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By P. Bevilacqua, M. C. Williams, T. P. Meloy

We will bet you that, without prior programming within 10 minutes, we can design and simulate a 10,000 unit operation separation circuit. We will even do it at your place. We do it all the time. [ ] There are no tricks; we do it in a spreadsheet. We do it in those user friendly spreadsheet such as Quattro Pro. Spreadsheets must be user friendly. Accountants use them as do managers, business men, lawyers, doctors and salesmen. What these users seldom realize, is how powerful a mathematical tool a spreadsheet is. Among their other capabilities, spreadsheets can do a finite element analysis. That is why they are useful for accounting. That is also why they are more useful to engineers in the mineral industry. Spreadsheets are ideally suited for the engineering problems in the mineral industry. We have used then for solving problems in: a) mine ventilation; b) circuit design and optimization of dense media, flotation and sizing; c) comminution circuit design; d) shaking tables; e) Humphrey spirals; f) sluice ways and channel flow; g) lock particle and liberation problems; h) tunnel and shaft stress problems; i) cascadograph simulation; j) complex heat transfer problems; k) flow in porous media; and sheet flotation (Figure 1). Mineral industry problems presented on or with a spreadsheet are an excellent teaching instrument, problem statement and solution tools and sales devices. Spreadsheets answer easily, quickly and reliably many mineral industry engineering problems. What makes spreadsheets so useful to the mineral industry. The short answer is: they are easy to use; mineral industry problems fit the spreadsheet format. Those reasons are part of the answer. The real answer lies with the structure of the spreadsheet itself. Essentially, a spreadsheet is a "finite element analysis" form of computer software. Many mineral industry problems are readily solved by finite element analysis techniques. While some in the mineral industry may think they have never heard of finite element analysis, most use it weekly if not daily. Any profit and loss statement is essentially a finite element instrument. In fact, any array of numbers where one number is related to another may be construed as a finite element analysis product. Finite element analysis is a common daily activity. To get an appreciation of a finite element analysis, think of a monthly sales forecast for the next year. For each product and for each month, there exists a dollar figure for the forecasted amount of sales. In the forecast statement, for a given product in a given month, there is a "box" where the forecasted figure is presented. The forecast figure in that box was arrived at through some type of formula. The formula probably required some information from other neighboring boxes in the master forecast statement. Voila, one has a finite element analysis. Today the analysis would be done in a spreadsheet. A typical mineral industry problem is ventilation in an underground mine. Think of a rectangular room and pillar mining operation. Each room has air entering at a given pressure and velocity and air leaving at another pressure and velocity. During steady state, the air entering and leaving the room is determined by conditions in the adjacent rooms. One can readily model the room and pillar mine layout in a spreadsheet, and then find the flow in and out of each room at steady state. Change the flow by moving a brattice cloth or blocking off a path way and one gets a new air flow profile. Change the numbers on the spreadsheet that reflect

Jan 1, 1993

I am deeply honored and grateful to receive the prestigious Gaudin Award. Frankly, I find myself amazed to be included in the company of those outstanding individuals who have previously received this recognition. I am humbly honored to receive this award from an industrial research group. Gaudin was an internationally respected leader of mineral processing. His research contributions widely covered the whole spectrum of mineral processing science and technology, including comminution, size distribution, electrostatics, magnetics, thickening and, especially, the development of flotation theory and application. In his later career, he increased his emphasis on hydrometallurgical technology. In fact, one of his most notable practical contributions was in the development of leaching and ion exchange purification of uranium from low-grade ores. Gaudin catalyzed the trend in mineral processing toward engineering science for a better understanding of process mechanisms and kinetics. He said that those working in academic fields should have an underlying responsibility to the industry they represent. This imposed on him the objective of seeking out research areas that had some relevance to industry's problems. He said, "research without an audience cannot survive." Gaudin performed a most vital service, both in the areas of research in which he was actively involved and through his less-direct influence on current research by his many former students and their students in turn. Interestingly, Gaudin's strength has influenced Newmont Mining Corp. His favorite student was Plato Malozemoff. He had a long and distinguished career with Newmont, beginning as staff engineer in 1945, serving as Newmont's president for more than 30 years and as chairman of the company for 20 years. Newmont's greatest growth occurred during his leadership. Another one of Gaudin's graduate students from Montana School of Mines, Oscar F. Tangel, joined Newmont in 1967. He was a vice president of research and development until 1986. In their efforts, Newmont built a research group, developing the technologies of exploration, geophysics and metallurgy. The Newmont technical facility is named in honor of Malozamoff as "a leader in the development and implementation of new technologies." The mining industry is facing very difficult times, especially in the metals industry. Most metal prices have declined and are still not stable. Most domestic mining companies have largely done away with in-house research and development. Many are reluctant to invest in technology development for which there is not an immediate need. The metal mining industries are focusing on reducing operating costs to survive. Newmont is in the same situation. I appreciate that Newmont's management believes in the importance of research and technology and the impact technology has on the company's value. At Newmont, technology development involves working in the area of applied research. The connections from academic fundamental research to applied research and finally to process development and implementation are very important to develop a new technology. Fundamental research is our foundation, our guidance, giving us direction, providing the principal and mechanism and understanding why it works. Understanding the why will lead to further innovative development. Applied research needs to find the approach to reality, how it works, how to make it better and how to commercialize it. Process development and implementation needs a strong leadership, requires long-term commitment, makes improvements in practical engineering and finally develops an economically favorable process. Implementation is the most important stage in making research a reality. Each stage needs to give feedback to the other stages. Problems need to be understood and solved. Otherwise, the new technology will go nowhere. Simplicity of operation is a key of success in any plant. Necessity is the

Jan 1, 2002

By Klaus M. Zeitler

INTRODUCTION One cannot discuss the subject of "Raising Capital in the 1990s" without having a crystal ball and a reliable fortune teller. This discusses "Raising Capital for the 1990sW, which is what Metal1 Mining Corporation did in 1987. We raised (3166 million in an IPO (initial public offering) that was originally planned for only some (375 million. Why did we raise this money? How did we do it, and why was this IPO so successful? The answer to the first question requires a description of the promoter and principal shareholder of Metal1 Mining Corporation, Metallgesellschaft AG. This West Germany company was founded over 100 years ago in Frankfurt as a trading house for non-ferrous metals. It has developed into one of the world's leading firms in the non-ferrous metals industry. The company's worldwide activities in all areas of that business include mining, smelting and refining, the trading of ore, base and precious metals, the production of semi-fabricated and finished metal products, and the provision of engineering, construction and transportation services. Metallgesellschaft AG has also diversified into many other areas, the most significant of which are manufacturing, the production of chemicals, the development and application of technical and chemical processes, the planning and construction of industrial plants, and activities associated with finance, insurance, shipping and freight forwarding, and the provision of barter and countertrade services. The company maintains a network of more than 100 offices around the world; it employs some 25,000 people in its worldwide activities. [Selected financial data, as of September 30, 1987: (MetaUgesellschafl AG) Working Capital DM 8%.6 million CDNS 672.8 million Long Term Debt DM 568.0 million CDNS 426.2 million Sales DM 14.9 billion CDNS 11.2 billion Net Income DM 87.7 million CDN$ 65.8 million Market Capitalization at April 27, 1987: (Metallgesellschafi AG) Outstanding Shares ~,6oo,o0o DM 1,875 million CDNS 1,407 million] For the fiscal year ended September 30, 1987, Metallgesellschaft AG had, on a consolidated basis, net sales of DM13.3 billion, net income of DM100 million and total assets of about DM7.0 billion. Metallgesellschaft AG established the American Metal Company, a predecessor of AMAX Inc. one of the largest ventures undertaken by Metallgesellschaft AG then was the acquisition, through the American Metal Company, of a majority share in the Mexican Penoles mine, a large lead and silver deposit. METALLGESELLSCHAFT AG Figure 1 depicts an overview of Metallgesellschaft AG before and at the time the initial public offering of Metall Mining Corporation's shares took place. It shows that mining was far from the centre of Metallgesellschaft's activities. Therefore, it could not expect to receive an extraordinary amount of board attention. Thus, mining investments not only had to compare well with other mining opportunities, but were in fierce competition with projects from other divisions. In addition, mining was sub-divided into two separate departments -- domestic and international. These two departments had different management styles and diverging interests which resulted in a minimum co-operation between them. The domestic mining department was primarily interested in the survival of the local mines. These mines were characterized by rising operating costs and declining ore grades. It took a special commitment and continued ingenuity to develop and adjust to local conditions, and modern mining and processing technology, in order to remain competitive, or at least survive within the international mining industry. Local management

Jan 1, 1990

By J. W. Axelson, J. N. S. Kwong, J. T. Adams, E. L. Pire, J. F. Johnson

CRUSHING has always been a major operation in the chemical and metallurgical industries, yet little is known about the theory of crushing, and today, the design of crushers is still based almost entirely on empirical knowledge and accumulated practical experience. In view of the increasing national need for the economic working of poorer grades of ores, the lack of a fundamental understanding of this unit operation hardly presents a satisfactory situation. Basic investigations of crushing have been concerned mainly with three phases of the problem, 1—the mechanism of the fracture process itself, 2— the particle size distribution of the crushed product, and 3—the relationship between the energy input and the amount of new surface produced. Probably adequate information on these phases will be required for a comprehensive understanding of the process of crushing. A bibliography covering these phases will be given as well as a review of the work done in recent years at the University of Minnesota on the relationship between the energy input for crushing and the amount of new surface produced. Fracture of Solids This phase of the crushing problem is the most fundamental because it is concerned with the actual mechanism of fracture. The main problems in a study of the fracture process are concerned with the questions of why and how fracture occurs and why there is such a discrepancy between the actual and theoretical energies needed in a fracture process. In considering the how of fracture, Poncelet40 carried Out experiments On the crushing of glass under compression. Actual photographs were taken of the glass plates in various stages of fracture-From these experiments Poncelet was able to postulate a probable mechanism of fracture. Probably because of the quantitative nature of the problem, considerable effort has been expended to find an explanation for the low tensile strength of materials and the conversely high energy for crushing. Tensile strengths are often only 1/500 of the theoretical while the energy for crushing is usually at least 500 times the theoretical. A review of the work to explain the low strength of glass is given by Weyl,52 in which the work of Griffith," Joffe,32 and Powell and Preston " are discussed. In a recent paper Seitz46 holds that the presence of flaws and fissures, as originally expounded by Griffith, is the most probable reason for the low strength of metals. Since a mass of data has been accumulated on the fracture strength of materials, several investigators have attempted to correlate this data in the form of an equation. Glathart and Preston," Taylor,40 Ponce-let,40 Machlin and Norwich," and Frederickson and Eyring,20 have all considered this problem, and the final relationship has always been that the stress for fracture is proportional to the logarithm of time. Murgatroyd30 arrived at a very similar relationship by a different method. The study of the fracture process has used many methods. Among some of these are the thermody-namic approach used by Furth21 which was based on the work of BornxL and later used by Saibel,43 and the statistical method applied by Fisher and Hollo-mon.10 In recent years metallurgists have concerned themselves with the problem of brittle .fracture as opposed to the usual plastic failure of metals. The great amount of interest shown is reflected by the number of contributors to the recent symposium on the fracture of metals.' Repeated failures of welded ships during World War II have accelerated these Studies.31,50,34 The shifting of thought from an emphasis on the

Jan 1, 1952

By Mafalda Arias

Most mining and mineral exploration companies? operate in remote locations, in Canada or internationally. Not knowing the cultural imprint of your team and the places where your company is active, may lead to problems. To set the foundation for a better world, it?s important to built trust and relationships inside your global team, within communities and together with stakeholders. Building the ?invisible asset? and developing intercultural awareness is an important part of leadership programs for geologists and engineers on your team, and should be a key component of your Corporate Social Responsibility initiatives. Why is culture important for mining and mineral corporations in their CSR initiatives? Because culture is the foundation of your organizational identity. Understanding the impact of identity, for an organization and for each individual, will provide a description of the experiences and values that affect every work placed interaction, with your clients, with colleagues, with suppliers, with the community of the host country. Each one of us sees and evaluates the world through our perceptions. Through these perceptions we give meaning; how we view and understand our reality which sets the tone for how relationships are built. This is what I call building the ?invisible asset?. Identity, experiences, values and beliefs are invisible commodities, locating them can be as difficult as finding a mine. But if they are not located, the commodity does not have value. Just like in the work we do in our industry. For example when you are working in an underground gold mine and the vein is lost, you keep on working and trying to find the vein; time passes, money is being used and no results. You decide to bring an expert on this type of deposits who gave you directions that allowed you to find the vein. To be a responsible citizen of the world and to set the foundation for a better world, it is imperative to go deep, as deep as your next drilling program, because only there and then, can you develop the cultural sensitivity and the ability to become an agent of change for responsible, sustainable and profitable businesses.

Oct 1, 2010

By H. Richard Eisenbeis, Donna M. Watkins

Many technical professionals (tp)* desire to occupy upper level management positions. But career paths for most scientists and engineers do not extend beyond their specific disciplines. This is unfortunate. Our technical frontiers are expanding so rapdily that it is difficult, if not impossible, to make sound top management decisions without understanding the technical complexities involved. Technical professionals often are not considered for upper level management positions because they lack the managerial and interpersonal skills necessary to become successful administrators. You've heard this before, but a key component of these skills is the ability to communicate. Technical professionals are often unable to communicate as well as they should with nontechnical professionals and nonprofessionals within the organizations that employ them. Communication is important for managerial success Communication is the network of interactions whereby knowledge and understanding are conveyed from one social set to another (Flippo and Munsinger, 1982). In order to be successful, managers must not only be "good" communicators, they must be "effective" communicators as well. Good communication occurs when managers are able to formulate and transmit their messages in such a way that they are received and understood. Effective communication goes one step further: It occurs when recipients accept messages as legitimate and respond to these messages in the manner desired. Before promotion into upper level positions, managers must have developed organizational skills (planning, decision making, organizing, and controlling) and interpersonal skills (directing, influencing, and motivating). Applying these skills effectively is difficult without a highly refined ability to communicate. Effective communication, then, is basic to managerial success. Nowhere, perhaps, has the importance of being able to communicate effectively been emphasized more than in Mintzberg's landmark study of managerial roles (Mintzberg, 1973). Mintzberg's results indicate that executives typically averaged 36 written and 16 verbal contacts a day. These contacts were both important and trivial. They generally occurred in a random manner. Time spent on each varied. Scheduled meetings averaged over an hour. Desk work, telephone calls, and unscheduled meetings required an average of 15 minutes or less. Why technical professionals have difficulty communicating Three reasons why technical professionals do not communicate well are: • The work motivational patterns and personal attitudes of technical professionals are not conducive to effective communication. • Students in technical professions are not encouraged by educational institutions to develop their communication skills. • Organizations do not insist that all technical professionals be able to communicate in the language of business. The work motivational patterns of most technical professionals are indicative of internals and high achievers (Hunt, Salisbury, and Whittington, 1968). As internals, they believe they control their own destinies. As high achievers, they believe that task accomplishment is a primary indicator of success. To ensure a task is completed in the manner desired, tp's attempt to structure and define work situations so they alone are responsible for results. TPs consider the task accomplished when they, and perhaps other tp's, are satisfied with the results. From the tp's perspective, the task may have been completed. From a communication standpoint, two other factors may apply. First, solving the problem required very little interaction (and thus, communication) with others. Second, the tp's, considering the task accomplished, have little concern for how their "technical" answers will be translated to nontechnical persons needing

Jan 8, 1987

By Robert H. Peters

This report presents findings from a Bureau of Mines study on barriers that may prevent miners from correcting and avoiding groundfall hazards. Such barriers stem from four basic types of problems: (1) inability to recognize groundfall hazards, (2) inability to correct groundfall hazards, (3) lack of motivation to search for groundfall hazards, and (4) lack of motivation to correct groundfall hazards. Data are presented that summarize the views of miners, section supervisors, and mine inspectors about the contribution of these barriers to groundfall accidents and what they think should be done to reduce the frequency of injuries sustained by falls of roof and rib. The report also includes a summary of miners' responses concerning their recent experiences with groundfall accidents, along with industrywide statistics on accidents and injuries caused by ground falls in underground coal mines.

Jan 1, 1987

By G I. Lumley

‘Every mine is a pilot’ is an attitude which encourages the mining paradox of optimistic mine plans and equipment under performance; propped up by an environment lacking accountability. The premise that ‘every mine is a pilot’, appears to underlie the development and operating approach to most mines. It is the hypothesis of this paper that many mining companies, development teams and their managers largely ignore what is done elsewhere. Anecdotally, most planners don’t know whether the selected rates are high or low (rates based on theoretical models tend to be high – certainly higher than what most companies can achieve). Mines then consistently operate the equipment at rates well below targets; often more than 20 per cent below. Further to this paradox, mine performance data demonstrates the average mine is currently operating their equipment at levels of output not much more than half the output of those in the top ten per cent. On the whole mines don’t know the potential of their equipment and therefore don’t put appropriate plans in place to do better. After all, when ‘every mine is a pilot’ there is little reason to look to one’s peers for an indication of potential. This paper will outline why every mine is not a pilot and how mines do value some knowledge, but not as much as they should. This paper proposes a two-pronged approach to address this issue in the area of equipment performance. This approach is to:1. engage in better forecasting of equipment rates and better subsequent performance through benchmarking against industry standards2. provide conditions for more accountability.These parameters are linked and proper implementation of them will address the losses which many shareholders and financiers have incurred when investing in companies with unrealistic mining plans.CITATION:Lumley, G I, 2016. Is every mine a pilot? In Proceedings International Mine Management Conference, pp 75-88 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

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 J Canterford

Although we have access to a wide range of sophisticated process design and improvement tools in combination with a significant range of case studies, the mineral resource industry still manages to be plagued by the negative publicity surrounding operating plant failures because they were neither smart nor safe, together with proposed projects that fail at the first or second hurdle. The general public and the finance industry are generally totally uniformed about projects that ramp-up to name plate capacity on time and on budget and even more so when ahead of schedule and under budget. As the saying goes, good news does not cut the mustard.The following is a summary of the author’s sometimes jaundiced view about why metallurgical plants do not live up to their technical and commercial expectations. In no way should the summary be construed as a negative reflection on the skills of the metallurgical profession. Rather, it is to be taken as a positive acknowledgement of those skills and is intended to highlight some of the major considerations that need to be assessed as a potential project transforms into a sustainable technical and commercial reality.While a considerable portion of the summary is directed at developing hydrometallurgical flowsheets, the general principles are equally important to all aspects of extractive metallurgy.For convenience, the summary covers the following five basic discussion points – project, people, process, patents and politicians.

Aug 8, 2011

By Otto E. Zwanzig

You may think long before this talk has been completed that the speaker is belaboring the obvious. Please let me put to rest here and now any doubt which you may have in this regard by assuring you that is precisely my intent, and for a very specific reason. We all profess to know and recognize the obvious, but I am impressed increasingly how often we forget or fail to act upon the obvious. Shortly after starting my first job upon graduation from college, I was asked by my boss to participate in a course on practical communications, particularly as applied to conveying proposals effectively to the client -- be he customer or company president. The concept or philosophy underlying this program was so simple and obvious that in my youthful brashness I saw only a gross waste by the company of e good, solid $1930 in compelling me to take the course. The sequel to this experience occurred about five yews ago when I was directing a 300-man marketing group. At that time I enrolled a dozen of my department heads, and subsequently about a hundred other personnel, in the contemporary version of that sane program. Why? -- because they all knew the obvious, but I could see how imperfectly they were implementing it. Truly, a wide chasm exists all too often in our beliefs on the one hand and our practices on the other.

Jan 1, 1962

Prof. A. Ledebur, Freiberg, Saxony :* Mr. Sauveur has presented and enriched with original observations a valuable summary of the theories advanced hitherto concerning the hardening of steel; but in one particular, it seems to me, his statements call for correction. He says:

Jan 1, 1898

By C. W. Hunt

I wish to register strong disagreement with the choices of drilling sites chosen by the Continental Scientific Drilling Committee, while endorsing the stated objectives. Of special significance is the lack of any site involving the metals most needed today in the US, while 9 to 13 km of drilling are allocated to gold and silver districts and 11 to 17 km to base metal (mainly copper) districts. Why is nothing proposed for platinum group or chromite? Is this because the committee did not know of such a site? If so, I offer such a site in California (see Fig. 1). The mineralization shown in Table 1 occurs in a large peridotite body in western Tehama County, CA. Petrography has demonstrated unequivocal evidence of migrated PGE deposited in peridotite and chromite of hypabyssal nature. Active diapirism (due probably to serpentine buoyancy) above a reactivated mantle to surface conduit marks the position of the conduit. Young explosion breccia cemented loosely by volcanic glass and tuff demonstrates the significance of the conduit as the prime source of the various emissions. Deep drilling could result in major metals discoveries as well as shedding light on the grand questions of platinum group mineralization. What role water has played in this occurrence is not yet certain; but chlorine and asphaltite have been detected in and adjacent to native PGM, suggesting a major role for water. The explosion breccia suggests that this excellent site could overlie entrapped geothermal steam.

Jan 1, 1988

By Charles T. Holland

INTRODUCTION Insofar as I am aware, the term rock mechanics was not in the English dictionary in 1930 when I started my graduate program at West Virginia University. Hence, I never thought that I was undertaking studies in rock mechanics when I undertook to write a thesis on the physical properties of West Virginia coal. In this case, the subject was primarily concerned with the compressive strength of coal, the elasticity of the coal, the physical weathering properties of the coal and its friability. These days investigations of rocks pertaining to such properties are included in the term "rock mechanics". Other than this aspect, the principle interest in this part of my program was that I became interested in the strength of coal from the standpoint of structural purposes, and also became cognizant of its elastic properties as well as its energy storing properties. This research also tied in with a remark that Professor Lawall made in a Mining Methods class in 1928 when he remarked that a peculiar thing was happening in the southern part of West Virginia, namely, in the Pocahontas coal field. His remarks were to the effect that pillars were blowing up in the mines and when asked why he replied the cause was not known. The failure of three-inch coal specimens, especially those in stronger coal, in non-hydraulic actuated testing machines was reminiscent of his description of those pillar bursts or bumps.

Jan 1, 1971

By Yang Xiao, Zhang Yimin, Bao Shenxu, Liu Chun

Stone coal is a unique vanadium-bearing resource in China. Many techniques, such as salt roasting-water leaching, blank roasting-acid leaching, direct acid leaching etc. have been developed for vanadium extraction from stone coal. The vanadium leaching rate can reach 74.9% for stone coal from Jiangxi, but only about 27% of vanadium is leached for Hubei ore by applying salt roasting-water leaching technique. This paper investigats the vanadium occurrence in stone coal by microscope observation and electron probe, and compares the minerals components of stone coal from Jiangxi and Hubei. Although most vanadium exist as an isomorphism by replacing Al(III) from dioctahedral structure in mica group minerals in stone coal from two regions, the free vanadium is remarkably abundant in Jiangxi stone coal than in Hubei stone coal, which results the fact that vandium is relatively readily extracted from former. Moreover, the content of calcite in Hubei stone coal is much higher than that in Jiangxi stone coal. Calcium can react with V2O5 to form water insoluble calcium vanadates during roasting and this may be the reasone why the water leaching rate of vanadium is low for Hubei ore. Acid leaching is more beneficial to the vanadium leaching but other extra methods, such as adding aid-leaching agent and/or increasing acid concentration is need for the ore where vanadium is embeded firmly. This study can effectively guide the selection of vanadium extraction techniques for stone coal from different regions.

Jan 1, 2014

By Constantin D. Pitis

?Demand-side measure" means a rate, measure, action or program undertaken to conserve energy or promote energy efficiency?? (BCUC, 1996) In actual economical environment, business sustainability requires high-efficiency technological processes. That is why the efficiency concept has to be present at all levels of industrial activities. Nowadays, some purchasing decisions are still driven predominately by the purchase price, in spite of the evidence that such price represents up to 5 % to 7 % of the total costs of ownership with full consequences of energy efficiency and the impact on total ownership costs. The paper presents essentials of converter types and basics of the Global Efficiency (GEff) Concept that has been promoted over the last few years in South African industries (Pitis et al., 2006/7). GEff concept is proven as a useful tool used on price-efficiency decisions. Theoretical and technical aspects of this concept were substantiated with case studies. First part presented in this paper will describe how GEff concept was used on price ? efficiency decisions when single input or direct converters and systems (considered as low value equipments) have been replaced. Besides the impact of energy savings and new innovative developments, the paper suggests general other benefits of: ? Technical and economical performance improvements and competitiveness of mining corporations to international standards; ? Defusing incipient energy crisis in the sector; ? Improving environmental conditions; ? Creating new job opportunities in mining sector. Proposed concept in this paper could be further developed as models of improving companies? corporate energy policies.

May 1, 2010

By N. Duda, W. Koperska, S. Anufriiev, P. Stefaniak

In mineral processing plants ore extracted from mines is processed to obtain a concentrate with the highest possible concentration of this valuable product. It is a complicated multi-stage process. Usually, the first step is sieving the ore, which is typically done using vibrating mining screens. There is often only a limited number of these machines in the technological chain, which is why their continuous operation, and proper maintenance is crucial for the whole process. Predictive maintenance is the best strategy in this case because it allows for minimising the number and duration of unexpected stoppages. It consists of the prediction of future failures based on available real-time data, and predictive models built upon this data using, for example, machine learning techniques. In this paper we concentrate on feature generation for future predictive maintenance model development for a vibrating screen, based on an example of a KGHM ore processing facility in Polkowice-Sieroszowice. We focus on two types of measurements: bearings temperature and vibrational data. Based on the raw data, the process of more advanced feature engineering is described. By transforming the temperature data we calculate characteristics of bearing cooling and heating dynamics, while based on vibrational data, the aggregated characteristics of the vibrations are derived. Such features are calculated on a long-term basis, and then they are compared to the data related to vibrating screen maintenance to estimate their significance for the prediction of particular failures of the machine.

Sep 1, 2021

By C Fountain

It is commonly known that copper smelter terms include penalties if the concentrations of elements, such as arsenic, mercury and fluorine, exceed stipulated limits. It is less commonly known that the behaviour of these elements in the smelters can depend on the processes used to treat the concentrate. The principle behind the penalties is to compensate the smelters and refineries for additional costs caused by the presence of the penalty elements, but these costs will vary depending on the process used and the location of the smelter.The issues caused by the minor elements include effects on the occupational health of smelter workers, increased environmental disposal costs, increased operating costs and reduced cathode copper quality.The effects of minor elements can be surprising. High levels of arsenic in concentrate are considered undesirable, but some smelters add arsenic to anode copper to improve the performance of the refinery.Excess concentrations of some elements will result in rejection of concentrates by smelters. China has blanket import bans on copper concentrates with concentrations of lead, arsenic cadmium, fluorine and mercury exceeding specified levels.This paper will review the behaviour of minor elements in smelters and refineries, explaining the deleterious effects of each of them, to provide a greater understanding for people and organisations wishing to market copper concentrates.CITATION:Fountain, C, 2013. The whys and wherefores of penalty elements in copper concentrates, in Proceedings MetPlant 2013 , pp 502-518 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 15, 2013

By John Litz

The term "refractory gold ores" refers to a wide number of ore types which are not readily amenable to direct cyanidation. A number of processes have been used commercially, and a number of others have been proposed and in many cases pilot tested. The selection of the appropriate process for an ore should not be arbitrary. Ore grade may preclude some processes, but a good understanding of the ore mineralogy can guide the selection. Many present gold operations and many potential gold operations have faced or are facing problems with refractory gold mineralization. We at Hazen Research have had the opportunity to perform bench testwork and in some cases, pilot plant testing on a number of refractory ores. The data included in this paper are excerpted from the testing of fifteen ores which cover a wide range of mineralogical compositions. This paper is not intended to be a treatise on the processing of refractory gold ores. In many of these gold projects, not all of the standard process alternatives were evaluated, nor was adequate mineralogical work performed. Such is the dilemma of contract research. "If I believe that I don't need it, why should I pay to have it done." The intent of this presentation, therefore, is to show how different ores respond to the various processes, and to demonstrate that one must have an open mind when developing a process for a specific refractory gold ore.

Jan 1, 1998

By Bradley Stoughton

The magnetic oxide of iron, F eO4 , contains a theoretically larger amount of iron ( 72.4 per cent.) than any other commercial ore. It is probable that it has originated in many cases by the prolonged exposure of the hydrated oxide, ZF e20 a + 3H20 to heat and pressure which converts it first into hematite, F e20 3, and then into magnetite. It would thus appear as if nature had already done part of the work of removing all the oxygen and that magnetite should be relatively easy to reduce. That it is, in fact, less reducible than either limonite or hematite, is due chiefly to its dense and compact physical structure, which makes it less pervious to the furnace gases, and also to its characteristic action in resisting crushing to a uniform size, with consequent irregularity in reducing conditions within the furnace. The net result is that the magnetic oxide requires more fuel and more time for its reduction in the blast-furnace than any other iron ore of similar iron content and physical condition. There is another very important reason why the smelting of magnetite is more costly than that of hematite, and its treatment viewed with a great deal of adverse prejudice by blast furnace operators, namely, that magnetite decreases the proportion of heat developed by the fuel in the stack of the furnace, and increases the already excessive heat requirements of the heart.

Jan 1, 1924