This paper presents a concept in waste design by which toxic mining waste not only can be rendered inert but also act as nutrient to help balance the ecosystems. This concept calls for extractive industries to pursue EQUILIBRIUM with nature (Geomimic). Also, this concept offers countless gains and opportunities fro the industry and by converting liabilities into assets; mining engineers become the managers and stewards of nature. Also, waste design offers new solutions for proper and sustainable waste management of the mining industry.

Jan 1, 2011

By Mario J. Arenas

El presente trabajo responde al estudio geológico realizado al distrito minero geológico San Rafael durante el período 1979 y 1980 a través de un mapeo geológico de 3,500 hectáreas. De acuerdo a este estudio se visualiza que la mina de San Rafael es la única productora de estaño y cobre en el Perú, así como la mina Quenamari produce plomo, zinc y plata. Sin embargo, se demostró que la frontera peruano-boliviano no es el límite de la mineralización de estaño, sino que existen otros yacimientos minerales de estaño. Asi también se describe la geología local y regional, los depósitos minerales y la mineralización del estaño en el Perú y Bolivia.

Oct 14, 1980

By Malcolm Black

Introduction The circumstances under which the gold mining industry was forced to curtail operations a few years ago are well known to all. The effect of those circumstances is particularly noticeable when one enters some of the larger mills that were designed, in better times, to treat relatively large tonnages. On their grinding floors one will observe that a number of grinding units are lying idle, and the ravages of rust are everywhere in evidence. The same applies to other equipment throughout these mills. In 1941, we found it necessary to reduce tonnage considerably in the Wright-Hargreaves mill. With the assumption that a lower tonnage would be of long duration, we began to focus our attention on some of the idle equipment with a view to re-arrangement of the flow-sheet for greater economy of operation. In an article by the writer published in the Engineering and Mining Journal (March, April, and May issues, 1939) , it was pointed out that in designing this mill there was a very limited floor space available. The choice of thickening equipment was imposed solely by the necessity for space: conservation. Thickening by gravity would have required 5,000 square feet of floor space, whereas Genter thickeners required only 1,200 square feet. As a consequence, the Genters were chosen. The decision to add flotation to the circuit was made primarily to save space. On a cost-plus-tail basis, 80 to 100 hours agitation on all pulp would produce similar overall results, but would require much more space.

Jan 1, 1948

By Donald R. Williamson

Statistical studies at Cyprus Pima Mine indicate that samples from 22 blastholes are necessary for determining average copper grades, within a desired range of precision, for mine-model blocks by arithmetic averaging. The average number of holes in such blocks is 14. Many considerations show that more holes will not be drilled for sampling. A way to determine block grades more reliably than by" arithmetic averaging was sought. Thus far arithmetic averaging has proven to be the best procedure for the particular operation characteristics despite the small number of samples. It naturally follows that expenditure of great effort in sampling blasthole cuttings is unwise.

Jan 1, 1977

By Paul M. Tyler, Carle R. Hayward

DOES it pay to do really good work? Quite likely the practical millman will answer that it does not. The preparation of ores for market is primarily a business enterprise, and by and large the individual operator does not bother his head about squandering our national resources or making easier the job of the smelterman. Having accepted such ore as he may get fro111 the mine, his job is to make the best possible showing with his mill fro111 the standpoint of financial return. His success is measured in dollars and cents, and he has no rightful reason to expect more than scant acknowledgment of any other achievements from the stock- holders of his company who in the last analysis are his employers.

Jan 1, 1936

By Mark W. Booth

THE Dominion Steel and Coal Corporation, as a coal mining concern and as a steel industry, has much pumping to do, and the conditions are as varied as it is possible to make them. We are faced with handling large quantities of water at low heads, and small quantities of water at high heads. We have fresh water, we have salt water, and we have highly acidulous water (see Table II). Our pumping problems are concerned chiefly with mechanical reliability, continuous, reliable operation, first cost, and operating cost. The Corporation is actually expending more than 15 per cent of its power consumption at the mines in pumping water, and at the steel plant about 17 per cent; that is to say, 16 per cent of the Corporation's entire power consumption goes into pumping water ( see Table I). We are pumping out of the mines 2 ½ tons of water for every tan of coal that is produced. At the Steel Plant, we are pumping 188 tans of water for every ton of steel we produce. (See Tables III and IV). The mine is pumping at high heads, up to as high as 1,400 feet in one lift ; in the Steel Plant it is, fortunately, at lower heads, 250 feet or 110 lb. being the general maximum. It behooves us, therefore, to look into the question of efficiency. In whatever direction we can gain something, it will be worth while. The centrifugal pump is not an adaptable machine. That is, a pump designed for some particular location and purpose will not always work efficiently if installed in some other place and used for some other purpose. It must generally be designed for the particular job it has to do. Reciprocating pumps are not so sensitive. We have Cameron plunger pumps that can be set up almost anywhere in a mine and they will work, but for big jobs they are apt to be clumsy and the driving power becomes a factor- which is, in fact, the controlling factor in deciding the type of pump we use. One disadvantage of the a.c. induction motor, however, is that its speed cannot easily be controlled. At its rated speed and output, it is a highly efficient machine, but, with any change in these, its efficiency goes all to pieces.

Jan 1, 1944

By D McInnes

Rather than look at the problems associated with sampling, this paper deals with the issue of sampling and blending to optimise revenue û predominantly in the mining industry. An example of the use of this methodology in the agriculture industry is also presented. Mining companies, in particular, are experiencing a boom in commodity prices and many believe the industry is in the middle of a æsuper cycleÆ. Production levels are being escalated dramatically to meet the demand coming from China and India. This in turn has further stretched the capacity of our rail and port infrastructure û resulting in significant shipping queues around most Australian commercial ports and increased demurrage costs for the producers. Mining companies are now looking for effective scheduling, planning and blending to maximise production and reduce demurrage charges û given the current infrastructure constraints. Mining companies can no longer use spreadsheets to run their business. This paper further looks at how these outcomes can be met by optimised blending using an integrated supply chain management system such as MineTrak together with effective sampling and analysis.

Jan 1, 2005

By George R. Pratt

Although the title of this paper focuses attention to the Winnipeg coal market the following remarks should be considered applicable not only to conditions in Winnipeg but to the whole western coal industry. Technical descriptions of coal and coal-burning have been omitted. These details are already covered in other numerous publications. In discussing a market the first consideration must be the product which is required to be sold. The class, quality and price at the point of origin must be taken into account and therefore this feature will be discussed before proceeding to outline conditions in the Winnipeg local market. The writer thinks of coal as a manufactured article, not, as it is generally considered, a fuel to be dug from the ground and dumped into the consumer's bin. The work of manufacturing must be considered in detail:- 1. Consider first the coal as it is in the ground: (a) What is its fuel value? (b) Where is its market? © With what will it be in competition? 2. Consider secondly: (a) What it will cost to mine the coal. (b) What has to be done to prepare the coal for market after it is mined. This must be considered in conjunction with the answer to question 1 ©. 3. Thirdly, consider the method of business to be adopted by the producer:- (a) Is it proposed to build a market on price? Or (b) On quality?

Jan 1, 1925

Joseph W. RichaRds, South Bethlehem, Pa. (communication to the Secretary*): The hold experiment of Mr. James Gayley in drying the blast used in the Isabella furnace has attracted the attention of the whole metallurgical world, and has given rise to a wide discussion of the reasons for its great success. Mr. Gayley and the capitalists who backed him in his work deserve congratulations on the success of the venture, not only because it succeeded, but because they have been rewarded far beyond the maximum that could be expected from theory or probability. To state the case in its simplest terms, all that could have been predicted was: (1) that the removal of the moisture from the blaet would result in the saving of the heat required for its decomposition, representing from 3 to 5 per cent. of the heat-value of the coke used; hence about that quantity of fuel might be saved; (2) that the furnace would be somewhat more independent of variations in the weather; (3) that the campaign would be a little hotter; and (4) that the speed of the blowing-eugines would be decreased, at least in amount proportionate to the reduction in temperature of the air led to them. I do not think anyone anticipated a much larger output per day. The results actually attained were: (1) the furnace made an increase of 24.86 per cent. in the output of pig-iron per day; (2) it consumed 19.6 per cent. less coke per ton of pig-iron made; (3) the blowing-engines were run 15.8 per cent. slower; and (4) the saving in power made up for the power required to run the refrigerating-plant. In addition, the blast was hotter; the waste-gases cooler, because of their smaller volume; and there was a greater proportion of carbon dioxide to carbon

Jan 1, 1906

By Scott Turner

HOSTS of friends will rejoice that T. A. Rickard has been given honorary membership in the Institute. It might well have been done long ago, since, when one reviews distinguished services rendered by individuals to our organization and our profession, it is at once apparent that his name ranks high and that he has merited this distinction for more than three decades. Our by-laws restrict this list to twenty names; "T.A." becomes the sixteenth living member. Young engineers should particularly be pleased; Mr. Rickard has had a career rich in human interest, and full of useful suggestions to the younger men; he has given them good advice and set them a notable example; he, more than anyone else, has shown them how technical writing can be clear and concise; he has inspired youngsters to do their best; he has been their friend. No one has more first-hand knowledge of these facts than the writer of this appreciation:

Jan 1, 1935

By Charles B. Carpenter

[The Bureau of Mines selected Anahuac for a petroleum-engineering study because it is one of the notable fields of the Gulf Coast region. It is outstanding because the producing for is very thick; every modern technique of drilling' and development has been applied; complete records of all operations,, including detailed subsurface information have been kept; the field has been developed systematically; and every effort has been made to utilize the reservoir energy efficiently Data and information pertaining to the development anal operation were collected, compiled, and studied by the writers as if the field were under single ownership. The chief aim-of the stud,, was to increase the accuracy of the existing methods of estimating reserves by applying all the data collected during the modern development of an oil-field, These scientific aids include coring; electric logging; micropaleontology determinations of porosity, permeability of oil-bearing sands, and their connate water content; subsurface sampling of the reservoir oil; and depth-pressure measurements. Because the reservoir structure in the Anahuac field is extremely complex, special attention was given to methods of calculating the reservoir volume.]

Jan 1, 1941

By F. Botha

South Africa is amongst the 40 driest counties in the world, with extreme weather conditions and beset by both droughts and floods. Coupled with economic growth is an increased demand on water resources and, as with all other industrial developments, mining requires large volumes of water, which is likely to have an impact on the environment. Further to this, the mining industry also realizes that minerals are a non-renewable resource and the contribution to wealth creation from mineral extraction is not everlasting. It serves as an economic boost and careful planning is required to ensure that the legacy of mining is sustainable, and that some of the returns from mining provide continual economic and social prosperity.

Jan 1, 2012

By J. Wong

We report a successful use of x-ray absorption spectroscopy to probe the chemical and structural environment of trace elements in coal. When applied to vanadium in coal, it was found that vanadium exists in at least two environments: a trivalent site 6-fold coordinated by oxygens at ca. 2.0~ and a tetravalent site 5-or 6-fold coordinated also by oxygens, one of which forms a short V=O bond at ca. 1.6a. No evidence of nitrogen (porphyrin)1'or sulfide environment was found. It was also found that the vanadium environ-ments in the raw coal did not survive unchanged in a liquefaction process. These findings have implications for coal cleaning processes and for trace element release into liquefaction process streams.

Jan 1, 1982

By T G. Neville, G Terrey, J Burns

This paper explores recent industry training programs and lessons for supervisors. The Belbin Team Role model was used to increase participants’ awareness of behaviour and its application. The application of the Belbin model to underground, open cut mine and quarry supervisors is discussed.The key to team success may rest with the expertise and experience of its members, but increasingly effectiveness depends on how team members understand, acknowledge and support each other’s behavioural strengths. Discovering strengths is a challenge, both for their measurement and for the encouragement of team members to use the knowledge of themselves and others in the team. Using behavioural models provides a constructive approach and a language for supervisors as they build personal motivation and engagement.Prima facie, the mineral industry’s work may be too vigorous for teams and their managers could be more prone to use ‘solo’ or traditional management styles. Managers and supervisors must know when work allocated to a team is appropriate or where individual effort should be applauded and rewarded. For practical people with well-developed technical skills, improving the soft skills necessary for a supervisor requires some reflection and effort. The Belbin behavioural model can be an effective tool for recognising characteristics that can assist teams to be more productive.Experiencing the Belbin Team Role model as part of an industry qualification is important for supervisors studying to refine their team leadership skills. Data are available for participants to assess the nature of their teams and to confront the appropriateness of the behavioural mix for the work of the team and its individual members.So what are the next steps? All team development must have a place in the strategic thinking and plans of the enterprise. This needs a visible presence of senior managers and supervisors in managing a team culture with practical links to workplace priorities and professional development with continuous improvement.CITATION:Burns, J, Terrey, G and Neville, T G, 2016. Supervisors and teams at work, in Proceedings International Mine Management Conference, pp 125-138 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By M. Ruel

In today's highly competitive worldwide market, it is becoming extremely important for managers to make sure that all resources are used where needed the most. That way, all resources are generating added value, process control equipments are maintained in an optimal state for best performance, and final product is produced at least cost. Performance monitoring is the only way to ensure that everyone is working on top priorities toward the same goal. How can we add value to these warehouses of data? The data is there and the information is hidden; it is just waiting to be extracted. A process performance monitoring system is able to determine if a loop, a system, a unit, or a plant meets the expected performances. The system prioritizes the areas that need attention. It also provides historical reports of the plant status by areas, by loops, and by identified problems. This information is provided to different categories of users in an appropriate format for each one. The system also includes diagnostics and tools to detect and analyze problems.

Jan 1, 2007

By R. S. Dean

This report, the second of a series of annual reports of the Metallurgical Division to be released in this form covers the fiscal year July 1, 1935, to June 30, 1936. The technological work of the division is performed by sections. Thus, an efficient organization is provided to prosecute the various problems under investigation, and a logical system is set up for presenting the material contained in this report.

Jan 1, 1937

By A. G. Journel

Accurate prediction of recoverable reserves are key to the development and planning of a mining operation. Recovery functions for tonnage, quantity of metal and ore grade are defined and two approaches for their estimation are proposed. The indicator kriging (IK) approach draws on the data rank orders, whereas the multi-gaussian (MG) approach relies on a grade multi-variate distribution hypothesis. Although based on different premises, both approaches yield remarkably similar--and accurate--estimates for recoverable reserves.

Jan 1, 1984