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By Walter W. Bradley

AT ONE TIME OR ANOTHER and in greater or less amounts, gold has been mined in at least 40 of California's 58 counties. It may not be inappropriate, by way of introduction, to give a brief historical statement relative to her production of the yellow metal. The presence of gold in the gravels of San Gabriel, San Francisquito, and other streams near Los Angeles, was known and they were worked in a small way by the Indians, at least as early as. 1841' and possibly 1820. -On March 2, 1844, Don Manuel Castanares, deputy for California to the Congress of Mexico, reported' to his government that placers near Los Angeles had yielded up to December, 1.843, a total of 2000 oz. of gold dust, most of which had been sent (via Mexico) to tile United States Mint at Philadelphia.

Jan 1, 1932

By H. W. St. Clair

Sampling of heterogeneous mixtures of fused metals or solidified melts is subject to errors not met in sampling finely ground ores or granular materials. These errors arise largely because of the segregation of constituent metals that usually takes place during solidification. It is seldom that a random sample of a lot of metal will represent the composition of the entire lot. The problem becomes especially difficult when it is necessary to make accurate analyses for a segregated impurity present in very small amounts. This paper discusses some of the pertinent experimental observations made in selecting a method for sampling melts of aluminum and zinc containing small amounts of iron and silicon as impurities. Although this experimental study dealt only with sampling this specific combination of metals, many aspects of the study apply generally to any mixture of mol ten metals containing minor constituents that segregate rapidly during freezing of the melt.

Jan 1, 1949

By C. O. Esterhuysen, J. P. Deetlefs, C. A. Wessels

The productivity indices of the Republic of South Africa compare poorly with those of its competitors in the rest of the world. The theory of productivity is relatively simple, and various models are available to demonstrate this. The problem is how to apply the theory in practice and to convert it into a practical management system that will guarantee results. The secret lies in a management approach that aims at a continuous improvement in achievement and that involves the entire work force down to the lowest level in the process. Good management systems ensuring the necessary attention to, among others, management by objectives, finance, personnel, maintenance, planning, and control are a prerequisite for continued improvement and staff involvement. The net result of such an approach is described by the term performance management, which encompasses the total integration of al a company's management systems.

Jan 1, 1989

By S Grönstrand, C. Perez, A. B. Yañez, F. Coddou, P. Morales, H. Elgueta

"The TankCell® 300 forced air flotation cell designed and built by Outotec, with active volume of over 300 m3, was installed at Codelco’s Chuquicamata concentrator in September 2008. After that, a program was conducted, where the new cell was tested against the plant’s existing flotation cells of type TankCell® 160, with an active volume of over 160 cubic meters.Testing program was exhaustive and detailed. Grade-recovery curves for each setup were reported, along with recoveries by particle size. Secondly, operational characteristics like air feed and froth height setpoints, and power consumption are compared side-by-side. As the third topic, gas dispersion characterization included velocity mapping, holdup, bubble size and bubble surface area flux operating range. The fourth area of interest was the retention time distribution (RTD) of the 300 and 160 m3 cells in comparison. A detailed campaign using radioactive tracer tests was conducted to clarify this.All of the investigations mentioned above are reported in separate papers for more detail. The aim of this paper is to collect the key findings, and present them in real terms, always referring to operability and metallurgy of the cells. It is destined for people designing new plants and to those improving and expanding existing ones. The most frequently heard question is: will the new large cells operate at same efficiency as the smaller ones. In short, the answer is: NO. They operate at improved efficiency!INTRODUCTIONIn the last two decades of minerals processing, there have been three dominant trends of development in the flotation technology: equipment scale-up, cell characterization and circuit modeling. Equipment scale-up has been rapid in the past two decades. In the year 1990, the largest flotation cell in use was 50 cubic meters of size. This year, 300 cubic meters is the largest installed cell. Characterization of flotation equipment and circuits is a very popular subject nowadays and has helped many operations to improve their recoveries through better control strategies, for example by using optimized air feed and level control profiles (Gorain, 2005), (Doucet, Gomez, Finch, 2006), or through better maintenance (Coleman, Urtubia, Alexander, 2006). Characterization work is closely linked to circuit modeling. The aim is to produce sufficient amount of data to allow reliable model building. These models are then used to design new circuits and to improve existing ones. So in summary, these three lines of development have slightly different aims – from capital and operational cost to performance optimization. Ultimately, they converge in the same end result – maximizing the profitability of the operation. Following chapters will summarize the extensive test work and scientific studies at Codelco Chuquicamata. The aim was to compare a TankCell® 300 cell, with nominal volume of 300 m3, against two TankCell® 160 machines, with 160 m3 volume in each. The work should yield answers to questions: does the larger cell produce similar results – is the scale-up successful?"

Jan 1, 2010

By G Britton, P Moynagh

As more than a few mines gradually sink under the weight of emails, whiteboards, notice boards and ever more complex spreadsheets, the holy grail of effective short-term interval planning and control in underground mines is as far away as ever. Despite the mining industry investing ever greater amounts in planning and Enterprise Resource Planning systems, short-term plans become ever more complex and rigid. What the industry desperately needs are not more ‘disembodied voices down the speaking tubes’, but flexible and effective planning systems that encourage people to make reasonable commitments to each other so that everyone can work as a coordinated team to complete the work required each shift.One solution to the challenge has emerged. This paper describes the ‘Fewzion’ shift planning and short interval control system which has been developed at Anglo American’s Moranbah North and Glencore’s Oaky Creek coalmines in Central Queensland. Fewzion has drawn on management theory embodied in Management Operating Systems, Lean and Theory of Constraints approaches to continuous improvement to play a key role in both mines achieving record breaking tonnages.In addition to explaining the Fewzion approach, a case study is presented describing how Anglo American’s Moranbah North improved production by 39 per cent in 2014/2015 and won ‘Coalmine of the Year’ two out of the last four years and how Glencore’s Oaky Creek sustainably improved monthly development meters by 34 per cent within two months of implementing Fewzion.CITATION:Moynagh, P and Britton, G, 2017. How a frontline planning and commitment system improves trust, commitment and results in operations, in Proceedings 13th AusIMM Underground Operators’ Conference 2017, pp 235–240 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 16, 2017

By D. L. Crouse

The worldwide talc industry has experienced significant changes since the 1980's. Consolidation of companies and operations in Europe, Australia, and North America has altered the face of supply and distribution. Imports of Chinese and Australian crude have increased competition and product options. The number of processing operations without local mines has moved competition closer to the market area. Quality controls related to ISO certification and tighter specifications demanded by the customers have altered the way our mines and mills operate. Ceramics, coatings, and paper applications continue to consume the majority of processed talc.

Jan 1, 1997

By R. L. Marek

The number of persons fatally injured in the California petroleum industry in 1932 was 24, a decrease of 6, or 20 percent from the number killed in 1931. The decrease in the number of fatalities occurring in 1932 caused the fatality curve of the California petroleum industry to reach its lowest point in 10 years. Changing conditions in the oil industry - reduced personnel, decreased active field development, and curtailed production - have undoubtedly caused a part of this decrease, but continued accident-prevention efforts by the industry have also contributed to the reduction in the number of fatalities for 1932. The Bureau of Mines has analyzed and reported annually the fatalities in the California petroleum industry for a period of 10 years. Figure 1 shows the trend of fatal accidents during that period. Fatality statistics for 1932 show that the drilling and producing, pipe line and transportation, and refining and natural gasoline divisions of the industry had fewer accidents in 1932 than in 1931, sales and marketing being the only division that showed an increase over 1931. The number of fatalities by divisions for 1931 and 1932, percent of total, and percentages of increase and decrease are given in Table 1.

Jan 1, 1933

By J. H. Welsh

This Bureau of Mines report presents guidelines to be considered in the design, installation, and operation of environmental mine monitoring systems in underground coal mines so as to enhance safety in the U.S. mining industry. A review of the current status of mine monitoring in the United States is also provided.

Jan 1, 1987

By Russell A. Carter

Alaska is a land of immense proportions and resources. Its very name, derived from an Aleut term, means "The Great Land." Yet, in a state slightly larger than Texas, California, and Montana combined, there are presently only two-large scale mines in production, excluding dredge operations. Once referred to by its territorial governor as "a storehouse of minerals," Alaska is, in the opinion of many industry observers, at least 20 years away from a healthy, productive mining industry. The mineral potential of the state is tremendous: coal deposits on the North Slope alone have been hypothetically pegged at 1.5 trillion tons. Copper-zinc deposits on the south flank of the Brooks Range are conservatively estimated to be worth $4 billion to $6 billion. However, the problems facing mineral development are of equal magnitude, and include:

Jan 11, 1976

By Wilbert J. Huff

The work of the Explosives Division, Bureau of Mines, United States Department of the Interior, for the fiscal year ended June 30, 1939, is described in the following pages. This paper is the fourth of a series of annual reports covering the activities of the division since July 1, 1936. The studies outlined in this and preceding reports of the series have been conducted under the direction of the author and the respective unit leaders to whom specific credit is indicated.

Jan 1, 1940

By R. M. Brick

EDUCATIONAL benefits for veterans of World War II have largely removed one of the two former barriers to a college education for everyone, namely financial means and intellectual capacity. This latter limita¬tion has not kept privately endowed institutions from increasing 50 to 100 percent in size of student body, even after applying moderately rigid entrance standards. Growth of some land-grant universities, which cannot well exercise such restrictive judgements, has been even greater. After a weary board of admissions, subject to student, alumni, faculty, and even political pressures, has admitted double the former number of freshmen, the university's worries really begin: to find laboratory, classroom, and instructional facilities. If this were a one- or two-year problem, the answer would be simple: double up, hold night classes, particularly of laboratories, rent space, and have instructors work 24 class or contact hours a week instead of twelve (it takes usually two to three hours of outside work by the instructor for one hour in class). However, most engineering school faculty men are worn out now from four to five years of "accelerated" (frequently downward!) programs and they couldn't continue teaching in a way satisfactory to their own consciences on

Jan 1, 1947

By T. Gerritsen, R. MacRosty, R. Pula, P. Gebski, W. L. Ying

Furnace run-outs can cause extended furnace downtime for repair, while leaks or more severe failures in the cooling system can lead to brick hydration or in severe cases, steam explosions. These incidents can result in lost production, damage to equipment, injuries and casualties. To prevent such incidents, reliable and accurate techniques to monitor the critical components of the furnace such as refractory lining, furnace structure, taphole integrity and main water circuits are required. This paper describes several advanced methods that have been developed to assess the condition of furnace integrity, refractory lining, tapholes and cooling water circuits.

Jan 1, 2015

By M I. Roberts

As Australia’s mining industry painfully retrenches, mining executives and managers strive to remain viable by seeking significant productivity increases directly through process improvement and indirectly by improving leadership and workplace culture, the most powerful determinant of productivity. Culture is the combination of people’s attitudes and behaviour, together with leadership values and focus.Comprehensive new and automated data collection and management systems promise much for improving productivity, yet despite rapid advances in measurement and sharing of data, the use of data can reduce productivity unless behavioural aspects are considered and designed as part of implementation. This is because systems drive behaviour that in turn shapes attitudes to determine culture.Experience from many mine sites and other industries in three countries confirm that the most powerful drivers of people’s behaviour are the Measurement-Analysis-Reporting system and business leadership.This paper discusses fundamentals of practical, statistically valid process measurement, analysis and reporting systems before discussing associated leadership considerations for sustained improvement in safety, productivity, employee retention, leadership, accountability and commercial returns.The key to productivity improvement is improving core processes and important support processes. In turn, the key to process improvement is identifying the major process components and their interaction by measuring and then analysing their variation and level of performance. Understanding variation is often neglected yet is usually highly significant. It is essential that the fundamentals of statistically valid yet practical process and data analysis are understood and incorporated into system design to ensure productive, informed behaviour.The design and use of Measurement-Analysis-Reporting systems influences behaviour most profoundly and determines people’s effectiveness. Behavioural aspects are detailed by focusing on six primary drivers of human behaviour and five basic systems for managing businesses. These are integrated in a seven-step process and productivity improvement methodology that combines statistical, analytical, systems and behavioural factors.The paper includes development, implementation and tracking of a project plan for improving management and leadership systems to drive aligned behaviours. This key leadership responsibility is essential for improving performance to get the most from capital while providing people with the opportunity to develop greater autonomy, which is essential for self-discipline, responsibility, initiative and accountability.CITATION:Roberts, M I, 2015. Integrating measurement, systems and leadership to build safe, productive cultures, in Proceedings Third International Future Mining Conference, pp 73–82 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

By Wilbert J. Huff

The work of the Explosives Division, Bureau of Mines, United States Department of the Interior, for the fiscal year ended June 30, 1939, is described in the following pages. This paper is the fourth of a series of annual reports covering the activities of the division since July l, 1936.

Jan 1, 1940

By Billy W. Parks

This paper reports on the first 2 years in operation of a special-purpose coal handling rig which provides blending, temperature reduction, and continuous, automatic mechanical sampling as part of midstream barge to ship coal transfers. Briefly reviewing some of the characteristics of coal handling peculiar to midstream transfers, the paper discusses how the most beneficial aspects of midstreaming were enhanced through the design of this blending and sampling rig.

Jan 1, 1986

By Paul S. Goodman

This report examines the effectiveness of bonus plans in the coal industry. The analysis uses theoretical, literature review and empirical approaches to determine the impact of bonus plans on safety and productivity in underground coal mines. The basic finding is that the modal bonus plan in underground coal mining does not have a major impact on productivity and safety indicators. The design of the plan, or organizational factors, and the process of introducing the plan all contribute to its relative ineffectiveness. Strategies and options for designing effective plans are presented.

Jan 1, 1987

During the period January 1, 1977 through July 31, 1977, 5 percent (264,000 tons) of U.S. capacity was closed due to power curtailments in the Pacific Northwest because of the shortage of water. During July, one plant in Tennessee cut production by 50,000 tons annually due to a power reduction by the Tennessee Valley Authority. Full capacity production was resumed at a West Virginia smelter during September. If demand for aluminum is strong it seems likely that aluminum supply during the remainder of 1977 and in 1978 will be tight. The price was increased 3¢ per pound to 51¢ per pound effective March 28, 1977, and by an additional 2¢ per pound to 53¢ per pound, effective July 5, 1977. New projects and expansion of existing facilities are planned by Australian aluminum companies over the next 2 to 3 years. The companies listed have committed themselves to spending approximately A$801 million: Alcoa of Australia Ltd. -New alumina plant at Wagerup, south of Perth. Darling Ranges bauxite is located near the proposed project. A$650 million. Coma 1 co Industries Pty. Ltd. -Increase bauxite mining capacity and upgrade or replace other facilities at its Weipa mines on Cape York Peninsula region of Northern Queensland. A$81 million. Alcan Australia Ltd. -Expansion program that will increase capacity of the Kurri Kurri aluminum smelter north of Sydney about 50 percent, and improvement of other facilities at the plant. A$70 million.

Jan 1, 1977

By Charles H. Fulton

One of the first matters to receive attention from the Bureau of Mines when it was authorized to undertake investigations relating to wastes in the mineral industries was the smoke problem at smelting and ore-roasting plants. This bulletin is published by the bureau primarily for persons who seek information on the subject of metallurgical smoke but are unacqllainted with the technical language of metallurgy. It is, of course, not possible to free a techniCal subject entirely from teclmicalities, but, 80 far as possible, statements are made in plain and simple English. Metallurgical smoke causes considerable friction between the metallurgical industry and agriculture in certain parts of the country. Owners of smelting plants are making every effort to devise ways and means to do away with possible damage and annoyance from smoke and are meeting with success. The problem is peculiarly difficult in this country because of the large tonnages of material that must be handled. The solution of the problem is not yet at hand and much work still remains to be done. As the mineral industry is one of the great basic industries of the country and of necessity is entitled to full consideration, it should be accorded freedom to work out the smoke problem to the benefit of all concerned. The effort is made in this paper to present the problem of metallurgical smoke as it actually exists, without bias of any kind. The writer takes this opportunity to express his indebtedness to the sources of information on which he drew, many of which are enumerated in the selected bibliography at the end of this paper. In connection with the author's use of the present tense in describing plants and methods, the reader should note that none of the references in that bibliography is of later date than 1913. Much information was obtained by personal visits and by correspondence, and thanks are hereby tendered to all persons who kindly furnished data. The writer desires to thank particularly F. G. Cottrell, chief chemist of the Bureau of Mines, for criticism and comment.

Jan 1, 1915

RME has a vision for a new grinding plant operational paradigm made possible by RMEÆs fast, safe Mill Relining System. Some new liner designs can degrade SAG mill performance because of mill volume loss, ball strike (rotational speed limitations) and other issues often brought about by modifying liner design for maximum life and without a backward glance at metallurgical consequences. Freshly relined mills can initially produce as little as 80 per cent of their maximum throughput, that maximum occurring toward the end of the linersÆ wear life. RMEÆs proposition is to see new liners designed for maximum commercial performance. This may mean more frequent mill relines but with liners designed to yield optimum grinding, metallurgical and profitability performance, not maximum life. In other words, mill liner profiles and mill relining speed become key operational controls and not simply æmust doÆ maintenance functions. Taken to the extreme, liner profiles may prove capable of ætuningÆ a grinding plant for maximum profitability in any metal price environment. Following the introduction, the first section of this paper provides an update describing recent and significant developments within RMEÆs range of Mill Relining Systems, the enabling technologies which permit more frequent liner exchange without incurring additional downtime imposts. The second section outlines RMEÆs vision of a æliner profile versus profitabilityÆ commercial model, developed either intuitively or by using a combination of new measurement and modelling technologies. These new measurement and modelling tools provide the opportunity to predict the optimum commercial outcome, off-line in the virtual world, before committing to an expensive liner experiment.

Jan 1, 2007

By J. R. Goode

ABSTRACT Aurora Energy Ltd. is considering a 10,000 t/d process plant to produce 97 million lb (43,998,460 kg) of U3O8 over a 17-year project from uranium deposits in coastal Labrador. This paper summarizes the test work, mostly done by SGS Mineral Services in Lakefield, Ontario, and the economic studies supporting flowsheet selection. The proposed flowsheet includes semi-autogenous grinding (SAG) and ball milling, acid leaching using air/SO2 as an oxidant, and resin-in-pulp (RIP) extraction of uranium from the leached slurry. Other unit operations examined include ore sorting, heap leaching, liquid- solid separation, solvent extraction, and nanofiltration for eluate upgrading. We also review the extensive environmental test work and studies that were completed.

Jan 1, 2012