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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

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 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 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 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 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

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 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

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 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

By Jong-Jip Kim, J. G. Byrne, W. Kim, In-Ok Shim, John E. Flinn

"Two rapid solidification processes for 304 stainless steel were studied: centrifugal atomization (CA) in a helium atmosphere and atomization by exposing argon-containing melt to vacuum (VGA). Positron annihilation and x-ray line broadening measurements of explosively consolidated monoliths were used to clarify microhardness measurements as a function of annealing temperature. Interesting differences in positron response between CA and VGA materials are ascribed to more carbide formation in the CA material than in the VGA material in the 600 0C range. In addition, hot isostatic pressing of the CA material was examined as to the relations between mechanical behavior, pore shape, and relative density. A variable stress concentration factor is introduced into the theory to allow for changing pore shape as relative density increases.IntroductionThere are many potential advantages of rapid solidification processing (RSP), such as a high degree of matrix supersaturation, finely dispersed microstructures, improved chemical homogeneity, and retention of metastable phases, which have been studied extensively. To consolidate rapidly solidified material which is in powder form into useful shapes often requires subjecting the material to elevated temperature for extended periods of time under mechanical forces, as in hot isostatic pressing or hot extrusion. In such cases, some of the characteristics of the rapid-cooling step can be strongly affected. An alternative is dynamic consolidation (1), for example by explosive forming, where the time frame at least is extremely short.In the present work, effects of the consolidation processes of hot isostatic pressing (HIP) and explosive forming in a die are examined. The particular material is 304 stainless steel. The characteristics of both RS and VGA 304 stainless-steel powders were described by Wright, Flinn, and Korth (2) earlier."

Jan 1, 1988

By A. S. Bayne

THIS paper will present a review of the mining operations of one of Canada's most lately established gold mining districts (1). The history of the Little Long Lac and Sturgeon River areas is interesting in view of the fact that, although they have long been the scene of a certain amount of mining activity, they remained little more than an uninhabited wilderness until 1933, since which time ten producing gold mines and mills have been established in permanent operation, eight of these having entered production since the beginning of 1937. As complete a background as possible will be given concerning the major influences having a bearing upon living and economic conditions in the mining communities. The object, here, is to show the diversity of problems which demand the attention of the operator starting up and operating a new mine in present times, and to indicate the ways in which these problems are successfully met in this district. A description of the power facilities and plant equipment will be followed by a summary of the problems encountered and methods applied in exploration and development. This is to aid in forming a background showing the circumstances which influence the mining methods and costs of the various operations. The paper will conclude with a description of the mining methods used and the costs of the operations, including summarized analyses of the stoping methods and mining conditions. The various phases of operation will be dealt with separately, in so far as this is possible, in order to present clearly the salient features. It is necessary, however, that the reader bear completely and constantly in mind the fact that in actual operations these phases arc, to a large extent, intimately related and greatly affect each other, as well as being, in turn, affected by other circumstances beyond the control of the operator. A few of these circumstances are: capital available during the development period and early stages of productive operation; strength of rock comprising the ore and its boundary walls; grade, size, shape, and location of ore-bodies; and many other natural items which must be carefully weighed in relation to the details of operation.

Jan 1, 1940

By S Harris, A Bossilkov

The Kwinana (Western Australia) and Gladstone (Queensland) industrial areas are among the few dozens of heavy industrial areas globally that demonstrate significant levels of regional resource synergies. Such synergies are also referred to as æindustrial ecologyÆ or æindustrial symbiosisÆ. Fundamentally they involve the exchange of by-products or sharing of utilities between companies in close geographic proximity to achieve competitive advantage and environmental benefit. A concerted research effort is currently underway to foster greater realisation of regional resource synergies in minerals processing intensive regions, in Australia and internationally. This paper summarises current insights from the foundation research into engineering tools and technologies and enabling mechanisms for regional resource synergy developments. Regional resource synergy developments were reviewed for 16 international and two Australian regions. It was found that Kwinana and Gladstone compare favourably with the well-regarded international examples of regional synergy development. Given the fairly strong evidence that self-organisation is critical for regional synergy developments, an implementation model has been proposed that captures entry points for synergy developments at the level of platform (industry collaboration), process (developing synergy opportunities) and project (assessing and implementing specific synergies). It was also found that regional synergies have so far developed in the absence of specific methods for identification and screening of synergy opportunities. Moreover, very limited attention has been paid to the associated technological and engineering challenges. The current technical research effort therefore targets: the development of a toolset for the identification and development of potential synergy opportunities; and assessment of technology needs and opportunities for regional synergies involving water, energy and materials recovery and reuse.

Jan 1, 2006

By Donald Leroux, Jean-François Wilhelmy, Ahmed Bouajila

"A young private R & D organization, COREM celebrated its 10th anniversary in 2009. Managed by a consortium of nine mining and metallurgical companies, COREM has the mandate of increasing the competitiveness of its member companies through the development and transfer of mineral processing innovations. Typical technologies developed by COREM include alternative mineral processing techniques, novel operating strategies, innovative sensors and process simulation software. Many of them were developed in partnership with universities and selected research organizations.Because the COREM membership base is broad (from ferrous to base, to precious metal industries), its R & D program must deliver technologies with applications within a wide spectrum of mineral processes. Comminution, physical (gravity and magnetic) separation, flotation, cyanidation, pelletizing and thermal processes are the main topics of the R & D program. A number of new technologies have been developed and transferred to the plants of member companies. These examples of transferable technologies demonstrate the capability of COREM to impact the bottom-line of its member companies.INTRODUCTIONCOREM is a private mineral-processing R & D organization that operates from its own laboratories and pilot-plant with its own staff of professionals and technicians (about 95 persons). It is managed and financially supported by a consortium of nine mining and metallurgical companies and three provincial and federal ministries. The very ‘down-to-earth’ mission statement of COREM is to increase the competitiveness of the mineral processing plants of its members. The eighteen plants upon which the COREM technology development program is currently based can be found in Québec, Newfoundland and Labrador, New Brunswick, the Netherlands and Botswana."

Jan 1, 2010

By Williams JK, Bolitho BC

Laverton Gold NL (Laverton) is the first junior Australian mining company to establish a viable mining operation in Indonesia. It successfully commissioned the Rawas plant in Sumatra this year with an average anticipated production of 85 000 ounces of gold equivalent (as gold and silver) per year, a feat of which Laverton is justifiably proud.Working in Indonesia and South-East Asia generally is very stressful for juniors and stretches human and financial resources to the limit - more so than in medium to large companies which can absorb the workload in-house more effectively.

Jan 1, 1997

By A. Korchevisky

Environmental self-monitoring is one of the advanced approaches for industrial sustainability programs. Organization for Economy Cooperation and Development (OECD) defines self-monitoring as ?the system of organizational and technical measures put in place and financed by [the] regulated subject? in order to ensure their compliance with regulatory requirements?1. Self-monitoring is beneficial for industrial operators, communities, and governments. Industrial companies use self-monitoring as a central element of their compliance management that allows them to fulfill their duties, obligations, and to avoid citations. When industries control their emissions and ensure workers are not exposed above the regulated limits, communities are better. It is impossible for an EPA, OSHA, or MSHA inspectors to be close to every emission source or workplace full-time. It is much more effective for industries to self-monitor, under due supervision. Occupational conditions are a very important part of industry and health and safety self-monitoring should be highly prioritized. In this paper we will research the regulatory basis and best practice of occupational self-monitoring. We will show that not only is self-monitoring a vital element of an occupational health & safety management system, but that you need a management system for affective monitoring.

Jan 1, 2012

By R. T. Richins

Coeur d'Alene Mines Corporation (CDE) is a precious metals mining company. The company's three mining operations are located In Nevada and Idaho. Collectively, these mines (Rochester in Nevada, and the Galena and Coeur In Idaho) produced about 61,000 ounces of gold and more than 7.5 million ounces of silver in 1991. The company is currently planning the development of two major properties; the Fachinal gold-silver project in Chile and the Kensington gold project near Juneau, Alaska. Fachinal and Kensington hold encouraging potential to significantly expand CDE's gold production during this decade. The permitting process for these two distinctly contrasting environmental settings, project design requirements and regulatory/political circumstances provide the basis for a comparative analysis of licensing and permitting requirements, timeliness of the permitting process and costs in the U.S. and Chile.

Jan 1, 1993

By Anthony Tuke

Members of the Society of Mining Engineers may well regard it as rather unusual that a paper on this subject is being presented by someone whose first taste of mining came at the age of 60 or so - someone who last heard of cathodes and anodes in 1938. On the other hand, the title does refer to the financing of a mine and at least I can claim to have spent all my business life since the war until 1981 in the world of banking, though this inevitably means that I have been used to looking at these and other problems through what you might regard as the wrong end of the telescope. The lending of money, and more particularly the provision of finance for commerce and industry, is the central job of a banker and I have been involved in this in various ways over many years, but regrettably only very marginally in the world of mining. As you will see from what follows, the rather specialised form of finance which RTZ required was, to my regret, not provided by the British banking community since the great majority of the finance came from American banks and, to a lesser extent, from German banks. I am most indebted to Mr. Roy Wright for a great deal of the nuts and bolts in this paper. He was one of the three central figures in the growth and expansion of RTZ during the 1950's and 1960's and was right at the centre of the negotiations with bankers, with governments and with many others. The going, as you will see, was far from easy. The essential basis for the financing of each of the RTZ group's mining projects was a firm long-term sales contract for sufficient of the output of the particular mine to produce the cash flow necessary to service the loans. Wherever possible, loans were raised in the same currency as the sales contracts were made. Each sales contract was designed to give the customer the product he wanted with a long-term assurance of supply and at the same time to give the bankers the protection they required. Thus the marketing concept and the financing concept for a particular mine formed one overall plan, and talks with the customers and the bankers were conducted in parallel until a satisfactory marketing/financial package was agreed in principle. Preliminary talks were begun soon after the discovery of a potentially viable orebody. As confidence about a discovery increased, customers were persuaded to enter into contingent sales contracts before the very detailed and costly business of the economic and technical feasibility study of the mine was launched; such a study might cost 10% or more of the estimated total capital cost. At the same time provisional understandings were reached with the bankers. The contingent sales contracts usually gave a period of grace of eighteen months to two years, during which time the decision whether or not to continue with the mine had to be made. This decision rested mainly on the result of the feasibility study and also on coming to a firm agreement with the bankers. If all went well and the mine went ahead, then the contingent sales contracts became firm, but they fell away if the decision was negative. The Company was fortunate that during the whole period when its major mines were being developed, world trade was increasing rapidly and Japan was becoming a dominant industrial power. The Japanese supported many of the mines, including Hamersley Iron Ore, Lornex Copper, Bougainville Copper to name a few, with the basic long-term sales contracts that enabled their development. The Germans supported Palabora and to a lesser extent Bougainville. The mines were financed as individual projects generally with a loan/equity ratio of about 65/35, without legal recourse to RTZ for the loans. RTZ was, however, responsible for providing any capital overruns required to bring the mines into commercial operations. Nevertheless, the RTZ management regarded itself as morally responsible to the lenders because, Palabora aside, the sales contracts had either a fixed selling price (like Hamersley), an indexed price (like the Elliot Lake Uranium Mines and Mary Kathleen), or a floor price (as in Lornex, Bougainville and Rossing). Thus the Company believed that any financial failure would have been due to poor management or technical

Jan 1, 1985

By William Escudero

El presente trabajo describe el planeamiento estratégico para el sostenimiento de la sociedad minera El Brocal a través de la gestión en el trabajo organizacional. Su principal objetivo es aumentar la productividad y la reducción de costos de minado y la planta concentradora. Para ello, se tomó el modelo de planeamiento estratégico desarrollado por Fred David y se realiza el análisis y diagnóstico interno de la empresa, a partir de los antecedentes, situación actual de la empresa, evaluación de la misión, objetivos actuales y cadena de valor de la empresa, luego se clasifica a la industria minera y se integra los resultados obtenidos, la matriz de evaluación del factor externo (EFE) y la matriz de evaluación del factor interno (EFI); para así elaborar la matriz (FODA) a partir de la cual se formula as estrategias por seguir. Finalmente, se redefine la misión de futura de SMEB y se ejecuta las estrategias y las acciones en las áreas funcionales.

Sep 13, 2001

[ ] [LOCAL SECTION CODE (Numbers indicate Sections) No. Section LI Alaska L50 Adirondack L2 Arizona L58 Arkansas L84 Balcones L66 Billings Petr. L3 Black Hills L4 Boston L76 Caracas L5 Carlsbad Potash L6 Central Appal. L60 Central N. Mex. L7 Chicago L79 CIM-AIME Calgary L82 CIM-AIME Edmonton L8 Cleveland L9 Colorado]

Jan 1, 1961