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By A. Romero, M. Carvalho, D. L. Millar

"The number of underground mines replacing diesel by battery powered mobile equipment is growing worldwide. The latter produces locally zero emissions and less heat, improving air quality in the working areas, and can potentially reduce energy costs due to lower ventilation requirements and in the face of higher fuel prices. However, there is a lack of systematic approaches to evaluate the potential economic benefit of switching from diesel mobile technologies to electric ones. This paper presents a method to answer the question of whether a mine with known operating conditions should invest in battery-powered electric equipment to reduce its total costs. Furthermore, this method provides the optimal number of electric and diesel equipment in relationship with their impact on the ventilation system and the total costs of running the mine from the energy perspective. A case study of an underground mine in Northern Ontario (Canada) is presented to validate the method proposed. The scenarios studied include the specific climatic conditions of the region, and the possibility to use heat recovery for the ventilation system. Overall, results show that the use of electric mobile plants is cost competitive, especially so when electricity cost can be lowered through load-shedding strategies.INTRODUCTIONOf the multiple advantages of using electrical vehicles (EV) underground in mining, the potential increase in air quality and comfort is the most significant (Paraszczak, Svedlund, Fytas, and Laflamme, 2014). Until recently, fully battery-powered electrical underground heavy duty machinery (i.e., loaders or trucks) were not available, so that tethered and trolley assisted vehicles were the only electric alternatives to diesel powered vehicles (Bétournay et al., 2011). Today, several commercial battery-based alternatives are available (General Electric Fairchild, 2015; RDH Mining Equipment, 2015; Paraszczak et al., 2014). Operational details can be found in Ewing (2015). The main battery technology used (Lithium Iron Phosphate, LiFePO4, or LFP) was already anticipated in Bétournay et al. (2011) as a good candidate for these types of vehicles. More details on these batteries, along with state of the art and future perspectives can be found in Zubi, Dufo-López, Carvalho, and Pasaoglu, (2018)."

Jan 1, 2019

By Charles L. Parsons

Early in 1912, from information received by the Bureau of Mines, it became evident that quantities of valuable radium-bearing ore from Colorado were being exported for manufacture in foreign countries and that at least part of the manufactured product was being returned to this country and sold at a price entirely incommensurate with that received by the miner and the prospector. Consequently, in line with its efforts to increase efficiency in the mining and treatment of mineral resources, the Bureau of Mines undertook an investigation of conditions. Results of this preliminary investigation were published, in the summer of 1913, as Bulletin 70,a which gave an outline of the radium deposits of the West, the conditions of mining, the wastes involved, and the status of the production of radium from its ores. At about this time newspapers and medical journals were publishing statements regarding the value of radium in cancer therapy. These reports, although many of them were exaggerated, brought out clearly the remarkable virtue of the gamma rays for the treatment of cancer and other malignant growths. In view of the fact that the largest known supplies of radium ore in the world are in the States of Colorado and Utah and on the public lands of the United States, it was deemed highly important for the Bureau of Mines to study the production of radium in detail. Such study, it was hoped, would enable the prospector and miner to obtain a fairer price for the ores and would furnish information necessary in case Congress appropriated funds to develop methods for extracting radium from ore on the public lands under Government supervision, to be supplied at cost to the hospitals of the Army, Navy, and Public Health Service.

Jan 1, 1915

By Joan Weinberg

Seasonally adjusted new factory orders for primary metals declined in January, February, and March, especially in the steel industry. The decline was part of an apparent slowdown for the entire manufacturing sector. Orders for all durable goods, including not only primary metals, but also clay, glass, and stone products, fabricated metal products, machinery, and transportation equipment, fell in January and February. In March, orders rose a slight 0.8%. According to the U.S. Department of Commerce, the downturns in durable goods orders in January and February were the first back-to-back declines in 3 years. They were largely attributed to a drop in orders for transportation equipment, mainly auto-mobiles and aircraft, while the small gain in March was due to a surge in aircraft orders. Higher interest rates may be partly responsible for the slowdown in durable goods orders over the past 3 months. The higher rates have also hit the construction industry--another major end-user of minerals. Construction of new homes and apartments fell by a seasonally adjusted annual rate of 5.4% in March, following a 12% decline in February.

Jan 1, 1989

By Y G. Anoman

This paper discusses the operating model within Endeavour Mining Corporation regarding the options of owner mining against contract mining. It’s based on the concept of ‘are we carrying out the most efficient mining’ regarding cost and performance. This question can only be answered through an extensive contract mining tender process and conducting a comprehensive comparison to evaluate the transition viability. Karma mine, located in Burkina Faso, is the subject of this paper. The Tender model included sales of equipment, parts and tooling associated with the traditional Load and Haul Schedule of Rates (SOR). The methodology focused on the structure of the tender process, which consists in the development of a SOR based on haulage profiles and mining schedule. This is a new Endeavour framework that allowed the bidders to compete on an even level. This was performed using a systemic analysis which encompassed all the elements involved in a transition such as the Human Resources (HR), taxes and customs implications, directs and non-direct costs (Finance and interest on assets, depreciation, insurance), contractor risk profiling. It was assessed against the normalised internal pricing tender-based. This paper gives an insight into how a West African mining operation addressed the sensitivities of the HR functions against the commercial aspects. This was one of the most successful transitions in West Africa and was carried out during the COVID crisis. The outcome of this project has created value by detailing a lesson learned model for both commercial and HR aspects. This discusses the commercial comparisons along with the internal model with the underlying HR functions as a risk factor that could have jeopardised the continuation of the operation. This resulted in a smooth transition with the additional cash flow generated by the sale of the parts and equipment turned Karma into a viable operation.

Jun 22, 2022

By Klaus L. Cappel

In 1972, the Bureau of Mines of the U. S. Department of the Interior commissioned the development and design of a Simulator for research and testing of mine roof supports used in long-wall mining. The purpose of the Simulator is to reproduce forces and displacements of a section of a mine roof in contact with one or more supports. This report is an account of the design process that resulted in the final configuration of the Simulator presented here. It includes discussions of engineering considerations that led to major changes in important details of the Simulator. These changes, however, did not substantially alter the basic design originally proposed, except for the elimination of certain originally-specified features that were adjudged as insufficiently cost-effective by both the Bureau of Mines and the design agent at an intermediate stage of the design.

Jan 1, 1974

By J. T. Ryan

FIGURES for the first 11 months of 1935 indicate that the total coal production of the United States for 1935 will be approximately 416,000,000 tons, or almost identical with the production figures for 1934. Bituminous production will show a gain of about six million tons, and anthracite production a loss of about the same tonnage, compared with the previous year. This does not take into account so-called "bootleg" anthracite coal amounting to approximately 5,000,000 tons. Twenty-nine years ago, in 1906, the production of coal was almost identical with this year's production. At that time, 626,000 men were employed in producing this tonnage, which took a toll of 2138 lives from accidents. In 1935, approximately 540,000 men were required to produce the same tonnage with an estimated loss of 1155 lives. This shows definite safety advancement in the industry, but even so accidents are still costing an average of 3c. a ton more than they should.

Jan 1, 1936

By Pekka Hanniala

The Outokumpu Flash Smelting process today is the most feasible method for copper matte smelting. The economic feasibility of the process has always been one of the main decision making criteria in smelter projects. Thus, today about 50 % of the world primary copper production utilizes Outokumpu Flash Smelting Technology. However, in the future, environmental criteria will have stronger and stronger impact on decision making. Flash Smelting technology offers the best pollution control features of any process. today. It is foreseen that, in the near future, the global trend will be that all the smelters must decrease their emissions at an accelerating rate, compelling the smelters to make increasingly larger investments on environmental protection. In most of smelters ?today, Peirce-Smith converting and transfer of the molten material in ladles are the number one pollution source. The key today for copper converting and minimizing emissions is the Kennecott-Outokumpu Flash Converting process, which has proven to be the most effective converting method in terms of pollution control and, production efficiency including capital and operational costs. Outokumpu Flash Smelting technology is applicable also for small to medium scale smelters but the most interesting area is the upper capacity limit for smelting in one line, which has not yet been reached. We predict that by the year 2000 to 2005, there will be at least one smelter which produces 500,000 tonnes of Cu per year based on one Flash Smelting and Flash. Converting unit. The current state-of-the-art of the Outokumpu Flash Smelting - Flash Converting process is presented in this paper as well as some new options for copper production to be utilized in the near future but which are available already today.

Jan 1, 1998

By P Cochrane

Our ability to generate information and transport it about the planet on super highways of optical fibre is about to change the way in which we communicate, work and live. There is not a single aspect of our future that will go untouched by the communication and computing revolution that Is now upon us. The change we are about to witness will overshadow the impact of the printed word, industrial revolution and physical transport. The next major wave of information technology (TT) development will focus on the delivery of information and experience on demand, in the right form, at the right time, at the right price, to fixed or mobile terminals anywhere, over networks of optical fibre, radio, satellite and optical wireless. Bandwidth, distance and time will no longer be significant cost elements as service and access become dominant.

Jan 7, 1996

By Albert L. Toenges

Early in 1944 the Chilean Government expressed a desire for assistance from the Bureau of Mines in a study of the coal deposits, coal-mining methods, and preparation and benefication of coals in Chile. A Memorandum of Understanding setting forth the purpose of the work was executed by the United States Government and the Government of Chile. Parts of this agreement are quoted: On February 4, 1944, the Ambassador of Chile in Washington expressed the interest of his Government in obtaining the loan of a mission of experts to assist in the conduct of a survey looking toward the utilization of the low-grade coals of Chile and the application of such technology as may be developed for the distillation of these coals and the use of oil shales. The matter has since been the subject of correspondence between the Secretary of State and the United States Department of the Interior, and the latter Department has agreed to cooperate with the Government of Chile, through the Bureau of Mines, subject to the following understanding:

Jan 1, 1948

By M. A. Marois

This paper proposes an improved temporal stability condition for the implementation of an inverse heat transfer method for predicting the time-varying bank thickness of the phase change protective bank inside a high temperature furnace. The direct problem is handled with the enthalpy method. The inverse method rests on the Adjoint Problem and the Conjugate Gradient Method. It is shown that the temporal stability condition for the inverse phase change problem relies on the time delay of the temperature measurements. Results indicate that this time delay is proportional to the heat diffusion time including heat diffusion through the mushy zone.

Jan 1, 2011

With commodities suffering dramatically low real prices, mining business margins are under intense scrutiny. Unfortunately, management systems developed early this century for manufacturing are driving counterproductive behaviours that choke productivity. The paper and presentation will explain this and present a proven methodology for increasing productivity. This will be supported by operational examples from Australian and American mining management to demonstrate the importance of modern business performance measurement and analysis systems. It will explain the importance of management systems in driving organisational change to sustain superior productivity and margins. The paper will explain why many executives and managers confuse production (a measure of volume) with productivity (which measures efficiency and effectiveness). It will explain how this and other counterproductive managerial and operator behaviours and attitudes are driven by traditional business management systems exacerbated by managerial and consulting fads. The paper will begin with the simple principle that to improve results one needs to first improve the process producing the result û and will show how this is often violated. Improving productivity then boils down to:accurately identifying opportunities using sound, modern measurement, analysis and reporting systems; methodically improving operating and commercial processes, and changing peopleÆs behaviours and attitudes to sustain changes in practices. The paper will include fundamentals of applying sound measurement and analysis to:processes directly, eg cycle time charts and their impact in cyclical (non-continuous) operations commonly used in rock breakage; drivers of productivity; and process results themselves since correct analysis identifies opportunities accurately. The paper will cover the importance of practical leadership and the need to follow a simple, solid plan for changing systems that drive behaviour. Overall, it will highlight use of modern performance Measurement, Analysis and Reporting systems to drive behaviours and improve margins - without capital investment û and make executive and managerial work easier and more effective.

Jan 1, 1999

By M. E. Ryan, C. L. Hoebbel, E. J. Haas

DISCLAIMER The findings and conclusions in this paper are those of the authors and do not necessarily represent the official position of the National Institute for Occupational Safety and Health, Centers for Disease Control and Prevention. Mention of any company or product does not imply endorsement does not constitute endorsement by NIOSH. ABSTRACT It has been suggested that effective disaster prevention and response in mining requires that elements of emergency management be incorporated into everyday operations, planning, and decision-making, much in the same way that the industry approaches routine risk management. Since Congress passed the MINER Act in 2006, the newly mandated structural and technological advancements in mine emergency response preparation have been made and are apparent, but measureable improvement in mineworker emergency preparedness is difficult to ascertain. To begin exploring whether measurable indicators of mine workforce preparedness can or should be addressed within a risk management framework, NIOSH researchers examined the datasets from two separate research efforts—one which measured the organizational safety climate and self-reported safety performance, and the other which measured individuals’ perceptions of their own self-escape competency. INTRODUCTION In response to the mine disasters in 2006, the United States Congress passed the Mine Improvement and New Emergency Response Act (MINER Act), which strengthened existing regulations [30 CFR, Part 48] and introduced new provisions to improve mine emergency response. Since that time, new technological and structural features, such as mandated redundant communication systems, personnel tracking systems, and lifelines in primary and secondary escapeways, have been installed in underground coal mines across the country. Additionally, mine operators are required to develop emergency response plans, provide adequate supplies of breathable air throughout the mine, provide more frequent and realistic expectations training, and are required to immediately notify the Mine Safety and Health Administration (MSHA) in the event of an accident. While the structural and technological advancements in emergency preparedness are readily observable and easily measured, levels of individual mineworker preparedness remain difficult to assess. There is a general consensus that deficiencies in competence in the non-routine tasks required for individual miners to effectively respond to a mine emergency likely remain (e.g., National Research Council [NRC], 2013), and NIOSH research continues address this concern (Haas, et al., 2015; Hoebbel et al., 2018). To maximize an operation’s capacity to effectively prevent disasters and/or respond to emergency events, it has been suggested that individual and emergency management efforts be incorporated into everyday operations, planning, and decision-making in much the same way organizations manage routine risks to health and safety (Haddow et al., 2017). To the authors’ knowledge, the mindful intersection of routine risk management policies and practices and emergency prevention and response readiness have yet to be empirically studied within the mining industry.

Jan 1, 2019

By William R. Hardwick

Present information indicates that a copper deposit can be safely fractured with a nuclear explosive and the copper successfully recovered by the in-situ leaching method. The process is not yet at the stage where it can be presented t ) the mining industry as a technique proven in all its aspects, but it is a method with high success potential. Unknown factors must be evaluated by a full-scale test before the economics or the extent of the use of the method by the mining industry can be predicted. Preliminary calculations indicate that the cost of fracturing a copper deposit nuclear explosives may range from l.8 to 55.2 cents per ton or in some case: less than a cent per pound of recoverable copper. Copper may be recovered at less cost than by conventional methods. Deposits with 4 pounds of recoverable copper may be economic and production from a deposit may begin in less than half the time required for conventional methods.

Jan 1, 1967

By J. W. Thomson, H. J. Lloyd, R. J. Taylor

"THE HOLLINGER MINE has been producing gold and by-product silver almost continuously for forty-eight years. The value of current production is $10,000,000 annually from one million tons of ore. Its management •has, particularly over the past decade, increasingly . concerned itself with the problem of profitable operation in a time of steadily rising costs and a fixed price of gold. At one period in the life of the mine, before World War II, production resulted in yearly profit margins that were stable and relatively thick. In winning gold from a series of inconsistent vertical ore lenses, operating management was much better protected than it is today against a general rise in cost or dip in grade of ore. The tissue-like thinness of present-day margins demand more careful handling. A sharp rise in costs, if protracted, could easily rip the tissue to shreds and close down the business. The counter-measure of raising grade and gutting the mine would bring on the end perhaps more rapidly, without having contributed much to the recovery of our national re-sources, nor to community welfare. The alternative is to keep costs under control."

Jan 1, 1960

By David Bendersky

This report covers the activities of a feasibility study of fiber optics technology fur use in mines. The objective of the study was to evaluate, both technically and cost-wise, the possible use of fiber optic technology for underground mine communication and monitoring systems. The first phase of the study was devoted to the collection of information on the present underground mine communication systems and monitoring techniques, and the status of applicable fiber optic technology. In the second ph se of the study, a communication and monitoring system for a hypothetical underground coal mine was designed and the costs estimated. The significant findings and conclusions are presented.

Jan 1, 1982

By T G. Neville, G Terrey, J Burns

This paper explores recent industry training programs and lessons for supervisors. The Belbin Team Role model was used to increase participants’ awareness of behaviour and its application. The application of the Belbin model to underground, open cut mine and quarry supervisors is discussed.The key to team success may rest with the expertise and experience of its members, but increasingly effectiveness depends on how team members understand, acknowledge and support each other’s behavioural strengths. Discovering strengths is a challenge, both for their measurement and for the encouragement of team members to use the knowledge of themselves and others in the team. Using behavioural models provides a constructive approach and a language for supervisors as they build personal motivation and engagement.Prima facie, the mineral industry’s work may be too vigorous for teams and their managers could be more prone to use ‘solo’ or traditional management styles. Managers and supervisors must know when work allocated to a team is appropriate or where individual effort should be applauded and rewarded. For practical people with well-developed technical skills, improving the soft skills necessary for a supervisor requires some reflection and effort. The Belbin behavioural model can be an effective tool for recognising characteristics that can assist teams to be more productive.Experiencing the Belbin Team Role model as part of an industry qualification is important for supervisors studying to refine their team leadership skills. Data are available for participants to assess the nature of their teams and to confront the appropriateness of the behavioural mix for the work of the team and its individual members.So what are the next steps? All team development must have a place in the strategic thinking and plans of the enterprise. This needs a visible presence of senior managers and supervisors in managing a team culture with practical links to workplace priorities and professional development with continuous improvement.CITATION:Burns, J, Terrey, G and Neville, T G, 2016. Supervisors and teams at work, in Proceedings International Mine Management Conference, pp 125-138 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

Getting it right is a very profitable outcome. Shareholders would ideally like to see their directors get it right all the time on the major economic decisions. But it is very difficult for mining directors to get it right all the time in such an uncertain environment. Primary decision-makers of companies with significant stakes in the mining industry should get it right much more frequently. The legal measures of evidence (beyond reasonable doubt and on the balance of probabilities) can be used to determine whether grade estimates (a key revenue variable) are realistic. The application of this approach can be far reaching. More frequently correct decision-making would result in more effective allocation of limited resources (capital and labour). In turn, this would result in higher financial returns and a more extensive mining industry.

Jan 1, 1994

By Randy McMeekin, Chris Twigge-Molecey, J. Peter Blake

The project implementation phase, FEL4, is generally a complex undertaking. The project has been approved for construction and the capital has been allocated. At this point the project team comes under significant pressure to meet the safety, schedule, cost, and start-up committments. For the design team the principal tasks are to finalize detailed design, complete procurement, and issue construction contracts. Design activities must be closely coordinated with equipment and material procurement. A clear engineering plan should be based on well-defined work packages to meet construction, commissioning, and startup requirements. A range of review processes by discipline, area, and third parties assure quality. Constructability, safety, and hazard reviews are performed throughout the design process. Three-dimensional models that incorporate extensive databases help to maximize efficiency and minimize errors. Well-managed projects have a clearly accountable design team, rigorous change control processes, and well-defined workflows. Key individuals from the design team participate in commissioning, operator training, and startup.

Jan 1, 2015

By R. A. Hemstock

AREAS in which the surface de-posits consist of organic material -known in some parts of Canada as muskeg and in Europe, more generally, as peat lands -have long been some of the least rewarding of lands of the north temperature zone. Even in such countries as Great Britain, Holland, and Denmark where a good deal of incentive exists to develop all available land, the use of peat land has been negligible except as a source of fuel. Only recently have efforts shown promise in re-claiming these lands for farming or for forestry. Russia has large areas of peat and use is made of it for power generation. The Russian people have also ?developed a variety of machines for handling peat, which would indicate that they are well ahead of the Wes tern World in their technical and physical ability to solve some of the problems. Certainly in Canada, where there are over 500,000 square miles of muskeg, the economic aspects of this problem are important. This is especially true in considering the shifting emphasis to northern development. Not only is muskeg in possession of great stretches of terrain, thereby rendering it useless for agricultural purposes, but it is apparently moving into forested areas and reducing their productivity. In addition, it lies as a great barrier to movement in the search for and development of such natural resources as petroleum, natural gas and minerals generally. This situation has long been recognized in Canada but only recently have organized efforts been made to study the problems and search out ways of overcoming them.

Jan 1, 1958

By Clyde E. Williams

THIS review of the progress made in iron and steel metallurgy during the past year is confined to developments in this country. It attempts to give examples to illustrate progress made rather than to appraise results. As a result of the gradually diminishing supply of rich iron ores and of predictions made as to the probable life of the iron-ore reserves of the Lake Superior District, attention of iron and steel executives was directed to the question of beneficiation of iron ores. Laboratory and plant-scale experimental work was conducted on the wash ores .of Minnesota and an investigation, was, begun on the Old Range low-grade ores.

Jan 1, 1931