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By Stephen Semeniuk

Working with junior mining companies as a valuer, my experience with regulators is that simplicity works and the sales comparison method is the way to go. What I like about Mr. Ellis?s approach (as in his Table 7) is the integration of commodity prices with the timing of acquisitions and the implication of price changes in gold on the adjustment of individual project valuations. However, the sample gold-related appraisals in Ellis?s paper are pre-2008 transactions and readers should be made aware of the current market for such projects. Before moving on, to be noted is that the effective date of the Las Brisas appraisal (Ellis?s sample Appraisal 3) is Feb. 10, 2006; given that the subject value of Transaction 9, Choco 10 in Ellis?s Table 6 was listed as $353 million for a 95% interest in the con-cession, I am uncomfortable accepting that the acquisition was suddenly worth the adjusted value of $1,205 million (as given in Ellis?s Table 7). In some cases, illiquidity discounts can apply, and commodity-wise, in the one-month period between the acquisition in January 2006 and the adjustment to the Las Brisas conditions as of February 10, 2006, the indicated gold price change was only 41 cents/g ($12.60/oz); i.e., from $17.50/g to $17.91/g ($544.40/oz to $557/oz).

Jan 1, 2012

By Darío Zegarra Macchiavello

Este documento contiene dos hipótesis y una propuesta en relación a la conflictividad socio ambiental en el Perú y a la estrategia para enfrentar este problema. Por un lado, las causas de los conflictos estarían ancladas en reclamos ambientales mientras que las “soluciones”, recogidas en las quejas, acuerdos y actas de Mesas de Diálogo, se enfocarían, principalmente, en infraestructura y en proyectos de desarrollo que carecen de un enfoque de sostenibilidad. En segundo lugar, los conflictos se generan, casi en su totalidad, en el ámbito local, muy cerca de las operaciones o de sus componentes principales (tajo, relavera, mineroducto y otros).

Sep 1, 2017

By B McCarthy

Mining has been typified of late as a boom and bust, cyclical industry operating against a steady decline in the size and quality of mineral deposits. Decreasing deposit grades and increasing costs of traditional mining techniques, all in the face of another commodity downturn, are forcing mining companies more than ever before to seek out new and innovative ways to operate. New technologies are emerging to model, control and track resources through the mining value chain, to move material about mines more efficiently, and to identify and separate ore from gangue early in the extraction process.Discovering such technologies however is only the first challenge for mining companies. Actually implementing technological change successfully has proved to be an even bigger challenge. Like for many industries, fulfilling the promised benefits for the expense and timing envisioned, has not been easy when innovative technologies are introduced.Citing the author’s insights and experiences in a number of emerging technologies, this paper explores barriers to implementing technological change in the mining context. Key elements of a change management framework, first developed for implementing mine management systems, are described to give mining executives insight into how they and their organisations can succeed through technology-driven change.CITATION:McCarthy, B, 2016. Successfully implementing technology-driven change in the mining environment, in Proceedings International Mine Management Conference, pp 89-104 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By A B. Christie, S C. Cox

Effective land-use planning requires accurate knowledge of mineral resource potential. Mineral companies during reconnaissance exploration, feasibility investigations and mine development also use this type of analysis. The Institute of Geological and Nuclear Sciences is undertaking a two-year project reviewing the resource potential of the West Coast of the South Island of New Zealand. Spatial prospectivity models have been developed as part of this resource assessment process, using computer based statistical pattern recognition techniques to delineate areas that are prospective for mineral deposits and to test deposit genesis models. Digital GIS data-sets of mineral occurrence were correlated against geology and exploration information. The distribution of mesotherrnal shear zone gold deposits in the Reefton Goldfield, were examined against geological data-sets from both the regional (QMAP) and local prospect-scale mapping. Weights of evidence analysis generated a correlation matrix that highlights relationships and degrees of association that might otherwise not normally be recognised.   Mesothermal shear zone gold deposits have strong positive spatial correlations with Greenland Group host rocks and areas with moderate to high quartz vein densities; moderate-strong positive correlation with regions <500 m from folds, with regions <600 m from faults and five to eight kilometres from granite contacts; moderate correlations with Ntrending fault and fold segments; and no/weak/poor correlations with fault intersections, fold-fault intersections, bends in regional structures and magnetic and radiometric data. The regional and prospect scale data sets give different results, with the more detailed prospect scale mapping giving generally better correlations. This emphasises the value of detailed geological mapping in the exploration process.   Maps generated by prospectivity modelling consistently highlighted areas of known mineralisation and generate targets where follow-up investigation is warranted. The prospectivity per unit area provides a measurable value that should change as new information comes to hand and, in addition to highlighting targets, can be used to measure the impact of increased exploration expenditure and assess the effectiveness of exploration investment.

Jan 1, 2001

By T. J. Fee

Introduction The International Nickel Company have been pioneers in mine rescue work in Ontario. Following the fire in the Hollinger mine in the spring of 1928, the Company purchased ten self-contained oxygen breathing outfits, ten all-service gas masks, an oxygen high-pressure pump, life line, inhalator, ten cap-lamps with batteries, and a complete stock of spare and accessory parts. An instructor from the U.S. Bureau of Mines, Pittsburgh, came to the Creighton mine for one week and trained twenty men in the use and limitations of all equipment. Monthly training courses were commenced in the fall, and have continued to the present time. Of the original twenty men trained, ten are still on the Creighton mine rescue teams. In the meantime, and as an aftermath of the Hollinger fire, the Work-men's Compensation Board of Ontario and the Ontario Department of Mines established a central mine rescue station at Timmins. This was completed in the spring of 1930. It was then decided, in view of the great expansion in mine development in the Sudbury district, to build and equip a similar station to serve all the mines there, namely, Creighton, Frood, Garson, Falconbridge, Sudbury Basin, and Errington. An extensive survey was made and a central location selected opposite the Frood mine. The International Nickel Company donated a site, and the station was completed in the fall of 1930. The station is a two-storey brick building, 27 ft. by 47 ft., with a large garage adjoining it. The ground floor is used for equipment and for training the crews. On the second floor are living quarters for the superintendent and his family. The garage houses a closed truck, in which all necessary equipment can be taken to any desired point for training purposes or for actual mine rescue work, if and when necessary. The garage is also used as a gas room, where the men are trained in an irrespirable atmosphere. A gas-tight observation window between it and the training room enables the superintendent to see and direct the men undergoing training, weight exercisers and other devices being used.

Jan 1, 1935

By Ram V. Ramachandran

As an industry with major potential impacts (both good and bad) on water resources and due to the rising costs of process water, the mining and metallurgical processing industry has a key responsibility to contribute to the overall goal of preserving both the quantity and quality of water available within the watersheds they operate in. As we plan for new and existing mining and metallurgical projects, we need to consider a hierarchy of options to minimize our impact within the watersheds we operate; keeping clean water clean by diverting around our operations; reduction in the amount of water we use; reuse of water wherever possible, and improvements to water quality for recycling and/or release to environment. Technology is needed to treat water to improve its quality for reuse or release to the original watershed. While lime precipitation followed by sulfide polishing is effective for removal of most of the metals, it does little or nothing to remove ammonium ions and anions such as chloride, nitrate, molybdate, arsenate and selenite/selenite. Regulations on sulfate limits in treated discharge water has drawn close attention to the treatment of acid mine drainage (AMD). Management of brine and salt disposal is also posing a problem due to strict regulations and cost of disposal. This paper will: (a) address issues associated with managing water with the objective of maintaining water sheds—status quo-during and after operation (b) discuss potential technologies for advanced water treatment plants.

The traditional measure of Lost Time Injury Frequency Rate (LTIFR) as a measure of improvement in safety performance is recognised as inadequate and misleading, lulling managers into believing that safety is improving. It is a reactive measure, and steadily declining LTIFRs around the world have failed to be accompanied by a similar reduction in the fatality rate. This paper confronts the industry with the attitudes of some mining managers, such as one that allowed fatalities to occur in the case of a gold mining company at a rate of one death per 150 000 ounces of gold produced while claiming their safety record has improved, as shown by a falling LTIFR, and viewing fatality reductions as a long-term goal instead of an immediate priority. A quantum shift in management attitudes is required to focus on proactive measurements to detect the indicators of an impending disaster, and to predict conditions conducive to fatalities. Corporate CEOs are challenged to attend the funerals of all workers killed in the workplace. CEOs who fail to attend such funerals send a message to employees that the CEOÆs priorities lie elsewhere, and that profits take priority over workersÆ lives. The dichotomy of whether mining companies are run for the benefit of shareholders or whether companies owe social responsibility to the community is examined. The role of individual responsibility for personal safety is examined, together with the psychology of employees in the mining industry. A number of proactive measurable indicators are suggested to stimulate discussion on developing robust measuring tools to predict and therefore prevent fatalities.

Jan 1, 2003

By Gary Ayala, Ernesto Pye

En el año 2021 se dio una escalada de conflictos sociales en diversas empresas mineras de Perú. El 21 de noviembre del 2021 el autonombrado Frente de Defensa de la Comunidad de Saqui Totora (distrito Sina, provincia San Antonio de Putina, Puno) liderado por Leoncio Diaz Turpo asaltó la unidad minera de Betaspata (distrito Yanahuaya, provincia Sandia, Puno) y expulsó a los trabajadores que se dedicaban a la exploración de oro desde el año 2018. El periodismo en Puno difundió información parcial y generó una situación de crisis para la Minera Argos Puka Mani, propietaria de la unidad. Urgía desmentir a la comunidad y dar a conocer a la opinión pública la verdadera historia de lo ocurrido.

May 10, 2023

By Thomas V. Falkie

In bygone days, the mineral engineer spent most of his/her time on the technical aspects of designing, building, and managing mineral operations. In the last few decades, mostly since the 1960s, increasing amounts of engineering man power and time are spent dealing with federal, state, and local government agencies, laws, and regulations. It is not possible to plan, design, build, or operate mines, mills, smelters, or even office buildings without detailed consideration of government regulations and permitting requirements dealing with environment, worker health and safety, etc. The four chapters of this section provide an overview of the social, legal, political, environmental, and health and safety aspects of mineral enterprise. The section sets the stage for the working engineer/geologist in industry, government, consulting, or academe and points the direction for more detailed study in each of these areas.

Jan 1, 2008

By J. T. Winkelmann

The Mineral Park Mine is an open pit copper-molybdenum mine located in northwestern Arizona, approximately twenty miles northwest of Kingman, Arizona. The concentrating facility has been regarded, with the expansion in 2011, as a plant capable of treating fifty thousand short tons of feed per day for the mixture of supergene and hypogene ores available. The grinding circuit consists of two 32? x 14? SAG mills and four 20? x 28? ball mills. As ores became harder with greater depth in the adjacent pit areas, however, the SAG mills became severely throughput limited. The traditional treatment for similar properties is the installation of a recycle pebble crushing circuit. Because the cost of such an installation is quite elevated, and preliminary testing and research was inconclusive regarding the predicted throughput increases, management and technical personnel set out to find another solution to the problem. The result entailed a redesign of SAG lifters/liners and a nearly unique circuit change which was, at best, a difficult step that defied current grinding logic. This paper describes these changes, events leading up to them, and the results.

Feb 23, 2014

By James J. Olson

Most of the projects summarized in this paper are funded under the Bureau's Advancing Metal-Nonmetal Mining Technology program and are part of the in situ mining subprogram coordinated at the Twin Cities Mining Research Center. The borehole mining equipment development, are funded under the Bureau's Advancing Coal Mining Technology program, is essential to accelerated progress in the in situ mining subprogram, and some background information on this concept is included. The initial in situ research projects started in 1971-72 evaluated some of the critical blast design parameters for in situ copper leaching. The present program totals about $1 million per year and includes in-house research projects, cooperative (cost-sharing) projects with the mining industry, and research and development contracts. Two different extraction schemes are under investigation: inplace leaching and borehole (or slurry) mining. The principal commodity targets for the Bureau's improved in situ mining technologies include copper, uranium, coal, and potash. The principal purpose of this paper is to inform the mining industry of the in situ mining research recently completed or being conducted by the Bureau of Mines. In addition the Bureau encourages companies to comment on the program accomplishments as well as offer suggestions on top priority research needs for improving the in situ mining methods described in this paper.

Jan 1, 1977

By T. McCallum, C. Cooper, C. Lewis

"Following a successful solvent extraction (SX) pilot plant demonstration in 2016, CYANEX® 600 has been used commercially to recover molybdenum from concentrate leach liquor since March 2017. Consistent with the piloting results, the commercial plant has achieved expected molybdenum recovery, a significant reduction in base consumption, and a step-change improvement in physical performance. This paper highlights the optimization activities and plant performance from startup through normal operation. INTRODUCTION Historically, tertiary amines have been the most commonly used extractant for molybdenum and rhenium recovery. Tertiary amines utilize a protonation of the ligand combined with an anion exchange mechanism as proposed in equations (1-2). R3N + H+ ???R3NH + (1) 4R3NH+ + Mo8O264- ???(R3NH+)4Mo8O264- (2) In addition to the transfer of Mo and Re, the amine transfers acid and other anions to the strip liquor. The undesirable transfer of other species increases base consumption during stripping, impacting operating costs. Additionally, lower solubility of molybdenum-amine complexes create operational challenges, resulting in diminished physical performance. The presence of colloidal Si in concentrate leach liquors and the formation of Pickering Emulsions adds to the physical plant performance challenges with the amine extractant. CYANEX® 600, a phosphinic acid-based extractant, uses a cation exchange mechanism proposed by equation (3). 2(H2R2) + MoO22+ ??(HR2)2MoO2 + 2H+ (3) The cationic exchange mechanism eliminates chemical transfer of acid and other anionic impurities and avoids some of the physical challenges of the amine extractant (emulsion and 3rd phase formation). In addition, the reagent offers high selectivity for Mo over Re, which may be desirable in certain moly pressure oxidation (POX) flowsheets. Alkali base (ammonium hydroxide, sodium hydroxide, sodium carbonate, etc.) is used for molybdenum stripping. Therefore, reduction or elimination of chemical acid transfer from extract can significantly reduce base consumption in strip. Extensive laboratory and pilot plant testing was completed to evaluate the use of CYANEX® 600 for molybdenum recovery at Freeport-McMoRan’s Bagdad operation. The test work and pilot demonstration confirmed a reduction in base consumption along with improved selectivity. In addition, the evaluation highlighted a step-change improvement in physical performance over the incumbent amine extractant. The decision was made to convert the commercial operation to CYANEX® 600 in March 2017."

Jan 1, 2018

By N. E. Norman

The big hole drilling industry is a relatively new one. In fact, very little big hole drilling was done prior to 1950. If there is to be a marriage between big hole drilling and mining, we should certainly take a look at the background of the big hole drilling industry. Let us examine the three main features of big hole drilling and determine how each applies to mining. Let's also look at the good qualities and the limitations of each of these character traits.

Jan 1, 1968

By Ralph E. Burnham, J. Kelly Ratliff

"The words “dynamite,” “TNT,” “explosives,” and “blasting” typically cause the general public, andjurors, apprehension and fear. Although blasting operations conducted by well-trained, skilled, andexperienced blasters rarely cause damage or injury, the public’s perception of blasting is that it isdangerous, disruptive, and results in damage to nearby properties. As a result, blasting operations have always resulted in complaints, claims, and lawsuits. However, in recent years, the public perception combined with an increase in public opposition, social media, more stringent regulations, predatory plaintiffs’ attorneys, and the application of strict liability to blasting claims has resulted in an increased threat of litigation to blasting companies and individual blasters. Consequently, many blasting companies find themselves receiving more complaints, involved in more litigation, and facing an alarming number of frivolous claims, which can result in increased insurance costs and other financial tolls. Accordingly, today’s blasting companies must be prepared for litigation and take steps to eliminate accidents and claims before the first shot is detonated on a job. The best way to accomplish this is standard operating procedures that incorporate best management practices, industry standards, and regulations in daily operations. This paper outlines some of the considerations that a blasting company should incorporate into its standard operating procedures before, during, and after the shot."

Jan 1, 2016

By John S. Brock

INTRODUCTION The Oxford Dictionary says that the word "promoter" has usually been used in an opprobrious sense since at least 1876. This popular image of mining promoters is of cigar-chomping shysters and Brooklyn-Bridge vendors, improving their standard of living with the aid of funds raised through the sale of stock to little old ladies. It is unfortunate that mining promoters are considered crooks until they can prove their integrity and honesty by finding a mine. A common rule of thumb states that for every 1,000 prospects, 100 come to be drilled, and one becomes a mine. However, it is also a statistic that there have been mining promotions, where money raised has gone elsewhere than into the ground; Junior exploration companies can be handy vehicles for unscrupulous financial activity. One must remember though that every stock exchange has had its share of sound mining promotions that, because of the one in 1,000 odds, have failed for legitimate reasons. The promoter must be able to rationalize the worth of a mineral discovery which, on an industry- average basis, probably cost more to find than the discounted value of its net return, which return is not an assured percentage of invested capital, and furthermore, is ultimately from a wasting asset. So, it is easy to understand why the promoter must constantly justify the credibility of his operation to his grubstakers during the course of the "five phases of exploration," those being (1) euphoria, (2) disillusionment, (3) search for the guilty, (4) punishment for the innocent, and (5) distinction for the uninvolved. The promoter with the exploration organization that does not have the benefit of positive cash flow, by definition for the sake of this article, works for a promotional outfit, a Junior Company, that must raise its exploration budget from a variety of sources. Promotion, as discussed here, will not entirely refer to the formation and operation of a joint- stock company but rather to the overall methods of raising risk capital for mineral exploration ventures from outside sources. THE NECESSITY OF PROMOTION In Canada, the publicly financed Junior Company has had an enviable record of mine-finding success. In the Province of British Columbia alone, the discovery of fifteen out of twenty-four mines has been as a result of the activity of the Junior Company (B. C. & Yukon Chamber of Mines, 1977). In the Province of Ontario, one research study indicated that between 1951 and 1974 the 'Juniors' spent only 28 percent of the total exploration funds but were responsible for 62 percent of all economic discoveries (Freyman, 1978). The reasons for the success of the Juniors are tied to a variety of factors, the main one being personal initiative based on incentive. In other words, the principals, or their employees have 'a piece of the action.' The smaller companies can operate faster and more efficiently than their larger counterparts. The Junior Company is also destined to take some bigger risks, the 'long shots,' many of which efforts by virtue of the Junior's perseverance coupled with a touch of 'ore is where you find it' philosophy, result in major discoveries. The individuals, syndicates, private and publicly financed Junior Companies, because of high costs of exploration and development, cannot hope to finance most mineral prospects all the way to production. Exceptions do exist, those being the lower capital cost, small, high-grade deposits. Private investors and publicly financed Junior companies, therefore, can usually afford to finance most exploration through the initial drill-testing stage. The major resource company will enter a mining deal with a Junior Company usually by way of option or joint venture agreement, and will finance to production to earn an equity in the prospect or the Junior Company or both. The conventional lending institutions, banks and government agencies, will usually only participate through loaning a portion of capital

Jan 1, 1985

By L. G. Sprague

The fact that this latest and most modern of the Universal Atlas Cement Company's plants at Northampton, Pa., is the fifth to be built on these same properties, and their development has been coincidental with the development of the portland cement industry in the United States, makes it appropriate to sketch briefly the history of the successive steps. In 1889 the original Atlas Portland Cement Co. started its first plant at Coplay, Pa., which is just across the Lehigh River from the present operation. Here the first successful rotary kiln was operated. These kilns were 6 ft. in diameter and 60 ft. long; they used oil for fuel until 1895, when the company developed the first burner for pulverized coal. Shortly thereafter the Atlas company acquired property on the Northampton side of the river and built its plants Nos. 2, 3 and 4 within the following 10 years. During the same period the production of portland cement in the country was increasing rapidly; owing largely to the development of the rotary kiln and improved grinding machinery, which lowered the cost and improved the quality of cement. The general tendency has been to increase the length of the kiln and grind both raw material and finished product Liner. In 1930 the Atlas Portland Cement Co. and the Universal Portland Cement Co. united to form the Universal Atlas Cement Co., and the same policy of improving the product has been continued. Because of the large amount of research carried on by manufacturers and consumers, including government agencies, there is a demand for cement of different chemical and physical characteristics for different kinds of structures. Hence many engineers in recent years have been asking for cements of certain definite chemical analyses, which they think are best for their particular jobs. This has compelled the manufacturer to make several different types of cement by variations of chemical composition. These are generally made by adding silica, iron and lime to the standard mixture, which necessarily increases the cost of the product. Therefore the Universal Atlas Cement Co., in planning the modernization of its Northampton plant, gave this particular phase of the problem considerable study. Research and experimentation have developed the practicability of making a wide variety of differently proportioned raw materials for cement by a process of subtraction rather than by addition. With such process, it is possible to discard the undesirable aluminates and silicates from the ample supply of impure limestone available from the company's property rather than by adding high-grade limestone obtained from distant sources. This procedure requires mineral separation by centrifugal sedimentation and froth flotation. Since the chemical and mineral constituents of Lehigh Valley "cement rock," together with the methods of separating them, have been thoroughly described in published

Jan 1, 1948

By L. G. Sprague

The fact that this latest and most modern of the Universal Atlas Cement Company's plants at Northampton, Pa., is the fifth to be built on these same properties, and their development has been coincidental with the development of the portland cement industry in the United States, makes it appropriate to sketch briefly the history of the successive steps. In 1889 the original Atlas Portland Cement Co. started its first plant at Coplay, Pa., which is just across the Lehigh River from the present operation. Here the first successful rotary kiln was operated. These kilns were 6 ft. in diameter and 60 ft. long; they used oil for fuel until 1895, when the company developed the first burner for pulverized coal. Shortly thereafter the Atlas company acquired property on the Northampton side of the river and built its plants Nos. 2, 3 and 4 within the following 10 years. During the same period the production of portland cement in the country was increasing rapidly; owing largely to the development of the rotary kiln and improved grinding machinery, which lowered the cost and improved the quality of cement. The general tendency has been to increase the length of the kiln and grind both raw material and finished product Liner. In 1930 the Atlas Portland Cement Co. and the Universal Portland Cement Co. united to form the Universal Atlas Cement Co., and the same policy of improving the product has been continued. Because of the large amount of research carried on by manufacturers and consumers, including government agencies, there is a demand for cement of different chemical and physical characteristics for different kinds of structures. Hence many engineers in recent years have been asking for cements of certain definite chemical analyses, which they think are best for their particular jobs. This has compelled the manufacturer to make several different types of cement by variations of chemical composition. These are generally made by adding silica, iron and lime to the standard mixture, which necessarily increases the cost of the product. Therefore the Universal Atlas Cement Co., in planning the modernization of its Northampton plant, gave this particular phase of the problem considerable study. Research and experimentation have developed the practicability of making a wide variety of differently proportioned raw materials for cement by a process of subtraction rather than by addition. With such process, it is possible to discard the undesirable aluminates and silicates from the ample supply of impure limestone available from the company's property rather than by adding high-grade limestone obtained from distant sources. This procedure requires mineral separation by centrifugal sedimentation and froth flotation. Since the chemical and mineral constituents of Lehigh Valley "cement rock," together with the methods of separating them, have been thoroughly described in published

Jan 1, 1948

By W. S. Dyer

The lignite deposit at Onakawana on the Abitibi river is of particular interest at the present time, since the Ontario Government has recently decided to proceed with the extension of the Temiskaming and Northern Ontario railway to James bay. Forty-five miles of steel will be laid this year to the crossing of the Moose river. This will cross the lignite field. It has been known for many years that lignite occurred in the Moose River basin, but it was not until drilling was commenced at Blacksmith rapids (or Onakawana, as the camp is now known) in June, 1929, that a seam of economic thickness and extent was found. Early in 1929 the Ontario Legislature voted $25,000 for the carrying out of a drilling programme in the Moose River basin. This came as a culmination of two summers' exploratory work by the Geological Branch of the Ontario Department of Mines, and as the result of a report which said; in effect, that further information concerning the mineral resources of the basin could only be obtained by drilling, and that such a drilling programme was well worth while in order to establish once for all whether lignite, fire-clay, or oil or gas did or did not exist in economic quantities in the region.

Jan 1, 1930

"The richest hill on earth" had its start as a placer gold camp in 1864. The gold was quickly worked out but then silver was discovered in the copper ores in Butte Hill. After ten years as a silver camp, rich copper ore was found in 1881 and the future of Butte was assured. In the early 1960's, the Anaconda Company began the shift from underground mining at Butte to open pit mining of the enormous, low-grade copper deposit surrounding the old high-grade veins which had been worked for over eighty years. Their first primary crusher was a 66 in. by 84 in. (168 m by 2. 13 m) jaw crusher. The pit was expanded at such a rate, however, that its location became endangered. Additionally, the new Clyde Weed concentrator had been built at Butte; and in 1969 construction of a new gyratory installation was started. The primary crusher at the Clyde Weed concentrator is one of the most unusual primary crushers ever put into operation. At times, the ore from the Berkeley pit contains large amounts of timber, pipe, rails, and so forth left in the ore body from the old underground mining operations; and the crusher installation had to be designed so this tramp material could be readily removed ahead of the crusher. Ore is delivered by 100- and 150-ton trucks to two side-by-side dump pockets, each with a capacity of 400 tons. Originally, a hydraulic grapple was installed on the dividing wall between the dump pockets; but it was found that oversize boulders large enough to block the discharge opening at the bottom of each hopper were rapidly covered with other material, and the grapple was unable to reach and remove the large boulders causing the blockage. In addition, the grapple was located in a quite vulnerable position; and it sustained damage from being struck by rock dumped from the trucks. Oversize boulders are now blasted. Underneath each pocket is a vibrating grizzly feeder with the grizzly bars set at 4 in. (102 mm). These feeder-grizzlies are 84 in. (2. 13 m) wide and 32 .ft (9. 75 m) long, with grizzly sections 16 ft (4. 88 m) long. Approximately 75% of the ore passes through the grizzlies and grizzly oversize then drops onto two parallel 6 ft (1. 83 m) wide picking belts. The belts are 3 in. (76 mm) thick and rest on idlers supported by air- filled rubber shock absorbers. At the side of each picking belt is a hydraulic grapple which is used to remove timbers too large to be removed by hand. At times, four men are used to remove timber and tramp iron. Timbers are dropped onto a transverse belt conveyor which discharges into a truck stationed outside the primary crusher building,

Jan 1, 1978

By M. S. Enders

The McDonald deposit is a volcanic-hosted epithermal gold resource that is estimated to contain 251,000 kg of gold in 375 Mt of ore at an average grade of 0.7 g/t gold. Phelps Dodge exploration geologists, working for the Seven-Up Pete Joint Venture, discovered the deposit in 1989. By the end of 1992, 494 drill holes for over 113,000 m of drilling, bulk sampling, soil geochemistry, geophysics, metallurgical testing, engineering, and environmental studies had been completed to support feasibility studies. The discovery of McDonald required vision, persistence, and commitment of everyone from the geologist on the drill rig to the senior management of the company.

Jan 1, 1995