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By D. R. Willmer, E. J. Haas

As national and international health and safety management system (HSMS) standards are voluntarily accepted or regulated into practice, organizations are making an effort to modify and integrate strategic elements of a connected management system into their daily risk management practices. In high-risk industries such as mining, that effort takes on added importance. The mining industry has long recognized the importance of a more integrated approach to recognizing and responding to sitespecific risks, encouraging the adoption of a risk-based management framework. Recently, the U.S. National Mining Association led the development of an industry-specific HSMS built on the strategic frameworks of ANSI: Z10, OHSAS 18001, The American Chemistry Council’s Responsible Care, and ILO-OSH 2001. All of these standards provide strategic guidance and focus on how to incorporate a plan-do-check-act cycle into the identification, management and evaluation of worksite risks. This paper details an exploratory study into whether practices associated with executing a risk-based management framework are visible through the actions of an organization’s site-level management of health and safety risks. The results of this study show ways that site-level leaders manage day-to-day risk at their operations that can be characterized according to practices associated with a risk-based management framework. Having tangible operational examples of day-to-day risk management can serve as a starting point for evaluating field-level risk assessment efforts and their alignment to overall company efforts at effective risk mitigation through a HSMS or other processes.

Jan 1, 2016

A symposium was held on January 30 and 31, 1973, at Pittsburgh, Pa., to review the state-of-the-art in designing and utilizing diesel-powered equipment in underground mining. The Health and Safety Activity of the Bureau of Mines sponsored the symposium with major assistance from the following four participating organizations: The American Mining Congress J. Allen Overton, President The United Mine Workers of America Arnold R. Miller, President The National Independent Coal Operator's Association Cloyd D. McDowell, President The Bituminous Coal Operators' Association, Inc. Guy Farmer, President Seventeen papers were presented during four half-day sessions devoted to the general subjects of the diesel engine, the place of the diesel in underground mining, health protection using diesels underground, and maintaining safety of diesels underground. Eleven of the speakers were from industrial organizations here and abroad; one represented the Provincial Government of Nova Scotia; two were with the Department of Health, Education, and Welfare; and three reported on Bureau of Mines work related to diesels.

Jan 1, 1975

Central to any business is its Asset Management Plan which encapsulates the business context and key organisational objectives such as profitability, safety and environmental standards. Life Cycle Planning (LCP) is a key component of an overall Asset Management Plan. A comprehensive approach to Life Cycle Planning forecasts the financial expenditure required to support the performance of the asset over the business life. It incorporates capital, maintenance and operational expenditure along with an estimation of economic life. Within its body the LCP provides the detail of the maintenance plan and method of its execution. Once optimised the LCP becomes the overarching plan executed through the application of several elements of the Asset Management Plan to ensure the return on investment from the assets is optimal. Each of the elements of the LCP is bound by a set of loops that provide information based on the analysis of outcomes. These loops drive the continuous improvement of performance and cost over the life of the asset. In this way we ensure that the LCP is a dynamic plan responsive to the changing business environment. The paper being presented today will describe the process undertaken and the outcomes derived when this approach was applied to a $600 M+ coal handling and preparation plant in QueenslandÆs Bowen Basin. It will also delve into the difficulties encountered from both technical and cultural aspects; the latter proving to be the most difficult to manage. It will describe the hurdles and barriers that hampered progress including the human influences and the natural desire to revert to what has been done in the past when things became a bit difficult. In the end the results are there to show that the upfront expenditure and investment in time was time and money well spent and the outcome has the operation well placed to manage the assets in a manner designed to deliver the optimal business outcome.

Jan 1, 2007

Gus C. Henning, New York City: In taking up the discussion of these specifications it is necessary that I give definitions of what I understand under the term " Specifications." There may be three kinds, viz.: (1) Specifications in general; (2) Standard Specifications; (3) Standard International Specifications. 1. A Specification is a document used in commerce which should clearly define the qualities of material to be supplied by the producer, the tests which shall be applied for their determination, and the methods which shall be applied for the purpose of determining that the entire product shall possess such qualities, properties and finish as are desired. The terms used in such document must be applied in accordance with their strict technical definitions as used by those most conversant with them, and the language should be of such accuracy that there can be but a single interpretation of each and every clause. A specification is a part of a contract, and should be legally perfect and accurate. Inaccuracy of definition and dic-

Jan 1, 1903

By Serge L. Delinois

President Kennedy said that before 1970 this country will send a man to the Moon and get him back on Earth safely. Today, no one doubts that his promise will become reality. He who asks "What, then, is next for us in space?" is no longer considered a dreamer. And one of the very first things he discovers in trying to answer this question is that in whatever does come next, geologists and mining engineers will play a prominent role. This will be true not only in the conquest of the Moon, but also in that of the whole solar system. After 1970, it is very likely that a permanent lunar camp will be established. This beachhead, supplied entirely from Earth, in the beginning, will gradually develop into a research complex where virtually all scientific disciplines are investigated.

Jan 1, 1966

By K. H. Concannon, K. I. Hindle

"The use of simulation modeling in the primary metals industry (including mining, smelting, and metals processing) is expanding as significant cost-benefits can be realized by companies employing capital intensive processes. The economic scale and complexity of operations found in this industry is well-suited to applications using this ""what-if' computer modeling technique, ranging from proof-of-concept projects to testing facility design or configuration, and determining resource requirements. More recently this technique is being used to support on-going planning and scheduling for operations using the simulation as the engine to derive the best schedule. With increased computer processing capability, deterministic models are now being developed to capture the workings of a production system or conversion process, allowing real-time monitoring and scheduling of these operations. This paper presents a sample of some recent discrete-event simulation modeling applications that demonstrate the capability and benefits of this technique in the primary metals industry. These include the use of simulation to support the long-range planning of underground mining operations; the modeling of a metals supply chain network that employs a multi-modal distribution system; the scheduling of a metals coil finishing process using a deterministic simulation model; and a more detailed description of the use of simulation to model furnace and converter aisle activities within a smelter operation in Northern Canada."

Jan 1, 2007

By J. W. Thompson

ORES PROCESS OF ORE CONCENTRATION-PATENTABILITY. The patent issued to Sulman, Pickard, and Ballot, November 6, 1905, and assigned to Minerals Separation and Minerals Separation American Syndicate, for new and useful improvements in ore concen- tration, its object being to separate metalliferous matter from gangue by means of oils and fatty acids that have a preferential affinity for such metalliferous matter, the principal feature of which is "agitat- ing the mixture to cause the oil-coated mineral to form a froth," was clearly anticipated by other patents, and each step in the process described in the Sulman, Pickard, and Ballot patent is fully described in more than one of the prior patents, with the single exception of the reduced quantity of oil used; but the discovery that the small fraction of oil is sufficient to produce flotation of the metalliferous matter can not be made by itself or in combination, the subject of a patent. Hyde v. Minerals Separation, 214 Fed., 100, p. 109, May, 1914. ACTION FOR CONVERSION OF MINERALS. In an action by the grantor of a certain mine and mining property against his grantee to recover damages for the conversion of a quantity of ore that the grantor before the conveyance had mined and extracted from the mine and placed on the dump near the mine, the plaintiff is not entitled to recover where it appears that at the time the ore was placed on the dump the mine was owned and operated by a mining company and that at the time the ore was taken out of the mine the company had no intention of doing anything with it but simply deposited it on the dump as waste and to give an opportunity to develop the mine and get better ore to send to the smelter, and that

Jan 1, 1915

The implementation of robust, reliable and accurate sampling systems is the key to the successful management of any mineral processing plant. The representative sampling of a mineral processing plant is the only way to determine what is coming into the plant, what is going out as fi nal product and what is going to tails. In plants with high gravity gold components, where high recovery effort gravity circuits are installed, the use of a gravity recoverable gold (GRG) sampling system can assist in the online monitoring of the performance of the circuit. The typical installation location would be in CIP or fl otation feed (ie cyclone overfl ow), downstream of the gravity circuit. A GRG sampling system generally consists of the following equipment: true proportional, continuous drive, linear cross cut sampler, secondary vezin sampler operated on a timer, a batch centrifugal concentrator, and sample dewatering module. The operating philosophy of the GRG sampling system is that the primary sampler operates on a continuous basis, generating a constant stream of truly representative sample. Consep's H&S drive system is unique in its ability to be able to operate in a continuous mode, therefore enabling a continuous stream of representative sample to be generated. The primary sample stream reports to the secondary sampler. The secondary sampler operates on an intermittent basis (nominally ten minute interval), resulting in a relatively small sample volume per shift. Normally the sample volume would be ten to 15 L per shift. The secondary sample rejects stream reports back to the batch centrifugal concentrator. The sample generated from the secondary sampler can be dewatered using a Consep H&S dewatering module. This device produces a final sample that consists of separate filter cake and filtrate. These are suitable for taking directly to the laboratory. The continuous stream of truly representative secondary sampler rejects is passed through an appropriately sized Knelson Concentrator, typically a KCMD7, KCCD10 or KCCD12 sized unit. This unit recovers any available GRG from the stream. The Knelson Concentrator is also purged of its gravity concentrate at the end of the shift. This sample, which is nominally around 1 - 2.5 kg of concentrate, is also taken to the laboratory. At the end of the shift the client will have a measure of the gravity recoverable gold content of the target slurry stream, as well as a true representative sample of the complete stream. Through the addition of a Knelson Concentrator to an otherwise typical sample station, it is possible to generate a true measure of the performance of your gravity circuit. This will take the guess work out of the daily variation in gravity circuit gold recovery, as the site knows whether the changes are due to gravity circuit equipment performance, or due to the natural variation of ore GRG contents. Maintenance planning can also be designed around the system, as the site will have a composite sample to measure the performance of the circuit, therefore indicating where performance has dropped and maintenance is needed. This is an ABSTRACT ONLY. No paper was prepared for this presentation.

Aug 1, 2010

By R. G. Jones

Chris Hinde talks us through his career from BSc in Mining Engineering to roles with Golder Associates, Schroder Securities, Mining Journal and SNL. He discusses the issues facing the mining industry.

May 1, 2015

By A Dunne, R Kruger, H Coleman, P G. Laurens

External and internal challenges in mining are increasing the difficulty and complexity of operating mines. The external mining environment has a big impact on mining operations and is driving the focus on safety, sustainable mining, green issues, profitability and productivity. There is a very high emphasis on ‘reducing cost to improve’, lower mining and beneficiation costs by eliminating waste/inefficiencies (reduce people, use less consumables, multiskilling, etc). The internal mining environment is getting tougher to operate in, with the deposits being more difficult to mine, more difficult to manage due to external pressure along with issues associated with maintaining quality, etc.Technological and environmental developments too numerous to mention, mean that cost control models, reduction in human resource numbers, as well as other drastic measures to curtail expenditure and increase profitability have become part of everyday business. The capability to manage the mining environment in a systemic manner has been lacking and this increases the pressure for performance on those individuals operating and managing mines.Working smarter has become crucial to ensure that businesses optimise the use of their resources, become more safety conscious, more productive and remain cost-effective, while recognising the importance of sustainable mining now and in the future. The logic of determining and managing to the capability of the mining value chain will be examined and the underlying assumptions or beliefs guiding behaviour and decision-making will be highlighted.In order to identify the obstacles in the mining value chain that hinder achievement of its full potential, the following questions have to be asked:What are the factors that influence the performance of a mining value chain?What is the design capacity of the mine?How can the inherent flow and value capacity of a mine be determined?What types of solutions will allow a mine to operate at its inherent flow and value capacity?This article will discuss the way we plan, measure, assess and manage the mine value chain, by addressing the following factors:balanced capacity versus flow and value capacity designthe use of averagingoptimising individual components in a value chain versus optimising the whole value chain.Optimising flow and value through the mining value chain is one of the three pillars of Mineral Resource Throughput Management (MR™). MR™ is an entrenched and academically supported philosophy that has been successfully applied in the past decade in various mines throughout the world by EXXPLEO, a mining and beneficiation consulting company. EXXPLEO has partnered with HCL (a global IT company) to embed the MR™ philosophy, methodology and toolsets into a formal software product called Synchronised Digital Mining (SDM). The SDM system will provide mining companies with a sustainable platform to effectively apply the MR™ principles and toolsets effectively across all operations targeting increased productivity, efficiency and profitability without having to train operations and management staff into expert MR™ practitioners to successfully achieve the desired results.CITATION:Dunne, A, Laurens, P G, Kruger, R and Coleman, H, 2015. Optimising flow in the mining value chain, in Proceedings Iron Ore 2015, pp 437–442 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 13, 2015

By Christopher J. Bise

Volume II of this collection of research reports, entitled "Model Training Program," provides the framework and details for developing a tailored training program for a specific mine based upon documented human-performance deficiencies. To do this, several steps must be followed prior to program implementation: 1) background information must be gathered (database analysis), 2) direct observation of indicated problem areas should be conducted (safety sampling), and 3) separation of those deficiencies to be addressed through training from those which would be better addressed by workplace or equipment redesign (trainability assessment). Once training is determined to be the appropriate strategy for addressing the noted deficiencies, several approaches can be taken, depending upon whether the problem is related to repetitive work procedures in a predictable, a variable, or a dynamic workplace with a substantial amount of interaction between workers, equipment, and the environment. Although this volume and the subsequent seven volumes provide examples of how the training information was field tested using various strategies (for example, loss control, task training, etc.) and techniques (for example, microcomputer-based exercises, lectures, etc.), the ultimate selection of the delivery method is based on cost/benefit analysis. Therefore, the Model Training Program has incorporated a Training Cost Model as a desirable component.

Jan 1, 1993

By Henry M. Howe

PART I. § 1. Introduction. After giving certain definitions, this paper gives the reasons which led to Roozeboom's form of the diagram of the freezing-point curves and general equilibrium of the iron-carbon compounds, steel and cast-iron ; and then those which led to replacing it with the present or double diagram, in which graphite is at all temperatures held to be the more stable and cementite the less stable (metastable) form of carbon. Next in § 10 the evidence supporting this greater stability of graphite is examined, then in § 17 that which seems to oppose it, and in § 22 a summary of the evidence is presented. The second part of the paper considers the topography of the graphite-iron diagram, rejecting summarily the solubility-lines based on the data of Charpy and Grenet and of Mannes-mann, on the ground that the data even on their face do not really point toward these lines, and that they are wholly incompetent to determine any solubility-lines whatsoever, because they report together with the dissolved carbon also an indeterminate quantity of cement-carbon, and because even such carbon as is actually dissolved, only in part represents the solubility of graphite, and in another and indeterminate part represents the solubility of cementite, or at least of carbon in presence of cementite as distinguished from graphite. It might be thought that graphite is but slightly soluble in iron, because of the absence of any suggestions of eutectoid graphite, corresponding to the eutectoid cementite of pearlite in very many cases in which the cast-iron seems to consist of ferrite and massive graphite only, and because of the micrographs of Goerens and Gutowsky. In these the primary austenite of cast-iron quenched but little below the eutectic freezing-

Jan 7, 1908

By D Tanzil, H Jones

Every mine will close! Charting a profitable course through mine operations to acceptable mine completion requires that risk and opportunity management planning of the mine life begin as early as possible in the life cycle. Management targets and metrics are required to identify and navigate the course to successful mine completion based on economic, social and environmental criteria. This paper outlines the application of The Metrics NavigatorÖ principles to the life cycle of a mine site. In general, metrics are required to make key strategic ideas apparent, transforming those ideas into a manageable set of quantitative measures that guide communication and decision making. For example, the chemical industry has established metrics that focus on the life cycle impacts of its products and eco-efficiency of their processes. Other industry sectors have focused attention on workplace and community well-being outcomes. These management metrics are necessarily organisation-specific, aligned to stakeholdersÆ expectations and the strategic outcomes sought, as well as the cause-and-effect relationships underlying key issues. Recently, the Global Environmental Management Initiative (GEMI), a consortium of multi-national companies, developed The Metrics NavigatorÖ. The guidance document provides a structured process for assessing and developing metrics for key environmental, social, and economic issues based on business and stakeholder perspectives. It incorporates best practices learned from the chemical and other industry sectors and has since been applied to develop metrics that guide life cycle strategies. The paper examines how the life cycle of a mine site could benefit from experiences in other industry sectors where sustainability metrics have guided strategy. It considers the potential application of The Metrics NavigatorÖ process to the life cycle of a hypothetical Australian mine site using the processes that have been successful in other industry sectors.

Jan 1, 2009

By N. V. Moraka

In dealing with transformational aspects, the South African Constitution aspires for a balance between attempts to broadly represent the country’s demographics in the way in which organizations are structured and the need to maintain the necessary skills to ensure continual retention of skills for optimum and efficient organizational performance. Through the Mining Charter, government aimed to redress gender and racial imbalances in the mining industry as part of transforming the demographic representation of mining companies to include black people, women, and people living with disabilities in all job levels up to top management. While the Constitution calls for an appropriate balance between demographic representation and competency, this aspiration for mining poses challenges for companies due to the proficient and competent skills needed in this industry. To this end, the South African mining industry has been subjected to substantial criticism from government regarding the slow progress of transformation. The mining industry justifies its slow pace of transformation by pointing at inconsistent, varying legislation and definitions governing transformation, limited skills available from historically disadvantaged groups, and cautioning not to compromise the sustainability of mining companies by marginalizing white males and white youth with the objective of addressing racial imbalances. This lack of understanding between industry and the government has led to considerable confusion regarding the accountability of stakeholders in transforming the industry. This article presents the perspectives of ten mining executives on transformation in the South African mining industry. The theoretical description of transformation, as well as other mining stakeholders’ interpretations of transformation. is presented. Qualitative data from interviews with mining executives demonstrates their understanding of transformation through rich descriptions, interpretations, and implications in their contexts. The findings demonstrate that transformation in the mining industry is not simply about race and gender, but about cultural change, a change in mind-sets, embracing diversity, equalizing rights and opportunities, and attaining social justice. Moreover, transformation is clearly a gradual process. The article concludes with a recommendation for the definition of transformation to be corroborated with the views of mining executives and that of the Constitution of South Africa. This will create an overarching, simplified definition of transformation that can be accepted and interpreted by all stakeholders.

Jan 1, 2016

By James M. Griffin

Ladies and Gentlemen, There have been no less than ten major coal project financings in the last eighteen months. Each of these has been in the order of $100 million to $1 billion for the development of a coal property and its associated infrastructure. It is appropriate at this time to review the nature of these past financings. Why has there been so much activity? There are primarily two reasons. The first is due to the large number of contracts which were signed as a result of OPEC oil shocks. High projections were made for increased coal consumption particularly in world trade. This is distinct from domestic coal mine/power plant projects which often tap a government source of funds. Second is the high cost of coal development in the 1980's compared with a typical company's corporate borrowing capacity.

Jan 1, 1984

By F. Taylor Ostrander

Some countries are infinitely poorer than others in mineral resources-despite the perfect equality of their political leaders ambitions. Compare the mineral poverty of Kenya and Tanganyika with the riches of Katanga Province and Northern Rhodesia. Compare Paraguay with Chile, There never has been any equality in the distribution of nature's wealth. Minerals cannot play any role at all in economic development where they don't exist, and there are bound to be differential rates of economic development where there are basic differences in the wealth of mineral resources available. Africa is my principal area of interest and I know that there is an unfortunate but widespread misconception about Africa's "vast mineral resources, "its "untapped mineral wealth." Why is it untapped? Why is it undeveloped?

Jan 1, 1963

By John R. Bogert

The title of this session is "Wall Street Looks at the Mining Industry," and I am going to attempt to answer the question: Shouldn't Mining Stocks Sell at Higher Price Levels? Or, What Does Wall Street See When Looking at the Mining Industry? Well, it sees a capital intensive business, a technical industry, and a growing industry becoming more vertically integrated. But, at the same time, Wall Street sees a cyclical industry, a fragmented industry of erratic earnings, spotty public relations, a feast-or-famine business where the public usually does not differentiate between coal mining or metal mining, and does not appreciate either the risks or the rewards. As a result, mining stocks generally sell at relatively low price learnings ratios in comparison to other industrial groups. This PIE ratio, the current market price of the capital stock divided by annual earnings per share, is probably the most popular index of a stock's value. The average of the price/ earnings ratios of the 30 stocks comprising the Dow Jones Industrial Average is over 14. This diverse group of stocks is widely regarded as being a cross-section and representative of the industrial companies listed on the New York Stock Exchange. However, in comparison to 14, Asarco and Kennecott shares are currently available for about 8 times annual earnings. Even discounting earnings from South America, the stock of these two companies sells at only 10 times earnings. Of course, Peruvian politics is currently preventing Cerro shares from selling above 6 times earnings, and Chilean politics keeps Anaconda shares at a PIE multiple of 7. However, even in better times, these companies rarely sell above 10 times earnings. American Metal Climax and Newmont sell at only 11 times earnings as does Phelps Dodge and St. Joseph Lead. Few mining companies then have what can be considered a high PIE ratio-a figure higher than

Jan 1, 1970

By B. C. Lewis

Have technological advancements in underground coal mining driven people's skills to new highs or have the expanded skills of mining people driven the industry's technological advancements. Who knows? What we do know is that both our technology and our people have made meaningful and significant advancements. Overall, longwall systems continue to increase productivity and retreat faster. Globally, gate road development is the primary bottleneck in a longwall mine. The primary bottleneck in gate road development is roofbolting. Generally, roofbolting is the bottleneck in room and pillar operations as well. This paper will present an integrated manufacturer's (Joy Mining Machinery) vision of the future in comparison to current equipment performance. Particular emphasis will be placed on roofbolter technologies.

Jan 1, 1999

By Ralph D. Parker

THE subject matter of this paper will be primarily restricted to the metallic mineral industry, which last year was responsible for almost 60 per •Cent of the total value of Canada's mineral production. It has been written that, in the broad sweep of eternal time, sixty years is as transient as a flicker of lightning in a summer night's sky. In the history of mankind and human endeavour, however, six decades can encompass momentous events and far-reaching •circumstances, all of which affect the lives of men and change the destiny of nations. This observation is con-firmed very positively by a study of our Canadian mining history, from either the broad viewpoint of human progress or the more specialized viewpoint of national economy. The past sixty years have witnessed vast changes in the economic importance of mining in this country's affairs, and also in the technology of the industry. Mining has emerged from the days of rule-of-thumb practice and is now taking on the stature of a highly diversified science.

Jan 1, 1962

By F. W. Gray

Foreword: It is not my purpose, in this address, to write the history of the Geological Survey of Canada, which has from time to time been reviewed by the officers of the Survey itself, and by men more competent than myself to handle so large a subject, but rather to set out some of the reasons for the regard in which the Survey is held by our Institute, the body best qualified to speak for the mining men of Canada. And, a further purpose is to publish the desire of our Institute that the work of the Survey shall be maintained at the highest pitch of efficiency the resources of our country. will permit, because to scrimp expenses on the Survey is 'to save at the spigot and lose at the bunghole." A historical examination of the grounds on which it may be asserted the Geological Survey has been, and still is, of fundamental economic value to our country, discloses a prescience on the part of the forefathers of Canada, calling for our admiring gratitude, and reveals a unanimity among the real leaders of Canadian thought, on the value of geological knowledge, that is impressive in its continuance dawn to this date. There seems always to have been before our people the realisation that large stretches of Canada are unfitted for agricultural settlement, and that our glaciated areas, the barrens and tundra of the North, and our extensive mountain ranges, had promise of compensating mineral content which the geologist and the prospector, labouring together through the years, would disclose. The Geological Survey is one of Canada's oldest public services, distinguished by an unimpaired tradition of honourable and useful labour. Founded in 1843, under William Edmond Logan, not yet 'Sir William', one year after the Act of Union, it was directed by him until 1869, or into the early years of Confederation, so that the early years .of the Survey were also, politically, the formative years of Canada, as we know her today.

Jan 1, 1932