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By W. L. Dam

Grand Junction, Colorado’s legacy with uranium mining and milling serves as a model attracting international interest. Access to water and central location to carnotite ore containing uranium and vanadium resulted in the World War II military creating a site in Grand Junction for developing extraction techniques; subsequently, several commercial mill sites were built in the area. Uranium mills produced ore into the 1970’s as well as tonnes of radioactive waste tailings. Tailings contain radium that emits radon gas. Despite the radiation hazard, sandy tailings were added to concrete and became incorporated into roads, schools, businesses and homes. Clean up of sites containing tailings and mill sites began in the 1970’s involving city, state, and federal officials. The Climax mill site had become an auto junk yard mixed with mill tailings. A new disposal site was built out of town and away from the river in the 1990’s. After Climax mill tailings were removed to the disposal site, the land sat vacant for two decades until citizens and city officials developed a masterplan for the riverfront property. The Las Colonias river park is being built in stages including an amphitheater, gardens, businesses and parks. One of the biggest obstacles to site remediation and reuse was overcoming public outrage, fear, and lack of trust which made funding sources scarce.

Jan 1, 2020

"The business importance of water for mining companies is unequivocal as it may affect several aspects of mining projects ranging from the life-and-death license to operate to the imperative economic viability. It is thus no wonder that nearly all mining companies acknowledge water-related risks, issues and opportunities in their respective sustainability report. Somehow, this procedure has fostered the idea that water frugality could be the sustainable solution to several water-related issues. The regular exercise of water accounting should then follow as a key strategic requirement. Water accounting is defined as the application of a consistent and structured approach to identifying, measuring, recording and reporting information about water. However, several factors discussed herein have led to the fact that some water accounts are still produced using means (hardware and software) which undermatch the value actually associated with water. The resulting fuzziness about water usage could result in missed opportunities, suboptimal operations or even lead to environmental law violations. This paper subscribes to the distinctive perspective that, once underlying concepts and practical definitions have been standardized under a supported framework, such as the openly available Water Accounting Framework (WAF) published by the Minerals Council of Australia, most of the remaining water accounting issues may be boiled down to accuracy issues and, ultimately, to how much accuracy is valued by the stakeholders. Using the latest WAF document as a baseline for best practices of water accounting and, borrowing concepts from the fields of sensor network design in the process industries and best practices of metal accounting, this paper reviews some essential accuracy issues to be considered when designing or analyzing water accounting systems in mineral processing. The current paper also includes some elements for a promising attempt to include the value of information paradigm inside the water accounting best practices."

Jan 1, 2014

By C. L. Berrien

Before the present company was formed, in 1916, each group of mines comprising the old organizations made its detailed daily and monthly mine cost records along the lines used before the consolidation; that is, there was no attempt made to standardize and compare the stope costs of all mines. The general cost sheets for all mines, however, were standardized, and cumulative labor cost sheets were compiled in the general superintendent's office. At most of the mines, a daily record or distribution sheet for each working place was kept, showing the number of men, hours of drilling, hours of timbering, hours of tramming, cars of ore, cars of waste, sticks of powder and feet of fuse. This information was kept by each shift boss and entered on the distribution sheet by him or, at some mines, by a tram boss. The superintendent solved his own problems under the direction of the general superintendent, but without coming in touch with other superintendents, either through records or general conferences. Probably 95 per cent. of the stopes were square-set worked by day's pay; there were some back-filling and shrinkage stopes. Many of the development places, such as shaft sinking, station cutting, drifting and raises had always been run by contract. These contracts were given, for no definite period, at so much per linear foot and were measured monthly, or when completed, the men being paid monthly. In some cases, fairness to the employee was not maintained. On the whole, there was no standardization. There were no stope contracts, because of the objections of the Western Federation of Miners to general contracting in the mines. Changes in Stoping Methods Early in 1916, W. B. Daly, then general superintendent, and the author, then assistant general superintendent, visited the Southwest mining districts with the object of finding some improved mining

Jan 1, 1923

By C. L. Berrien

Before the present company was formed, in 1916, each group of mines comprising the old organizations made its detailed daily and monthly mine cost records along the lines used before the consolidation; that is, there was no attempt made to standardize and compare the stope costs of all mines. The general cost sheets for all mines, however, were standardized, and cumulative labor cost sheets were compiled in the general superintendent's office. At most of the mines, a daily record or distribution sheet for each working place was kept, showing the number of men, hours of drilling, hours of timbering, hours of tramming, cars of ore, cars of waste, sticks of powder and feet of fuse. This information was kept by each shift boss and entered on the distribution sheet by him or, at some mines, by a tram boss. The superintendent solved his own problems under the direction of the general superintendent, but without coming in touch with other superintendents, either through records or general conferences. Probably 95 per cent. of the stopes were square-set worked by day's pay; there were some back-filling and shrinkage stopes. Many of the development places, such as shaft sinking, station cutting, drifting and raises had always been run by contract. These contracts were given, for no definite period, at so much per linear foot and were measured monthly, or when completed, the men being paid monthly. In some cases, fairness to the employee was not maintained. On the whole, there was no standardization. There were no stope contracts, because of the objections of the Western Federation of Miners to general contracting in the mines. Changes in Stoping Methods Early in 1916, W. B. Daly, then general superintendent, and the author, then assistant general superintendent, visited the Southwest mining districts with the object of finding some improved mining

Jan 1, 1923

By Yanske TR, Lane WL

The Doc Run Company and its predecessors have been mining for over 130 years utilising the room and pillar mining method. This method has left approximately 20 per cent of the orebody in the remaining pillars. The original design and planning for the mines did not include extensive pillar extraction. This paper summarises the introduction of the pillar extraction and backfill techniques which have been implemented since 1991. These techniques include the use of low cost fill walls up to 20 in in height and the use of stinger trucks for topping off the fill. In conjunction with these accomplishments, much experience and confidence has been gained in the use of numerical modelling as a method of predicting pillar stability as the mining of pillars progresses. These advances have led to pillar extraction hecoming a major portion of the overall production and have added to the mine life of Doe Run's six operating mines.

Jan 1, 1998

By Donald E. Redmon

Industrial engineering departments perform staff duties and are most effective when sincerely supported by management. In accordance with the needs and desires of the mining companies involved, various industrial engineering functions have been adopted widely at western metal mines during the period 1950-60. Newly organized departments usually conduct method and equipment studies, work-measurement programs, and establish and maintain production standards. Supervisor-training programs and courses are effective in showing the relationship between supervisory responsibility and the purpose for which industrial engineering is practiced. Industrial engineering staffs of western metal mines are composed predominantly of personnel from within the companies. Experienced industrial engineers, not necessarily experienced in mining, frequently are hired by a company to help establish the department. Management consultants frequently are called upon to advise management and instruct department personnel in industrial engineering practices. Some departments have developed satisfactory industrial engineering programs without benefit of formal industrial engineering training or advice.

Jan 1, 1962

By Richard L. Stowe, Donnie L. Ainsworth

The static, rapid, and shock-loading response of rock is of interest to many in the field of rock mechanics. For example, the effects of loading rates on strength and stress-strain characteristics of rock are quite important in defining input loading for use in the design of underground protective installations. Response data on rock subjected to shock loading over a wide range of pressures are also vital in the field of underground nuclear testing. In addition, material response is needed in design of shock-absorbing liners. A number of investigators have reported that ultimate compressive strength of rock increases with increased rates of loading.1-6 Wuerker3 stated that modulus of elasticity, obtained from sonic determinations, increased in some rocks by a factor as high as 4.5. It appears that only a limited amount of work has been done on comparing static modulus and modulus obtained from impact testing.6 Phillips4 showed that with increased rates of loading the deformation decreased. More recent work by Atchley and Furr5 showed that when moderate-strength concrete is stressed with increased loading rates, the axial strain at failure increased. One would expect this to occur if we think in terms of purely elastic materials. For example, if E is constant and maximum strength [amax], increases, the axial strain would also increase. However, in rock testing thus far we have worked almost exclusively with nonhomogeneous and inelastic rocks. From this fact alone the increase in axial strain with increased load application is noteworthy.

Jan 1, 1972

By H. H. Schrenk

One phase of Bureau of Mines work in health and safety is promotion of the use of safe, satisfactory, and reliable respiratory protective devices. To insure that such devices will be. available, the Bureau has established schedules of minimum requirements for oxygen breathing apparatus,3/ gas masks,/ supplied-air respirators (hose masks, air-line, respirators, and abrasive blasting helmets, hoods, or masks),5/ and dispersoid (dust, fume, and mist)

Jan 1, 1943

By M Costa, L Polizzi

Process optimisation and continuous improvement are usually acknowledged when making a process more effective, efficient and transparent. During the last few decades, thousands of companies around the world have used total quality concepts in order to establish a continuous improvement process in their companies. Typically these companies apply some kind of Kaizen-type tools and expect results in the short term; however, the great majority of companies are poorly implementing these continuous improvement programs.Usually the most common reasons for failure of the program are lack of commitment from leaders, lack of discipline and engagement from the team to follow process and lack of clear targets for the program. When the results do not come at the expected timeline, it is common to simply drop the current process and apply a different approach from another company or consulting firm.This paper will explore some successful cases of companies that have invested time and effort to establish a reliable and sustainable process of continuous improvement. The focus will be case studies of mines and smelters around the world that use the plan–do–check–act (PDCA) cycle to increase productivity with the best services and lowest costs. The main tools and processes used by these companies will be discussed, as well as results achieved.CITATION:Costa, M and Polizzi, L, 2014. Introducing and sustaining a continuous improvement program in mines and smelters, in Proceedings 12th AusIMM Mill Operators’ Conference 2014 , pp 55–62 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 1, 2014

By P Cameron

MetPlant conferences have focused on ensuring mining projects are well designed then optimised to operate safely and effectively at the top end of world’s best practice to ensure shareholders are not just happy but delighted. This assumes the MetPlant was built right the first time. However, reality is, too often Plant Metallurgists (PlantMets) find after commissioning they are faced with the expensive task of correcting errors or modifying shortcomings to achieve product quality at name-plate capacity, i.e. get it right the second time. Why do companies spend good money to engineer an excellent feasibility study then allow “wise men” remote from the project team to impose cuts in budget and schedule, often under the guise of value engineering? Since mining is full of uncertainties, such actions can increase the risks of failure with the result that some MetPlants do not work well. Can PlantMets influence the remote wise men who often are also imposing the rules for lending and the required returns to appreciate the uncertainties of mining and their associated risks then let the project team get it right the first time? PlantMets can negotiate with the wise men from the outset of the project and bring them into an outer layer of the team where they can understand the risks then share responsibility and accountability to achieve the common goal of building a MetPlant which works well the first time and deliver the forecast profits. Since shareholders are not in the business to make losses they appoint a Board of Directors to deliver the best outcomes for the shareholders. Thus the Board should seek effective advice on the risk reward implications from the PlantMet before making their decisions.CITATION:Cameron, P, 2015. Do all metplants work well? PlantMets can ensure they do, in Proceedings MetPlant 2015, pp 2–9 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 7, 2015

By Ian McC. Stewart

"Seam gas flow in coal mines takes place through a medium which has both capacity and resistance and can therefore be expressed in terms of the basic diffusion equation, provided that the characteristics of the system can be adequately described. It may be possible to lump the variations from point to point in a seam together as an effective diffusivity. The paper discusses the characteristic flow-time patterns for various types of openings and the particular features of coal and seam which influence the diffusivity.Two field experiments are described in which gas make to a heading and to a borehole were measured in a mine for which considerable data on coal sorption properties were available. Incremental gas flow measured from the borehole experiment predicted the actual flow from the heading measurements remarkably well. The effective permeability adjacent to the face was much higher than expected from the properties of the coal. The incremental flow measurements to a horizontal (in-seam) borehole showed a striking picture of advancing 'relaxation' behind the face which is not discernible by other experimental means."

Jan 1, 1971

By B. Stimpson, K. Kosar, K. Barron

"A number of high wall failures have occurred in some of the Alberta coal strip mines of a type called by the authors ""Multiple block plane shear slope failure "". They cause rapid deterioration of the dragline bench, reduced productivity and maintenance costs.The failures are invariably associated with the presence of almost horizontal (± 5 degrees) bentonitic clay bands in the overburden, often immediately above the coal seam, and regress behind the slope as a series of tension cracks which isolate detached blocks. As many as 17 sets of cracks have been observed, at lateral distances in excess of five times the slope height from the toe.The theory of this mode of failure is presented and a limiting equilibrium computer program which will produce deterministic or probabilistic (Monte Carlo) solutions is briefly described. A case history of one such failure is documented. It is shown that the extent of the regressive failure is exceedingly sensitive to the water table elevation, leading to the conclusion that drainage, if practical, represents the best control strategy. IntroductionA number of high wall slope failures are occurring in some of the coal strip mines in Alberta of a type called by the authors ""Multiple block plane shear slope failure""(I). These failures cause a rapid deterioration of the bench from which the dragline operates, reduced productivity, and necessitate conregresses into the slope as a series of tension cracks and detached blocks. As many as 17 prominent cracks or crack zones have been observed, the last being in excess of five times the slope height distant from the toe.The block between each pair of cracks must be at limiting equilibrium, i.e. the factor of safety equals one. This condition can be used to determine the locations of the cracks which develop in sequence behind the face."

Jan 1, 1986

By Göran Bäckblom

The Swedish mining companies LKAB and Boliden, the equipment supplier Atlas Copco, the general contractor NCC and the specialist company Reflex joined forces in 2005 to advance the field of rock technology for the purpose of mining and underground construction. The creation of the company Rock Tech Centre is part of the strategy developed by the Swedish mining industry to strengthen co-operation with industry, academia and society. This paper outlines the current R&D strategies developed for the industry in general, discusses what focus areas are selected and provides some details on the current RTC project portfolio, especially faster and better drifting.

May 1, 2006

By Herbert H. Einstein

The thrust of research reported in Part I was to collect in-situ data from exploration programs and the published literature, and to empirically establish distributional patterns for these variables. Since discontinui¬ties in a rock mass govern to a large extent its engineering properties and thus the performance of any slope in the mass, work has been devoted to determining the appropriate distributional forms for attitude spacing and length of discontinuities and to distributional properties of resis¬tance and deformability parameters. The conclusion from these analyses is that trace lengths are logNormally distributed and that joint spacing is Exponentially distributed, regardless of orientation of the sampling line, and regardless of whether each joint set is considered separately or not. Joint orientation (attitude) data representing 22 individual joint sets from eight sites (a total or approximately 20,000 joints), do nor strongly support any of the commonly used distributions as broadly applicable in practice. The autocorrelation )f geometric joint properties is also examined. However, no significant spatial correlation could be found even after extensive data manipulation. The investigation of resistance and deformability parameters starts with a review of mechanisms and models that are used to represent them. Review and statistical evaluation of approxi¬mately 2,000 discontinuity shear tests has shown that good statistical estimates for use in reliability analyses can be obtained for friction angles.

Jan 1, 1979

By J. A. Pigott, R J. Hall

The International Nickel Company of Canada, Limited operates five underground mines on the rim of the Sudbury Basin in the northern part of the Province of Ontario. Four of the mines, the Frood-Stobie, Creigh-ton, Murray and Garson, are located on the south range of the basin with-in a radius of IO miles of the centre of the city of Sudbury. The fifth mine, Levack, is on the north range about 30 miles northwest of the city. The ores are mined primarily for nickel and copper, and the principal minerals are pentlandite, chalcopyrite and pyrrhotite. In 1960 the total ore production was in excess of 16 mil-lion tons, 95 per cent of which was produced from the five underground mines and the balance from the Frood-Stobie Open Pit. Mining at this open pit is nearing completion and underground production has been expanded to replace the open pit tonnage.

Jan 1, 1961

By G. Southam

Bacterial populations play an active role in mineral weathering in subsurface and near-surface environments e.g., supergene enrichment of Cu at Morenci, AZ. An in vitro bacterial biofilm model was used to examine the interaction between Sporosarcina ureae and ionic gold (which is toxic) or amino acid-gold complexes in gold mobility. The immobilization of ionic gold was between 80-90% for 1 week but as the available, cellular reactive sites became saturated immobilization decreased to 14% within 2 weeks. In the asparagine-gold system, gold immobilization occurred at a high rate (80-90%) throughout the experiment with limited toxicity towards Sporosarcina ureae.

Jan 1, 1999

By M. Karmis

The design of coal-mine layouts is based on the knowledge of a broad range of geological and geotechnical parameters, which must be determined from a sequence of exploration programs. It follows that any weaknesses in selecting, determining, interpreting or utilizing these data are inevitably reflected into the mine-planning process. In this paper, the main methods of exploration are reviewed and evaluated with the emphasis on acquisition, interpretation and storage of variables pertaining to mine-design. Some common problems are highlighted and recommendations are given for improving the utilization of data and optimizing coal-mine design procedures.

Jan 1, 1980

By Han Jie

The results of full scale plate load tests on stone columns on soft clay in coastal areas are presented in this paper. Four load tests were made, two of which were performed on the ground treated with stone columns, one on an isolated stone column and the last one on the untreated ground. For a given stress range, the settlement of the rigid plate, the stress concentration factor, and the excess pore water pressure were measured. It is found that the distribution of vertical stress beneath the rigid plate supported by the composite ground of stone columns is very different in shape from the one by the untreated ground, that the stress concentration factor has a relation with the stress level and time, that the stone columns increase the bearing capacity up to by 2 times, and that the ground stabilized by stone columns is of great advantage to keep the foundation stable.

Jan 1, 1991

By T. Beamish, I. Vasilev, T. Nikolov, E. Marinov, D. Kirilov, P. Barrios

In April 2005, Umicore Copper de-merged from Umicore Group and created a new independent Copper company called Cumerio. As a separate company, Cumerio is a major European copper smelter and refinery and a leading producer of copper products such as wire rod, billets, cakes and specialty rod with a total production capacity of copper products in excess of 500,000 tpy with production plants in Belgium, Italy and Bulgaria. The Pirdop Smelter is the only state-of the-art smelter in South East Europe and it makes Pirdop the natural hub for the copper industry in the region. In order to be competitive in the international market the main challenges facing Cumerio are to maintain its low cost structure and to achieve higher production volumes while reducing its impact to the environment and striving for continuous improvement of the production process. Cumerio's state-of-the-art smelting facility in Pirdop has recently increased the anode production capacity to 250,000 tpy by the installation of the third evaporative cooler on the converters section that allows operating with three-hot converters. In April 2007 a general shut-down for repair and modification on the Flash Smelting Furnace and Waste Heat Boiler is envisaged. At this time a revamp of one of the existing Sulphuric Acid Plants is planned, resulting in a further copper capacity increase to 275,000 tpy with modest Capex. In 2005 Cumerio received from the Bulgarian Ministry of Environment and Water the Complex Permit under the EU IPPC criteria. Accordingly an Environmental Compliance Program was defined targeting a large reduction in the secondary emissions. The system will be commissioned in May 2007. In order to better integrate the smelter and refinery in Pirdop and to respond to the growing demand for cathodes in the region, a new state-of-the-art Electrolytic Refinery with an installed capacity of 180,000 tpy will replace the existing refinery. The new refinery is expected to be fully operational as from early 2008. This paper describes the challenges and the projects.

Jan 1, 2007

By K. W. Edwards

The formulation of a theoretical basis for the evaluation of in-situ coal through the use of geophysical logs is outlined. This involved the development of an approach to the interpretation of resistivity in environments having multiple conductive and non-conductive components. Utilizing this approach and other conventional interpretation techniques, a program was developed yielding accurate determinations of the in-situ percentages of coal, water and ash for the evaluation of coal deposits. Basic information obtained from the CWA program can be utilized in numerous aspects of total mine planning . Some examples of the practical application of this method are included.

Jan 1, 1978