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Giving the keynote address in the final session of a conference dealing with closely related topics has a disadvantage in that much of what can be said has been said. It also has an advantage, however, because it presents the speaker with the opportunity to integrate and analyse the material presented by the various speakers. I would like to look to the near future in Aust- ralia and the United States of America, to the risks, problem areas, and changes of a rapidly evolving post-industrial era-an era we are begin- ning to experience where industry no longer `calls the tune'. We miners have been quick to point out and emphasize, that ours is a `high-risk' industry in the world of business and commerce. Yet, clearly those who have survived, and been successful, have learned to anticipate and cope with risk and change. This ability has been a distinguishing feature of the industry's leaders who, in market studies and commodity selection, exploration and development, mine planning, metallurgical pro- cessing, and general administration and operation 1. identify areas of risk or inevitable change, 2. analyse, test and quantify those factors of risk or change, and 3. design methods, systems, equipment to elim- inate, moderate, or control or economically compensate for predicted risks or changes.

Jan 1, 1978

By D. L. Ogonowski, J. O. Marsden

The Candelaria copper-gold mine is located approximately 25 km south and east of Copiapo in Region III, Chile. The original concentrator was designed to treat 28,000 t/d (30,800 stpd) of chalcopyrite-bearing ore through a circuit consisting of a single 11.0 m(36 ft) diameter SAG mill, two ball mills, conventional rougher and scavenger flotation, column cell cleaner flotation, and ceramic disc filtration. The plant was commissioned in August 1994 and quickly reached design capacity and expected levels of metallurgical performance. In May 1996, a decision was made to double the capacity of the concentrator by the addition of a second line of equipment. The expanded facilities were commissioned in October 1997, less than 18 months after the decision to proceed, and well within the budget. The original concentrator facilities were replicated or duplicated as much as possible, however, a number of important equipment changes were made to take advantage of industry developments since the original concentrator was designed. These included the use of Eimco 120 m3 (4,200 ft3) cells for rougher and scavenger flotation and the installation of a Svedala VTM-800Vertimill for regrinding. This paper describes the rationale behind these changes and explores the reasons for the success of the project.

Jan 1, 1999

By Leon D. Keller

Hydraulic concentration of minerals has been practiced for a good many years. Until recently, however, the practice has been limited to a multiplicity of small pockets and relatively low tonnages and flows. The adaptation of the SiphonSizer to the concentration and classification of magnetite has changed this concept. Some fifty commercial units are currently in operation on magnetite, varying in size from 16 ft diameter circular unit to a 25 ft by 100 ft rectangular unit. Additional units up to 38 ft diameter are under construction. Depending upon the application in the flowsheet, upgrading-varies from 0.75% to 14% Fe in a single stage. To those not familiar with taconite processing, the importance of the struggle to economically remove as much silica as possible may not be fully appreciated. These figures pertaining only to transportation may be thought-provoking. If a 10,000,000 ton per year plant could reduce the silica content of their concentrate by 17, a savings in boat freight alone would amount to 100,000 tons at $2.00 per ton annually.

Jan 1, 1963

By Hans U. Bartholet

The bentonite industry in Europe includes both the smectite and hormite groups of clay minerals. The smectites are, essentially, a compendium of cationic differentiatable montmorillonite platelets which can be expanded in liquid media, whereas, members of the hormite group are characterized by fibrous and chain structured lattices which are non-expandable. As was pointed out in the March '78 issue of Industrial Minerals, each of the minerals in these groups has acquired a variety of names due to historic or regional usage.

Jan 1, 1979

By Charles Jones

Discussion of the paper of CHARLES COLCOCK JONES, presented at the San Francisco meeting, September, 1915, and printed in Bulletin No. 105, September, 1915, pp. 1887 to 1898. D. A. LYON, Salt Lake City, Utah.-For some years I have been interested in the iron-ore deposits of the Pacific Coast, and I feel very much indebted to Mr. Jones for the information he has given us on this subject. I think that we are also very much indebted to him for having presented this paper, as he has given us reliable data in shape of facts and figures, which is just what we need in considering whether or not it would be commercially feasible to attempt to establish an iron and steel industry on the Pacific Coast. Personally, due to lack of market, I do not think it is a commercially feasible proposition at the present time. Mr. Jones states that pig iron can be produced on this coast as cheaply as it can be produced in Pittsburgh. Even. so, what can be done, with it after it is produced? To begin with, iron produced on the. Pacific Coast has to compete with iron produced in China. Last year I had occasion to investigate the subject of the market for iron and, steel on the Pacific slope, and found that it was possible for the producers of Chinese iron to sell it for much less than the price for which iron can be produced in the West, and also for less than eastern pig iron is now sold for, even when shipped through the Panama Canal. I was informed that the agents for Chinese iron had instructions to sell it for $1 or $2 less per ton than that asked for other irons on the market. Of course, I realize that the competition of Chinese iron may not be important, but even if it is not, and even though pig iron ,can be produced at the cost given by Mr. Jones in his paper, I do not see any immediate chance of its being so produced, due to lack of market. C. C. JONES, Los Angeles, Cal.-Mr. Lyon is right. It is a fact that Chinese pig is being sold in San Francisco on some large contracts at $18.50 a ton, while $19 is the usual price. We ought to produce iron. on this coast at $14. Personally I do not think Chinese iron is ever going to be an important factor. It is a bugbear out here now. You are not going to have much Chinese pig iron in .this country. Our little friend Japan is going to absorb everything it can. The price of Chinese pig iron at $18 is about as low as it will ever get. If we can show you that we can produce this iron here at the same price as at Pittsburgh, I. think you will have a good opportunity to compete with anything China or India can ever do. Costs there are very low now. They are going to come up by leaps and bounds in the next few years. The labor cost over there may be very low now, but I. have seen some men from there quite recently

Jan 12, 1915

By Lucius W. Mayer

WHILE the mind of the financier does not normally run along channels similar to those of his technical adviser, engineers, because of their exactness, are ever more called upon to manage affairs where financial matters are involved. It is, true, not a relatively large number have thus far functioned in this capacity. It is also true that the essentially financial mind could not serve in a responsible engineering position; for to be a successful engineer one requires precise thinking, making due allowance for factors of safety. To be a financier seems to require less aptitude for exact thinking than of enthusiasm and confidence in capitalizing prospective possibilities. Both require imagination, the engineer being, more conscious of the limitations of natural conditions. It is to be regretted that the engineer' stands so far aloof from financial matters. Many consider them- selves successful, as did Steinmetz, as long as their reward is the consciousness that they are giving supreme service to mankind. They are 'generally happy in their work and, like our honored brothers who are teachers, gain their greatest satisfaction, not in the amount of their remuneration so much as in the service rendered society and in the excellence of results achieved. Indeed, these sentiments bespeak character and command respect.

Jan 1, 1924

A very successful banquet was held in the Ballroom of the Carlton Hotel on 7th March, 1986. The Institute thanks the Organizing Committee and the sponsors (listed on this page), without whose generous support the banquet would not have been possible.

Jan 1, 1986

By H. O. Seigel, J. C. Gingerich, E. O. Köstlin

"To satisfy their continuing need to replenish or expand their ore reserves, mining companies are faced with the dilemma of arriving at a proper balance between the dual avenues of discovery through in-house exploration and of acquisition of properties that are relatively proven or are even in production. The returns from exploration activities may be spectacular, but are unpredictable. The allure of an acquisition lies in its promise of quick and risk-reduced addition to reserves. However, it is historically clear that quantum increments in shareholders’ values have arisen primarily through major exploration discoveries, rather than through major late-stage acquisitions. Late-stage acquisitions can prove highly profitable, sometimes based upon the planned use of superior mining or metallurgical technology, but more often occur as the result of unexpected windfalls. At the other extreme, they can become expensive failures through inadequate due diligence, or unforeseeable factors.Citing numerous case histories and industry statistics, it is concluded that a judicious combination of both exploration activity and the acquisition of prospects is the most advantageous strategy for adding new ore reserves. A skilled exploration staff is essential for success, be it through exploration discoveries or through opportunistic acquisitions, preferably at their early stages. In the future, it is anticipated that there will be fewer opportunities for acquisition because of reduced funding for junior exploration companies, leading to increased competition and higher costs for fewer properties, both in the advanced exploration and mining stages."

Jan 1, 2002

By James R. Tompkins

This paper details the successful progression of a promising exploration property into a producing gold mine in only 35 weeks on schedule and on budget. While under construction, an extensive exploration program continued to add to the mine life through the increase in reserves, resulting in a decision to increase the mill capacity from 500 tonnes per day to 1000 tons per day while maintaining the original construction schedule. Details are provided on the unique geology at the Puffy Lake Gold Mine, development from the exploration stage through construction and ultimately to production, with a detailed flow sheet. In addition, of note is the successful change over from contract mining to the hiring of Pioneer personnel who are successfully carrying on both stope mining and development. Operating costs per ounce of gold production are projected at $185 U.S. and alternate methods of mining are currently being examined which could further reduce operating costs.

Jan 1, 1988

By David M. Spatz

Anyone who scans the modern literature will realize that concepts of leadership have changed during the past few years. And like change in so many areas of our culture, change has been rapid in the perception of leadership. Many traditional leadership traits are still highly regarded and many of the longstanding personal qualities that improve leadership abilities continue to be effective. In the past, though, leaders could rely on dominance, intimidation and fear to accomplish their goals through the actions of others. In contrast, effective leaders today build relationships, provide vision and guidance, and strive for communication, cooperation, trust and employee satisfaction. Earnest leadership involves moral issues like honesty, integrity, fairness, empathy and respect. Modern leaders guide, facilitate and coach, rather than command and direct. But how well equipped are managers in the mining industry to meet the leadership challenges that lie ahead? More importantly, is he or she becoming a better leader? This article outlines steps to becoming a more effective leader. Management consultants stress that the changes that lie ahead will demand swift organizational adjustments and managers who are equipped to lead during times of change (Boyett and Conn, 1991; Hesselbein et al., 1996; White et al., 1996 and Kotter, 1997). Becoming a better leader begins with self-assessment and a commitment to unify all who depend on one's leadership abilities. Simply defined, leadership is leading others. Contrary to common practice, leadership is not about advancing one's own career but about bringing out the best in others. The beauty of modern leadership, however, is that the path of serving others creates synergies. They benefit everyone, including the leader, those the leader manages, upper management and company shareholders.

Jan 1, 1998

By E. G. Kelly

Many methods of evaluating the efficiency of mineral separations have been described in the literature. In most cases, these present the efficiency as a single number. This paper argues that single-number measures of efficiency are inadequate because they seldom allow reliable comparisons, and are unlikely to correspond to the optimum operating conditions. To realistically make comparisons, it is necessary to distinguish the particle-induced component from the equipment- induced component. In a number of situations where the separating property can be identified (such as in gravity concentration and classification), this can often be done. However, in more complicated systems, such as flotation, this has not been possible. A technique is described whereby particle and equipment contributions to efficiency can be distinguished without the need to define the separation property. Because smelter schedules define a boundary correlation between grade and recovery, they generate some of the better single¬-number measures of efficiency, but even these have limitations.

Jan 1, 1991

Building the Unified Comminution Model The Unified Comminution Model (UCM) was formulated with the vision of bringing all comminution models onto a common base. The structure of the model relies on knowledge of the mechanical environment in the comminution devices to predict the modes and rates of collision in a device. A detailed understanding of the breakage modes and an ability to correctly test these modes for the ores in question is then required to feed into the UCM. A model structure has been developed that has the capability of dealing with multiple modes of breakage, such as low energy impact surface damage, chipping, sliding abrasion, cumulative impact body breakage and the transition of rock between modes. A critical review is presented on the shortcomings and limitations of utilising the discrete element method (DEM) to provide the mechanical environments. The assumptions and applicability of utilising DEM in milling models are presented and proposed routes to building a realistic mechanistic model are proposed. Based on this more realistic measures of collision energy have been derived from the DEM simulations, which better mimic the real breakage tests. Generic forms of the collision energy distributions have been observed and developed into functional forms for use in the simulation environment. The method of application of this model to a pilot SAG mill is presented.

Sep 13, 2010

By Stuart H. Ingram

DEFINITION THE term lightweight aggregate implies material which may be substituted for the usual rock, sand and gravel commonly used as the major part of concrete, but distinguished by being much lighter in weight. BACKGROUND The art of making and using concrete is old and well developed. Research and experience have pretty well determined the qualities necessary in its constituents, and time has tested theories and applications. Elaborate specifications and tests have been devised and generally adopted governing all phases of concrete work, from selection of material, through engineering design and down to mixing and placing. Standard practices have become routine to executives and laborers, and operations have been simplified and costs lowered. Though many lightweight aggregates meet the basic specifications necessary for usefulness, their physical qualities are so different that they frequently will not pass standard tests, and some of them cannot be mixed and placed with the usual formulas for water and slump. As a rule their use produces a concrete with a lower modulus of elasticity which requires design change, and being produced in much smaller quantities than ordinary aggregate, production costs are higher. This latter works in a vicious circle to restrict their use and maintain prices that are not competitive, except as against each other. INCREASED DEMAND In spite of such handicaps consumption has grown steadily for the past two decades and is apparently growing even faster today. It is evident that lightweight concrete must have better qualities, and be sufficiently better to overcome the higher cost and the other difficulties and disadvantages pertinent to the use of a new and different material in an old industry. Hence the study of its main ingredient should be of interest to all engineers. Our group has a double interest in the subject since most of the materials which have been used as sources of lightweight aggregate are either mined, or are by-products of mining operations. We are directly interested in their production as well as their use, and since available supplies of materials suitable are limited, the increasing use, and rising demand, make the discovery of new sources, or the development of processes to adapt other natural materials to this use, a promising field; and one in which our profession should take an active part. RECENT DEVELOPMENT Descriptions of ancient work contain references to the use of spalls of tuffs or pumice in concrete masonry, but it is only since the nineteen twenties that serious attempts have been made to produce and market lightweight aggregates. A period of rapid advance in theory and practice in cements, mortars and con-

Jan 1, 1947

By Bernadette C. Michalski

THE RAPID GROWTH of the small Albanian mineral industry in the 1950's began to taper off by 1961 and slackened sharply in 1963. The abandonment of Soviet and East European technical assistance programs in mid-1961 greatly affected Albania's mineral development, since four-fifths of all technical aid personnel were engaged in mineral activities. Chinese assistance apparently has not been able to fill the void. Overall mineral production increases during 1961-63 averaged 1 percent per year in value, as compared with 3 percent in 1959 and 5 percent in 1960. Although by world standards Albanian mineral output, except for chromite, is insignificant, it is vital to the country's domestic economy. The mineral industry generated about 14 percent of the gross industrial product in 1962 and employed a notable share of the industrial labor force. In recent years, mineral products have provided about three-fifths of the country's exports by value. Chromite and iron-nickel ores together constituted from one-fourth to one-third of the total export value. In 1963, total trade turnover increased 12 percent over 1962.

Jan 1, 1964

By R. M. Donovan

This paper documents the efforts to improve quality and production at the Amarillo Copper Refinery. It summarizes the change in attitudes, work procedures, equipment maintenance, instrumentation, and the ever changing market. The Amarillo Copper Refinery is dedicated to the ASARCO Management System, ISO-9002 and continuous improvement.

Jan 1, 1999

By Tomlinson R. C

The paper will briefly describe planning in the National Coal Board (NCB) and the contribution that operational research makes to it. It will then give details of some of the models in use and will finally consider critically the problems of looking ahead to the next century.

Jan 1, 1977

Some basic terms used in cost management and accounting include: - Cost. A sacrifice made to acquire goods or services, measured by the price paid. Technically, the sacrifice is called a cost until the benefits from the goods or services have expired, at which time the sacrifice is called an expense. In this text, the terms "cost" and "expense" are used interchangeably. - Revenue. An increase in the value of the firm resulting from the sales of goods and services. - Income. The excess of revenues over costs for a specified period. The term is often used with modifiers to indicate specific quantities on an income statement (e.g., pretax income; net income). - Activity. A measure of production work. Traditionally, physical production volume (tons of ore or units of product) has been used as the measure of activity. Other measures include direct labor hours, equipment operating hours, and quantity of materials or supplies consumed. - Responsibility center. A segment of an organization that is responsible for a specified set of activities. In mining, individual operating divisions can be treated as responsibility centers, known as profit or cost centers. Departments within a division are generally treated as cost centers. - Cost center. A portion of an organization having responsibility for achieving specified levels of cost. - Profit center. A portion of an organization having responsibility for achieving specified levels of profit (revenues and costs).

Jan 1, 1999

Now you know why there is concern about mine illumination. You have some idea about how the human eye works and about the problems of glare, peripheral vision, and accommodation. And you know that lighting in a mine presents special problems because of the dark surroundings and low reflectance. This chapter describes what can be done to improve conditions. This chapter begins with a short discussion about Federal Standards on mine lighting -- what they are and what is being done to carry them out. The chapter then describes different types of lamps that can be used for mine lighting, and discusses their advantages and disadvantages. Finally, the chapter lists some things that you can do personally to improve lighting, or can point out to others so that improvements can be made. The Federal Government is doing its part to improve mine lighting by establishing regulations. Lamp manufacturers are constantly studying new lamps to provide better equipment. And your company will do its part to comply with regulations. Better lights may not be here yet, but they will be soon. But in the end, you are the one who will be using the lights, and you are in the best position to see the improvements. You are also in the best position to see and tell others where further improve¬ments can be made.

Jan 1, 1976

By Stephen Mansfield

In metalliferous mining operations, subdrill is that portion of the blast hole that is drilled below the target grade elevation, and in most cases loaded with explosives. Its primary aim is to enable efficient excavation down to the target floor level. Subdrill is often described as being expensive and that excessive subdrill should be avoided, as it can result in damage to the subsequent floor, lead to difficult drilling conditions and higher vibration levels. As a result, many operations aim to apply the bare minimum amount of subdrill in order to excavate to the target floor

Feb 1, 2020

By Tooth MA

Mining, metallurgical and engineering consultants have made a considerable contribution to mining industry development in Australia. Expertise has been developed locally to a high level during the last decade which has contributed to the success of many recent mining projects. The services available'cover the whole spectrum from the evaluation of ore reserves, through feasibility study and financial evaluation to design, project management and commissioning. Using these services effectively and economically is an objective which client and consultant both must pursue but which is not always achieved. This paper discusses some aspects of the use of consultants which the experience of the authors has shown to be of prime Importance

Jan 1, 1975