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Frother-Depressant Interactions in Two and Three Phase Systems

Sep 13, 2010

By G. E. Cole

"Amongst the mineral products of Canada gold holds the second place in value of yearly output. . . . . .The production of gold has increased steadily during the past six years and has somewhat more than doubled in that time. For the past four years Canada has been third among the gold producing countries of the world, surpassed only by the Union of South Africa, and the United States of America," and now yields somewhat more than 9 per cent of the annual output of the world."-"The Gold Situation in Canada". Bulletin of Development Branch, Canadian Pacific Railway. The history of gold mining in Canada is comparatively modern and does not take one further back than the late 'fifties of the 19th century. If the efforts of the early explorers in Canada were expended in "seeking with equal ardour, proselytes and gold", history fails of any record of their success in the search for the precious metal. As early as 1849 not a few Canadians travelled from the east by land and water to the Californian goldfields. In the then settled part of Canadathe east-people were alive to the value of any mineral discovery; but the west, owing to its remoteness and to there being no ready means of communication, was virtually isolated from the east.

Jan 1, 1927

By S. Alpay

Underground mining method selection (UMMS) is one of the most important decisions that mining engineers have to make. Choosing a suitable underground mining method to extract a mineral deposit is very important in terms of economics, safety and productivity of mining operations. In real life, UMMS is one of the Multiple Attribute Decision Making (MADM) problems and decision makers have always some difficulties in making the right decision in the multiple criteria environment. Analytic Hierarchy Process (AHP) and Fuzzy MADM (FMADM) are the MADM tools and can be used for the selection of the best underground mining method by considering the problem criteria. UMMSMADM is a computer program which is based on AHP and FMADM and it can analyze the UMMS problems and produce the best underground mining method considering different deposit shapes and ore bodies.

Jan 1, 2010

By J. Dubinski

Poland is the ninth largest coal producer in the world and Coal Company is the largest Polish producer of this deposit yielding 51% of national production. Coal Company mines are located in the Upper Silesian Coal Basin. These are underground mines which operate in difficult geological conditions at great depths of up to 1200 m. One of the most common natural hazards in Polish mines are rockburst and seismic hazard impacting on surface infrastructure and habitants. In the assessment of the rockburst and seismic hazard methods of mining seismology play a leading role. This paper presents progress that was achieved in the last few years in the implementation of new seismic monitoring systems and seismic interpretation methods for the prevention of hazard deriving from seismicity induced by mining. This progress in assessment of rockburst hazard and impact of seismic activity on the surface infrastructure was achieved through close cooperation between the Coal Company and Central Mining Institute ? the country?s leading scientific institute in the field of mining seismology. New theoretical solutions are in the process of testing in mines of Coal Company where seismic monitoring systems are installed and controlled by well-qualified personnel. Some directions of further joint actions to increase the effectiveness of rockburst and seismic hazard assessment are presented as well.

Aug 1, 2013

By R. Chryst, R. Kus

In the Integrated IT Systems proposed by Przedsie? biorstwo Robót Geologiczno-Wiertniczych—Geological and Drilling Company (PRGW) a network connects a database with all of the departments of a mining division. A key element thereof is the common graphics environment—Micro Station supplied by the firm, Bentley. PRGW’s SoftMine software and GMSI’s CadsMine that are used to design and schedule mining operate in this environment. The digital form of the design project facilitates the verification of information and the integration of technical solutions with SAP R/3 type financial—accounting systems. The system has been successfully implemented in the Brown Coal Mine in Poland.

Jan 1, 2003

By J. Kretschmann, R. Amiri

"The Sangan iron-ore mines (SIOM) in Iran are located in a remote area, near the Afghanistan border. The deposit of SIOM is containing a geological resource of 1.2 billion tons of mostly magnetite with a Fe grade ranging from 27 to 61 %. The Iranian government plans a stepwise development of SIOM in cooperation with private companies to satisfy the growing demand of the Iranian steel industry. Sustainable development (SD) is an influential ethical concept in mining all around the world. However, a successful realization of a SD is not possible without a foundation on the core values and regarding the specific circumstances of the individual mining country. This paper introduces SIOM and describes SD activities undertaken during its development. From the early stages, these activities have been realized to secure the acceptance of the stakeholders in the region. To evaluate their effects, indicators could be filtered as the ones with the highest priority for the stakeholders. Moreover Islamic values and Iranian regulations and their influences on SIOM have been analyzed. Keywords: Iran, Sustainable Mining, SIOM, Evaluation, Islamic Values INTRODUCTION Mining Industry in Iran The Islamic Republic of Iran holds 68 types of minerals, including salt, sand and gravel, gypsum, chrome, lead, zinc, copper, coal, gold, iron etc., with 37 billion tons of proven reserves and more than 57 billion tons of potential reservoirs. Iran is ranked among the 15 major mineral rich countries (1). In accordance with the statistics published by Statistical Center of Iran (SCI), there were 5.316 active mines and 84.922 employees in the whole country in 2012-13 (2) and according to the statistics published by Central Bank of Iran (CBI) in 2011 the share of this sector in the Gross Domestic Product (GDP) of the country was 1.2 per cent (3). Sangan Iron Ore Mines (SIOM) The deposit of SIOM is one of the largest iron-ore deposits in Iran, also considered to be one of the Middle East’s richest deposits, which contains a total geological resource of 1.2 billion tons of mostly magnetite with a Fe grade ranging from 27 to 61%. It is located 300 km southeast from Mashhad, the capital of Khorasan-e-Razavi Province, and 18 km northeast of Sangan town, in Khaf County, at latitude N34°24’, longitude E60°16’ in the north-eastern Khorasan-e-Razavi Province, 30 km west of the Afghanistan border (4) (Figure 1). SIOM is owned by the Iranian Mines and Mining Industries Development & Renovation Organization (IMIDRO). IMIDRO intends to develop an open pit mine complex and supporting facilities in SIOM for the production of about 20 Mtpy of iron oxide concentrate and pellets in four developing phases (5)."

Jan 1, 2016

[Participating Scholarship Colleges and Universities 138 AmerCable 130 Andalex Resources, Inc 82 Behre Dolbear & Company, Inc 83 Commercial Testing & Engineering Company 86 Continental Conveyor & Equipment Co 87 Crane & Hoist Sales Inc 12 Crested Butte Mountain Resort 88 Dakota Coal Company 89 Empire Machinery Company 90 Energy West Mining Company 91 GH Hensley Industries 92, 93 Hitachi Construction Machinery (America) Corp 96 Ingersoll-Rand Company 131]

Jan 1, 1998

By R. S. McDonald

Auburn began operations 40 years ago with an office in Sudbury, Ontario, Canada, to provide services to Inco Limited. Over the next 40 years, operations expanded considerably, with projects being undertaken around the world, servicing the smelting and refining industry. Operating bases have been established in Canada, United States, Mexico, Chile, and Spain, with further growth expected to continue with an operating presence in South Africa. The Auburn Group of companies has serviced the smelting and refining industry for over 35 years. Auburn services a variety of metallurgical plants, and our worldwide experience has gathered considerable knowledge on industry processes and maintenance solutions. Today, the ?Business of Smelting? tackles demanding challenges, and operators search for opportunities and solutions to improve smelter maintenance, reduce operating costs, and decrease downtime. The Auburn Group has developed project teams, technologies, and equipment that provide specialised and innovative solutions to the non-ferrous metal industry to help address these challenges. Our Furnace Services team offers a variety of repair and maintenance services for metallurgical furnaces. Our specialised team has proven methods for completing projects quickly and safely. Our worldwide experience includes turnkey project management, construction, and various scopes of work for demolition and refractory repairs on all types of smelting and refining furnaces. Auburn developed the Results FirstTM programme to provide optimized solutions and results for smelter projects. The programme utilises a proven three-step model for improved results for schedule, budget, safety, and ramp-up to production. Our experienced Project Management teams can handle the planning and construction management of capital projects and plant shutdowns. Our projects have involved smelter/refinery modifications, oxygen plant installations, and sulphuric acid plant audits and maintenance. Our Equipment & Products division supplies specialised equipment and products, which are used in the metals industry for plant maintenance tasks. Our capability to design unique equipment, combined with our ability to source products worldwide, makes us a useful resource to find the best-suited equipment to meet the work-site demands. We specialise in custom remote-control units to handle specific maintenance solutions for smelters and refineries, and custom equipment designs for catalyst handling for Acid Plant maintenance. Our extensive knowledge of and experience with industrial technologies allows us to provide a wide range of Industrial Services. These services include vacuuming, high-pressure water blasting, chemical cleaning, pelletizing, dredging, ore bin clearing, roaster repairs, baghouse/ESP services, and manpower supply for both industrial plants and mines. Auburn?s combined strength of personnel experience, knowledge of industry processes, innovative project methods, and equipment technology make Auburn a unique resource for problem solving on every facet of smelter operations.

Jan 1, 2006

By Michael J. Peacock

The Powhatan No. 4 Mine is located in southeastern Ohio along the Ohio River in Monroe County. The mine produces approximately 3.2 million tons of steam coal annually from the Pittsburgh No. 8 seam. The Pittsburgh No. 8 seam in this area dips to the southeast in varying amounts from 10-feet to 40-feet per mile. The seam is made up of a main bench coal (4' to 5f' ) containing several thin and variable partings and a rider ("roof") coal (0" to 18") which is separated from the main bench by a parting (0" to 18") that is reasonably consistent in occurrence and position. Strata overlying the seam varies from a bedded to nonbedded calcareous mudstone-claystone (6' to 12') in the north and east regions of the mine to a sandstone (Pittsburgh Sandstone C10' to 40'1 in the south and west regions. The Redstone Limestone (10' to 18' ) overlying the mudstone-claystone in the north and east thins and rises toward the area of sandstone deposition in the south and west. From its opening in April of 1971 until late 1981, primary roof support in the long-1 ived entries at Quarto Mining Company's Powhatan No. 4 Mine had been achieved with 8-foot and 10-foot. 518-inch mechanical roof bolts using a Single expansion shell. These bolts were installed so that the expansion shell achieved a competent anchorage in the limestone. However, as the mine developed westward, the limestone began to trend upward becoming inaccessible as an anchorage medium at the 8-foot and 10-foot horizons. Anchorage achieved in the underlying mudstone-claystone strata was failure-prone due to weathering (after exposure to air and moisture) and inconsistencies in the anchorage horizon, leading to an increase in the incidence of reportable roof falls at the mine. Responding to the threat to safety and productivity posed by the increase in roof falls. Mine Management through its Safety and Engineering Departments, sought solutions to the problem. In seeking a solution to the problem, the safest and en engineering groups examined the reportable roof falls to determine the cause of those failures. Their examination pinpointed two items which were found to be a common link in the majority of those falls; namely, anchor integrity and geologic trends. Analysis of the roof falls indicated that due to effects of air and moisture on the anchoraae zones in the mudstones and clay- itones, the integrity of the anchorage over time could not be maintained. Geologic trends noted included the upward trend of the -main limestone as mining progressed westward, inconsistencies in the amount of roof coal and draw slate in the immediate mine roof and increasing evidence of heavily slickensided immediate mine roof. In the absence of the protective barrier provided by the roof coal, the immediate strata and particularly the draw slate, is susceptible to deterioration due to the weathering effects of air and moisture and thus is prone to "eat out" around the roof bolts and cause roof falls. The presence of heavily slickensided roof creates a need for increased contact surface such as that provided by plank and header blocks to aid in holding up the roof and tends to make the behavior of such roof very unpredictable. Having determined the causes of the roof falls. Mine Management began to identify the kind of roof support which would best solve these problems, while at the same time providing the mine with a safe, cost effective and efficient roof support system. This paper will provide an analysis of how this decision was reached, the background that was researched to aid in forming the decision, the considerations that played key roles in the formulation of the plan, the mechanics of following through and implementing the new roof support system, and an assessment of the resultant gains in safety, productivity and improved costs derived from the implementation of the new roof support system.

Jan 1, 1986

By W. Henry Weimer

A successful surface coal operation requires the combined efforts of engineering and operating personnel. In the planning for a mine, machines should be selected to do the best work in getting the coal uncovered, loaded, and transported to the preparation plant. The best system and extent of cleaning will be determined by the market. After the fundamentals of operation have been established, the operating personnel should see they are carried out. There is no simple solution to some of the every day problems facing the operating officials. Here the production engineer with the technical approach, time studies, control methods, past experience, and available records can help in detecting causes of inefficient phases of the operations. With these studies, a careful analysis can be made in setting up the expected standards to be followed. Management can then compare the job under study with the standards and make corrections to solve the problems. 5.2-1. Annual or Daily Coal Production. Once the production cycle has been established, it is paramount that coal sales keep the productivity of the mine as high as possible. A successful company does this by what they call "the control approach." The daily tonnage report is one of the things that is a potent control tool in attaining the goals to be achieved. If production is falling short of the goal, the daily tonnage report will reveal what has to be done in the remaining days of the month or year to achieve the expected schedule. When goals are reached or exceeded, then budgeted tonnages and costs will be reached or exceeded and thus assure attainment of a profit. Failing to keep to the scheduled pace shows up quickly and prominently, facilitating any necessary action to get things back to the projected plans. The sales target is usually set a little higher than the operating production. The sales tonnage is scheduled and sales are made accordingly, slightly

Jan 1, 1968

"Cash flow modelling during project evaluation is enhanced when probabilistic methods are applied to the inputs. One of the important inputs is the quarterly production profile. Typically, the steady-state production profile provided to project evaluation practitioners is deterministic, with each quarter the same as every other quarter. This is unrealistic as actual production profiles from existing mines exhibit a range or quarter-on-quarter variance. Monte Carlo stochastic simulation of the production profile can be used to provide a range of possible outcomes, but how are these ranges selected? This paper describes the use of quarterly production variance from a large database of mines worldwide as a benchmark to inform the appropriate selection of ranges. The coefficient of variation is used to rank the production from mines, with quartile analysis applied to indicate industry best, median and worst variation. Due diligence of existing mines and evaluation of future production performance can be quantitatively assessed using this approach. Examples of the effect on value are provided.CITATION:Stewart, C A, 2016. Production variance benchmarks and their use in project evaluation and due diligence, in Proceedings Project Evaluation 2016, pp 201–213 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By Jannie van Deventer

"Innovation in the minerals industry has been lagging behind comparable industries like oil and gas. An incremental innovation culture that tolerates long lead times between invention and adoption has been exacerbated by a research grant structure that inhibits radical idea generation. Entrepreneurs who can make the link between ore source, technology and finance will cause a shift in innovation culture and open up substantial opportunities in the minerals industry of the future. By extrapolating existing trends in technology within and outside mineral processing, a crystal ball vision of future innovation is shaped with the aim to lower energy and water demand, reduce CO2 emissions, decrease operating and capital costs, reduce environmental impact, and secure a social licence to operate. Advances in nanotechnology, advanced materials and biotechnology will impact mineral processing, but the initiative for technology transfer must come from mineral processors. Laminates of graphene oxide can offer efficient filtration and separation media, while microfluidic devices will be used for desalination, solvent extraction and analysis. Substantial progress is expected on benign lixiviants and separation agents, such as nanoscale supramolecular hosts that can serve as high-capacity, selective and recyclable ligands and sorbents, and solid aminobiphosphonate-based adsorbents. Radical ideas for the recovery of precious metals from non-assayable ores and the generation of energy above unity will be adopted in selected minerals projects. In-situ mining in which microbes generate lixiviants at mineral surfaces will simplify processing circuits. Specific ores will be subjected to microwave processing and electropulse liberation to enhance recovery. Ultrafine grinding using devices of low energy consumption will be done mainly dry, followed by dry separation. New flotation cells will remove efficiently either coarse particles or ultra-fine particles, with mineral surfaces being modified not just by new reagents but also by selective microbes. Innovation in mineral processing indeed has a bright future."

Jan 1, 2014

Whether you are an employee, contractor or consultant working in the mineral industry, there are pressures to deliver the best possible performance. Technical professionals are usually driven by an internal desire to perform to a high standard because of personal pride in their profession, but there are an increasing number of external requirements to demonstrate that the actions taken were based upon reasonable grounds and that the work conformed to current best practice. People expect these best practice procedures to be followed and governments are now requiring those tendering for contracts to be registered in some way and to be participants in quality assurance schemes. One is not immune to these pressures just because you are working in a less legislatively sophisticated developing country in the circum-Pacific rim (Pacrim) region.

Jan 1, 1995

By William M. Gleason

When SME’s 2006 Arizona Conference convened in December at the Hilton El Conquistador Resort in Tucson, AZ, there was considerable excitement among the 387 attendees. There was a noticeable buzz surrounding the progress of Phelps Dodge’s Safford copper mine in southern Arizona, one of the first new major copper mines to be permitted in more than 30 years in the United States. There were also plenty of good feelings about the mining industry in general. Commodity prices remained high and with no signs of a slowdown in the immediate future. Things were good in Arizona. But there were also cautionary tones at the conference and the Mining Foundation of the Southwest banquet that preceded it.

Jan 1, 2007

By B Upton, J Mitchell

The use of hydro scaling and in-cycle shotcrete to replace conventional jumbo scaling, mesh and bolting as the primary method of ground control for run of mine development has been investigated through extensive trials at the Waroonga mine, Agnew Gold Mining Company.These trials have progressed from investigating the productivity aspects of the method through to a three month mine-wide trial, which may yet lead to the adoption of this potentially best practice ground control technique at Agnew.Ov erseas trials and research have shown that hydro scaling results in a significant improvement in the shotcrete-rock bond strength. Good adhesive bond strength ensures that the shear strength of the shotcrete layer rather than itÆs flexural or tensile strength is fully mobilised as rock mass reinforcement.This maximises shotcretes ground reinforcement capability and it is suggested that a bolt-less fibrecrete support design is feasible using the hydro scaling technique.

Jan 1, 2005

By M. A. Upham

"MINING is Canada's second largest basic industry, producing material with a gross value of 2.5 billion dollars, led only by agriculture with 2.9 billion dollars. It pro-vides employment, directly and in-directly, for three quarters of a million people. Since the Second War, the value of mineral production in Canada has tripled. Economists forecast that over the next 15 years its value will triple again. Canada is a basic and leading supplier of nickel, iron, copper, zinc, lead and uranium. It is also a major oil producer, leads the world in the production of asbestos and in five years will be the leading producer of potash, a basic constituent of fertilizer.It can be seen that Canada's wealth and economic progress lies in being a primary producer of economic minerals and in building secondary industries to manufacture finished products from these raw materials. Canada's future in the field of mineral production looks bright, with our resources just starting to be tapped. Outside of the large expanse of Soviet Russia, we are by far the world's most fertile mineral exploration area."

Jan 1, 1967

PRESIDENT MOSES: Mr. Hall, can you tell us something that will help our cause? R. DAWSON HALL: I did not want to tell anything; I wanted rather to say something, if. I said anything at all, about my impressions regarding the safety of the mines in the West. We heard yesterday how terribly dangerous they were, and I think that is due to the natural conditions. It is interesting to note that many of the developments of safety, which you will find all through the country, had their origin here in the Rocky Mountain States. It has not been because the Rocky Mountain States have been negligent - though, of course, they could have been more active - but it is becaues the conditions have been such as to make accidents more numerous. Rock dusting by mechanical means was used here before any other country adopted it, let alone the United States. It is true that rock dusting was started in England; but it was by hand, as it remained with the Victor -American Fuel Company to be the first to distribute rock dust by machines, and that is to the credit of Mr. Murray, who was the man that did the original dusting in those mines. It was at Delagua, they put up shelving and put dust on it; they used the adobe, and Mr. Pryde, at Reliance, very early in the game, put dust in the Reliance Mines, and some of the dust, I believe, is there yet but they can hardly find it for the new dust. That is not all. I believe it was first in the Utah Fuel Company's mine that incombustible clay was used for stemming, and in the East, where we were in the habit of using slack entirely, that was a big advantage. Another thing that the West has originated has been the wetting of the chain in cutting. The people in Alabama took a great deal of credit for having used that very early, but not as early as Mr. Brennan did at the Hanna Mine, he having used water on the cutter bits in 1913. Another development was that the Phelps Dodge Corporation were the first people to use, I believe in the United States, storage battery locomotives for main haulage, and while they didn't go ahead with that, so far as putting in power trucks and mining machines, until just recently-I think the Consolidation Coal Company in the East managed to get ahead of them in that development,-notwith-standing, they were the earliest to use it for main haulage. When I came through this section of the country, in 1912, I think it was, I went through the mines of the Union Pacific Coal Company. I was surprised to see the extent to which fire-proofing had been carried out in that mine, with regard to non-combustible brattices and overcasts, which were of concrete; even the boxes were covered with sheet metal. They were very far ahad of us in that respect; far, far ahead of us in the East, because the East has its favorable conditions in the fact that most of the lump in the mines is more or less wet all the time. Another safety provision which has been taken by the Utah Fuel Company, was shooting from the surface. That has not spread very much in the, East, but it has been used in Oklahoma and the middle West. I think there is plenty of evidence that the Western people have been thinking for themselves, in going ahead and' establishing new standards in Safety. One of the most unusual things is this Safety Committee, permanent Safety Committee of the Rocky Mountain Coal Mining Institute, which has been endeavoring here to find out the conditions under which safety cant best be practiced. I think it is those who venture to. criticize the West that) have to show that in the East there is not the spirit which has led the Rocky Mountain region to endeavor to reduce its very terrible death rate that really exists. It has to be faced and it furnishes a cause, an incentive; for further work toward safety; but none can deny that the desire of the western mining man has been to find

Jan 1, 1926

By Emerson J

Drilling has always been one of the most important parts of the exploration process with most companies spending around 25% of their budget on drilling. Although superficially there appears to be little difference in drills and drilling practice a number of major refinements have taken place over the last decade that have significantly changed the drilling scene. One of the most important advances has been in hydraulic engineering giving rise to the Dual Purpose top drive drilling rigs. These have led to significant productivity increases with the high rotation speeds and longer fleets. Downhole technology has also advanced with better hammers, stronger drill rods, impregnated coring bits and improved drilling fluids. Although geologists continue to measure drilling performance on a cost per metre basis, greater consideration is at last being paid to the quality of sample produced. This is particularly the case with RC drilling where quite sophisticated automatic and semi automatic splitting devices have been developed. Drill operators are now required to be experienced in both Diamond coring and air drilling and be better qualified to maintain the more sophisticated machinery. Management of drilling companies or drilling divisions has also had to change to accommodate both the high capital cost of equipment and the demands of keeping drilling a cost effective exercise.

Jan 1, 1987

By G. M. Behrend

A group of mining men attending a recent workshop on "Analysis and Control in the Canadian Minerals Industry" issued, among others, the following statement: "Slurry flow measurement is considered to be one of the most inaccurate in the industry. A special program should be launched to encourage development." In response, this paper starts off the program with an investigation of the principles and the conventional practice of slurry flow measurement and identifies weaknesses which cause inaccuracies. Then it follows with descriptions of nonconventional systems in use at various locations and comments on their degree of success. The paper concludes that relatively simple methods, which it describes, can be applied to obtain an accurate slurry flow measurement.

Jan 1, 1973

By Louis M. Perlman

Quantitative methods are, by now, a standard tool of the mining industry, and are commonly used by Research Departments in their evaluation of production methods and schedules, and their associated costs. Indeed, much sophisticated computer work has been devoted to such evaluation of controllable costs and capital requirements. These data are an important input into the project evaluation formula, which is probably the most important single calculation per formed by a mining company, since the result decides whether a particular project is viable. It is instructive to summarize the broad principles of project evaluation, since they are crucial to the remaining sections of this paper. PROJECT EVALUATION The most widely used method of appraising projects is known as Discounted Cash Flow (DCF) method. Two main variants are used; they are known as the 'not present value' (NPV) approach and the 'internal rate of return' (IRR) approach respectively. The difference between the two is that the former takes the firm's interest rate as given and uses this knowledge to calculate the present value of the project; whereas the latter calculates the highest interest rate the project could tolerate and still just breaks even. The technique is more simply discussed in terms of the first method (NPV).

Jan 1, 1972