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By Donald I. Bleiwas

The U.S. Bureau of Mines has evaluated the potential availability of nickel from 36 deposits or districts in 16 market-economy countries (MECs), analyzing more than 95 percent of production in those countries. This study indicates the quantity of nickel available on the basis of net production costs and total costs with a 0-pct and a 10-pct discounted cash flow rate of return (DCFROR). Costs of production are expressed in dollars per pound of recovered nickel. The study also indicates sensitivities of the cost of production to energy, labor, and other factors. The studied deposits and properties contain approximately 33 Mmt of recoverable nickel. About 26 Mmt of nickel is potentially recoverable from laterite deposits, of which 4.5 Mmt can be produced at $2.50/lb or less with a 0-pct DCFROR. Approximately 7 Mmt of nickel is potentially recoverable from sulfide deposits, of which about 6.3 Mint could be produced at $2.50/lb or less at a 0-pct DCFROR. The price of nickel averaged above $6.00/lb in 1988. Sensitivity studies performed for both laterite and sulfide deposits indicate that the total cost of producing nickel from laterites is most sensitive to increases in energy costs and that the total cost of producing nickel from sulfide deposits is most sensitive to increases in labor costs; sulfides are also affected by changes in revenues from byproducts.

Jan 1, 1991

By A. Newman, A. Brickey

Although some of the prevalence of openpit production scheduling software can be explained by the predominance of openpit mining throughout the world, other factors have led to a lag in corresponding underground software. We explain mathematically why underground production scheduling is more difficult than its openpit counterpart and provide directions for research in the underground scheduling arena.

Jan 1, 2014

By Craig Ford

Inmet Mining is committed to implementing the highest corporate responsibility standards in its mining operations worldwide. Inmet is 100% owner of Minera Panama, a world-class copper project that is currently in the feasibility phase in north-central Panama. Panama has limited experience with modern mining, limited mining capacity, and the project context involves significant social, environmental and political complexity. The Project area is remote with recent in-migration of latino and indigenous people, informal and small-scale mining, local subsistence populations and considerable biodiversity value, coupled with a complex jurisdictional setting. In short, it is increasingly the kind of project mining companies are taking on because the easy projects have already been developed. With such challenging conditions, anticipating and managing social risks is critical to effective project management. To this end, between August 2007 and the third quarter of 2009 Inmet seconded Monkey Forest Consulting Ltd to the project to assist Minera Panama in building and implementing an effective, early phase external relations strategy. The team was also tasked to find and develop a locally based team that could sustain success through project development and into operations. Today?s presentation was created by Inmet and Monkey Forest and describes some of the lessons learned in implementing an effective early phase process for managing social issues.

May 1, 2010

To grow a mining company today is seen to be challenged by the reduced interest in resources companies by the financial markets, the complexity of native title and a somewhat depressed commodity cycle. However, the opportunity to grow production and sales in a mining company are as numerous as they have ever been. It is the challenge of growing significant shareholder value that is difficult. The distinction between growth in æcompany sizeÆ and growth in æshareholder valueÆ is an important distinction upon which some resource companies are now firmly focussed. The equity market/commodity market cycle can provide windows of opportunity to consolidate and expand a company for the benefit of shareholders. These benefits may not be reflected until more buoyant equity markets return but, as the cycle turns, as it surely will, those with the foresight to position themselves may be richly rewarded.

Jan 1, 2000

By William O. Vanderburg

This report3/ gives the reconnaissance of a reconnaissance of the mining districts in Churchill County, Nev., made in the fall of 1938 and spring of 1938 All of the mining districts in the county were visited, but no attempt has been made to include all the mines and prospects within the area; inclusion or omission of a property in this paper has no bearing on its merits, The report gives the situation of the various districts, mineral production, and ownership of properties; describes the ore deposit, mines, and prospects; contains information on past and current activity; and includes other data likely to be useful to those interested in the development of our mineral resources. The various district, were named when they were organized for purposes of record and regulation. When established, the districts embraced large areas n without well- defined borders, so that the names have little geographical significance.

Jan 1, 1940

By José Carlos D?Abreu

The Tecnored process is a new ironmaking technology, developed on a unique approach that combined empirical and theoretical knowledge backed by extensive tests carried out in a dedicated pilot-plant and with close support of universities and research centers. Campaigns in the pilot-plant focused on operate different reactors of different sizes, including a full size slice of the industrial furnace. This approach provided actual conditions to develop the main features of the process such as the internal dimensions, raceway pattern, thermal and gaseous profiles, etc, besides provide reliable data to feed and calibrate a specific mathematical process modeling. This paper presents the first computer model used by the Tecnored technical staff, focusing the behavior of a self reducing agglomerate in the upper shaft of the furnace (zone of solid state reduction). Some results of this model are given and discussed.

Jan 1, 2006

The paper reviews the results emanating from an experiment conducted in Bochum?Germany in which various international rope inspection authorities were requested to assess the conditions of a corroded rope sample as well as a rope sample containing internal fatigue breaks. Both samples were of the multi-layer low rotation construction.

Jan 1, 2000

By Bengt H. Fellenius

The bearing capacity equation?"the triple N formula"? is now about 50 years old. It was developed from theory of plastic resistance of metal to a cone being pressed into the surface of the metal, superpositioned by resistance due to shear in an interparticulate medium (soil; note, we are not dealing with metallurgy), and tempered by work necessary to move the footing into the medium. The equation (and its coefficients) was "confirmed" by tests on small footings placed at or near the surface of the soil. The equation is a basic tenet of every geotechnical textbook, manual, and code. Over the years, innumerable variations of the N-coefficients and adjustments to the equation have been published. The main assumption behind the bearing capacity equation is that a shear plane develops between two essentially otherwise unaffected bodies: the main soil body and a body comprised of the footing with some soil. Moreover, the notion is that a model footing placed at or near the surface of a soil would behave proportionally or similarly to a full-scale footing, or to even a same size footing (pile toe) placed at some depth in the ground. This is not in agreement with factual observations. It is suggested that the behavior of a small or large diameter footing as well as a pile toe is governed by compression of the soil below the footing or pile toe and not by "bearing capacity".

Jan 1, 1999

By T Davids, B J. J Botha

The presence of an extensive soft siltstone layer in the middle of the inter-burden sequence of rocks at Syferfontein Colliery in South Africa prompted tests to determine the effect of different mid-column decks of inert material in the siltstone layer. The objective was to achieve significant cost savings in explosives use whilst not degrading dragline productivity. An important factor that had to be considered was that the initiation systems available in South Africa are not accurate enough to ensure simultaneous initiation of explosives decks in a hole.

Jan 1, 1994

By Leon H. Bruner

This paper presents a case study describing how a global consumer products company with 138,000 employees that markets over 300 brands in 180 countries is building sustainability into the rhythm of its business. This strategy extends beyond social investment programs by incorporating sustainability into the fabric of product design, manufacturing operations, employee engagement and stakeholder partnerships. During the implementation of this program it has been necessary to be explicit about sustainability and its importance to the business, to broadly define sustainability, to ensure that sustainability is not added work, to eliminate trade-offs between performance, value and sustainability and to implement programs to ensure that sustainability is incorporated into the DNA of the company. Our program continually emphasizes the importance of making no tradeoffs between consumer acceptance of sustainable products and sustainability investments. We also work diligently to overcome the challenges of engaging employees around the world to implement a single coherent sustainability strategy that delivers great results.

Jan 1, 2010

The acid plant consists of the following units: 1. Glover tower. 6. Mills-Packard type chambers. 3. Reaction towers. 6. Gay-Lussac towers.The sulphur dioxide bearing gases, used in the manufacture of the acid, are obtained from the roasting of zinc concentrate. Six Herreshoff type furnaces are available, each with an effective hearth area of 520 sq. ft.The concentrate contains approximately 30% sulphur, of which about 72 is ultimately recovered as acid. The oxides of nitrogen are added to the gases in the requisite proportions partly from nitrous vitriol and from nitric acid in the Glover tower, and partly from nitrous vitriol in some of the chambers and connecting flues.The acid leaving the Glover tower is cooled by the ordinary water-cooling coils, while the cooling of the chamber gases is effected by circulating water over the outer surface of the chambers, and by spraying nitrous vitriol and weak acid into them.Flow of gases throughout the plant is regulated and controlled by means of regulus metal fans, fitted with variable speed gears.

Jan 1, 1934

By John Stoten

"The 1980s have proven extremely difficult years for many resource-based organizations. Mining companies have learned how to weather the negative effects of inevitable economic cycles. However, with some notable exceptions, such as gold mining companies, the mining industry has faced a broader and deeper round of cutbacks than any experienced since the 1930s. Downsizing has been a major issue for many mining companies as they have faced the need for dramatic staffing cost reductions in the recent past.The continuing current rapid rate of change in technology and the marketplace, coupled with increasing merger and acquisition activity, will provide an on-going need for some companies to face major reorganization. This inevitably will involve down-sizing activity in some instances.Given this scenario, it is worth reviewing the industry's past experiences to identify approaches and techniques that could prove of value in handling a future staff downsizing challenge. This paper is based upon a downsizing consultant's experiences with the mining industry and other sectors, and highlights what appear to be key staff reduction planning and process issues.Planning for DownsizingA review of companies' downsizing activities of the last few years reveals four key activity stages which need to be addressed to ensure a successful transition. These stages are:1. organization planning;2. developing cost reduction strategies;3. implementing downsizing; and4. building for the future.A business situation that is severe enough to require drastic staff cuts typically affects all aspects of a company's operations. Most mining companies have reviewed cost efficiencies in many operational areas. However, these reviews often have been short term in focus . As a result, some companies have experienced multiple downsizing; each event a response to an immediate economic threat. This has sometimes resulted in an unstable organizational environment, with severe stresses on staff morale and productivity.In the long term it is more efficient and less stressful to the organization to adopt a more comprehensive and longer-term strategy. Especially in capital intensive mining operations, it makes sense to review all areas of business activity, not just staffing."

Jan 1, 1989

By A. W. Khair

This paper deals with the analysis of pillar failure in a room and pillar mining operation of a deep underground coal mine. The incident here involved the failure of more than 100 pillars. The mechanism of pillar failure (bump/squeeze) has been studied in detail. The analysis consists of inmine eyewitness observations, laboratory experiments and analytical study of the pillar failure area using finite element technique. Results indicated that the mechanical properties of coal, roof and floor, geologic condition, and the method of operation have affected the mode of pillar failure. Hard roof and floor prevented roof caving and floor heaving in the gob area creating an inhomgeneous stress field on the pillar. This condition developed a yield zone and a core zone in the pillar. Progressive increase of vertical stress further increased the yield zone of the pillar and reduced the core pillar leading to a total squeeze of the pillar. However, the analysis indicated that the pillars were liable to bump provided any sudden shift of load occurred on the core pillar due to some dynamic shock imparted by a local failure of the immediate roof (slickenslided area) or during splitting.

Jan 1, 1986

By J. J. Stacey

Large mining companies generally follow the distributed ownership corporate model, with a board of directors responsible for decisions that affect both shareholder value and stakeholders of the company. The board is simultaneously responsible for setting the culture and values of the corporation, which drive performance and priorities. Companies listed on the Johannesburg Securities Exchange (JSE) commit to sustainable development in various ways, either by virtue of implementing the King Code of Governance 2009 (King III) and/or through their own public reporting on social and environmental matters. Many mining companies make public statements regarding their support for environmental stewardship, ethical behaviour, and fair treatment of communities. It is a local, regional, and indeed, global phenomenon that companies fail to deliver on these statements. Research was carried out through the Institute of Directors of Southern Africa in 2007, and followed up in 2012, regarding directors? understanding of sustainable development issues, the relative priorities, what is needed for ?radical change? to effect sustainable development, and what enables or constrains the latter. Pertinent findings of both surveys are presented in this paper, and it is suggested that ?on-the-ground? performance may be indicative of the nature of leadership and decisions in the topmost ranks of the company. The results indicated that environmental concerns fall consistently below social issues. Financial capital ranked most important, and while environmental issues are recognized as being of strategic concern for the long-term, they ranked as being the lowest importance of all ?Five Capitals? (Financial, Manufactured, Social, Human, and Natural). Social capital ranked second lowest, with black economic empowerment being the only high-priority social issue. There is also evidence that certain companies within the mining sector fail to recognize their absolute dependence on natural resources. Much is made in academic and popular literature of the need for a new type of leadership for the radical shift to sustainable development: at company level this implies therefore a new type of director. The research found that only 14 per cent of directors felt that board decisions are consistent with their personal values; while intentions are strong to behave ethically and serve sustainable development, actions to give effect to these intentions lag significantly. Respondents indicated that the top impediments to courageous leadership for sustainable development related to personal issues of maintaining the image of being a director, fear of appearing weak, fear of being a lone voice, and bowing to board-colleague peer pressure.

Jan 1, 2014

By L. J. Visentin, J. G. Rickaby

"Audiometric testing is a key element in hearing conservation in the mining environment. This paper gives the history of the audiometric testing program carried out by Inco Metals Company, including the program objectives the personnel and equipment involved, calibration and testing, the test procedure, and the classification and evaluation of the test results.IntroductionThe operations of the Ontario Division of Inco Metals Company are located primarily in the Sudbury District. They also include a refine ry at Port Colborne and a mine and concentrator at Shebandowan near Thunder Bay.The company operates nine underground mines, and one open pit, while maintaining six underground mines on a standby basis. Ore from these operations is processed in four concentrators. The metallurgical facilities include a smelter, a matte processing plant, a copper refinery, a nickel refinery and an iron ore recovery plant at Sudbury, and a nickel refinery at Port Colborne. Inco Metals currently mines roughly 9,000,000 tons annually and produces IS elements.Excessive noise in the work place has been a serious problem in the mining industry since the introduction of compressed-air-powered machinery in the last century. At the same time, growing levels of noise inherent in our social environment can threaten the hearing of employees and their families.Only in the last 20 years, however, has the extent of this problem and its implications for people working in the industry and their families been recognized. Since the industry has become aware of the situation it has taken steps to implement comprehensive noise reduction and hearing conservation programs."

Jan 1, 1982

By George A. Mealey

Caving mining methods that are based on a planned caving of rock above and/or at times surrounding the material being mined can be classified in three broad categories: longwall mining, sublevel caving, and block caving. Each of the three methods involves a distinct technology as well as art of operation. Each requires a relatively large, regular, and predictable ore body. As a rule, the effect of mining results in some form of impact or change on the surface. Operationally, underground caving methods are characterized by high productivity as well as a high percentage of extraction of the mineral being mined. A key element for the productivity of this form of mining is the ability to standardize the various elements of work taking place underground. Therefore, work-men may perform a specialized role rather than function as all-around miners. Further, the nature of the mining methods lend them to a high level of mechanization. Operations and manpower can be centralized into a relatively small area where supervision can be concentrated and therefore be more effective. Productivity as well as safety benefits thereby. The caving method is unique in that the exploitation openings are deliberately destroyed by the process of mining. Rock mechanics principles focus on the ensurance and the propagation of the cave as well as the continuance of the mine openings designed to extract the broken ore. As a rule, production operations are designed to maintain a steady, continuous flow of ore from the extraction areas. This steady flow rather than an intermittent flow tends to promote good caving action as well as reduce hangups.

Jan 1, 2008

By J. Torma-Krajewski, C. Hipes

Many mining companies apply ergonomic principles, but it is done either informally and/or reactively. Examples of an informal approach include replacing worn equipment, such as seats, with models that have ergonomic features, or modifying tasks to eliminate safety hazards that will also reduce risk factor exposures that may result in musculoskeletal disorders (MSDs). A reactive approach is followed when modifying a task/equipment after an MSD occurs. Neither one of these approaches involves a systematic method of proactively applying ergonomic principles to actually prevent injuries or illnesses. This paper will discuss how Vulcan Materials Company applied ergonomic principles and the interventions implemented to reduce risk factor exposures.

Jan 1, 2007

By William H. Mount

St. Joe Minerals Corp. has a long operating history of utilizing rubber-tired, trackless mining equipment in its Southeast Missouri Lead Belt underground mines. The company's first completely trackless mine, Hayden Creek, was opened in 1952, employing rubber-tired drill jumbos, electric shuttle cars, and articulated diesel trucks. The trucks were comprised of a conventional scraper tractor unit matched with a rear-dump rock wagon. These machines featured the first true earthmover tires to be used underground by St. Joe. The articulated truck concept proved to be very successful, and constitutes an increasing portion of the underground haulage today. St. Joe's second completely trackless mine, the Indian Creek property, was opened in 1954; conventional 9.1-t (10-st) rear dumps were used for haulage. Main haul roads were designed to be wide and fairly level to accommodate speeds of 32-40 km/h (20-25 mph).

Jan 4, 1976

Today?s Topics ? Data to decision value chain ? Practical Considerations ? Example ? Before / After DSS ? Quick Decision Support Demo Practical Considerations ? More data is not necessarily better ? Organization and process silos ? Good vs. ?optimal?, but impractical Solutions

May 1, 2008

By Harold Kennedy

Take a good look at this issue of Minerals and Materials. This is the last issue of M&M, as it has been known within the U.S. Bureau of Mines, that you will receive. Fifteen years after it was created to help cope with a growing worldwide mineral shortage, M&M is ceasing publication. In its place will be a bright, new publication called Minerals Today. Like its venerable predecessor, Minerals Today will be a bimonthly magazine that reports on recent trends and issues in the minerals and materials industries. It will be the Bureau of Mines' most frequent periodical presenting an overview of the entire field of minerals and materials.

Jan 1, 1989