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By P Card

“Let’s get discipline and quality into easy to understand evaluations!” Project Managers and MetPlant Operators accept poor quality evaluations because they are generally unaware of what they should expect.The 2010 draft AusIMM ‘Guidelines for Techno-Economic Evaluations’ were collated by a subcommittee of practitioners and are regarded as best practice.They apply directly to projects and metallurgical plant evaluations, including those with a heavy technical basis. They can be applied to technical problem solving where there are no monetary computations. Project Managers and MetPlant Operators should demand that economic models and evaluations follow the six principles. They should become working tools which are easy to understand, fit for purpose, consistent, rigorous, record sources of input data, have key graphs and are rapid to audit.

Aug 8, 2011

Safety and health at work is about people. It is about people who plan for work, organise work and perform work. It is about those who come in contact with the workplace and those who are responsible for the workplace. There are wider ranging safety and health obligations that are imposed on the industry stakeholders that span all phases of the production process. In all cases, those responsible for discharging the obligations must ask the questions: Is what we propose safe?, can it be done safer? and are we sure? What we learn from recent legal cases before the courts is that it is essential that all stakeholders work together in a collaborative way when discharging these obligations. Safety and health at work cannot become an issue that is viewed only through the eyes of a single stakeholder group. The reason for this is quite simple. The interrelatedness of the responsibilities that are imposed on each of the stakeholder groups, means that the performance based legislation simply wont work, where an active model of communication and consultation is not in place.

Jan 1, 2005

Exploring long-term future possibilities for your business and methods for achieving them are critical functions of leadership. More than ever, strategic initiatives today have to be planned and delivered in an environment of disruptive change û driven by shifting business or regulatory imperatives, new technologies and global economic change, and diverse stakeholder interests. The notion of The Future as a single inevitable outcome is obsolete. There are many possible futures. This paper explains an innovative process û known as scenario planning û to help executives in the construction and testing of longer-term strategies to deal with uncertainty.

Jan 1, 2006

By H. I. Althulee

The mines operated by the Compañía de Real del Monte y Pachuca, Pachuca, Mexico, are in two districts, the Pachuca, and Real del Monte. The principal area of mineralization is within a rectangle roughly 10 miles from east to west and 6 miles from north to south. It contains a number of veins from 2 to 20 ft. wide, which are exploited by this mining company. The scattered position of the producing mines led to the construction of two mills between 1906 and 1908; the Loreto mill, in Pachuca, averaged 2600 tons daily, and the Guerrero mill, in Real del Monte, milled 1270 tons daily. On Feb. 1, 1929, the management decided to enlarge the Loreto mill to take the combined tonnage of both mills at that time. This economic measure required the centralization of ore delivery, which would also afford a material saving in the cost of ore transport. The centralization would give the company the following advantages over the former system of operation: 1. Beneficiation at a single mill, closer to source of materials and supplies than the abandoned Guerrero mill. The refinery is also in the Loreto patio. 2. Ore delivery to surface at one point (San Juan Pachuca shaft) instead of at four. 3. Elimination of aerial tramways. To show what would be required to effect this centralization, it is necessary to describe the means by which the ore was delivered to the two mills, prior to centralization. The heart of the Real del Monte district is roughly four miles from that of the Pachuca section. The producing mines in these two districts were: Pachuca district: Real del Monte district: Santa Ana mine La Rica group Camelia group Purisima group Santa Margarita mine

Jan 1, 1934

By H. Arima

The Akita Zinc Company is the only refinery which produces hematite from the iron content in the zinc leach residue. The Akita Hematite Process consists of five stages, which are SO2 pressure leaching, the first neutralization stage, the de-arsenic process, the second neutralization stage and pressure hematite precipitation. In order to strengthen its cost competitiveness and stabilize its operation, the Akita Hematite Process has been modified continuously. Most recently, two process modifications were carried out. The first was an improved ability to maintain a lower arsenic concentration in the de-arsenic process, and the second was an increased throughput in the hematite precipitation autoclave. The details of these recent changes in the Akita Hematite Process are presented in this paper.

Jan 1, 2006

By O. A. Bascur

Several new hydrometallurgical plants have been built in the past years, new processes and equipment as well as advanced process control systems are being used to deal with the increasing requirements of safety, quality and production. Plant Information Management Systems are now being recognized as a key infrastructure component of the plant, giving the management, the operators, process engineers, finance, maintenance, and regulatory agencies an integrated view of the operation and providing the links for the (increasingly) multidisciplinary organization. This paper reviews several implementations of Plant Information Systems; real time performance management infrastructure examples are reviewed as a key component of business strategies, such as Mine to Port Planning and Supervision, Metallurgical Mass Balances, Solvent Extraction Composition Statistical Process Control, methods to minimize organic losses, reduce variable costs and to improve metal extraction. Several examples are provided to illustrate how companies are using the real time and historical information from assets and metallurgical processes to enable and empower people to improve the operations quality, safety and throughput, as well as continuous improvement and innovation initiatives.

Jan 1, 2007

By Carl C. Nesbitt

A study was conducted to examine the treatment of metal-bearing effluents by precipitating the metals as sulfides and simultaneously collecting the particles by flotation. The precipitant was hydrogen sulfide gas which was introduced into a bench-scale column cell with air. The study included experiments of various flotation reagents and column configurations in treating solutions containing dissolved copper, lead, mercury, iron, zinc and cadmium. An acidic laboratory waste from a local copper operation was used to test the column with a solution containing several metals and arsenic. Precipitates were observed to form at the gas/liquid interface when the gas mixtures were rich in H2S. Copper, mercury, lead, and cadmium were precipitated from solution as sulfides to concentrations near detection limits. The flotation of these precipitates was enhanced with small amounts of S-7151 promoter from American Cyanamide Company and Dowfroth 1263 mixed with the feed. The recovery of the precipitates in this manner produced a smaller volume slurry which was easier to dewatering than a slurry produced by conventional precipitation techniques. The low pH and high oxidation-reduction potential in the cell from H2S addition was not conducive to form precipitates of iron, zinc or arsenic. However, these ions were precipitated as sulfides by raising the pH of the column discharge.

Jan 1, 1994

By Walter E. Hopper

(Wilkes-Barre Meeting, June, 1911.) I. LOCATION AND EXTENT. THE Caddo oil-field, shown in Fig. 1, is located in Caddo parish, northwestern Louisiana. The known producing territory of oil is covered by townships 19 N, 20 N, 21 N, 22 N, and ranges 15 and 16 W., shown in Fig. 2. The center of the field may be taken as Oil City, 24 miles north of Shreveport, on the Kansas City Southern railway. Shreveport is the second largest city in the State, and is the connecting point of five rail-road-lines. Drilling at the present time, however, is going on all over northern Louisiana, especially in Caddo and the neighboring parishes. II. HISTORY AND DEVELOPMENT. Natural gas escaping at the surface is found at numerous places in northwestern Louisiana. At Shreveport, the plant of the Shreveport Ice & Refrigerating Co. has been lighted by natural gas for 20 years. The well was drilled for water, but was abandoned on account of the gas. A test well, put down in 1905 near the western limits of Shreveport, was driven to 1,650 ft., and encountered indications of gas and oil at various depths, but did not succeed in finding enough to be profitable. Attention was first attracted to the Caddo field in 1895 by indications in water-wells from 40 to 60 ft. deep, in which the pressure of natural gas was noticeable. This indication of gas in a shallow well led to the drilling of the first well in the Caddo field, the old Savage Brothers & Morricell, or the Caddo Lake Oil and Pipe Line No. 1. The rig for this well was erected in May, 1904, and drilling began in June, 1904. The well was bailed Mar. 23, 1905, with a small amount of oil. It was deepened July, 1905, and converted into a "gasser " Jan. 3, 1906. It was abandoned January, 1907. In consequence of the finding of oil in the Savage well, drilling-operations were pushed with energy; and in April, 1905, four wells were drilling. Great trouble was experienced with

Apr 1, 1911

By V. Balakrishnan, A. Hewitson

"The Kudremukh Iron Ore Company Limited, a government of India enterprise, has constructed iron ore mining, crushing, handling and concentrator facilities at Kudremukh, in southwest India. Concentrate produced is pumped 65 km to dewatering, storage and ship-loading facilities which were built at the same time at the sea port of Mangalore.A computer-based distributed process control system was implemented for all operations at Kudremukh and to interface with and monitor the Mangalore plant.The control system is examined from various standpoints, beginning with a description of its architecture, method of process input/output connection, and major hardware items.Software considerations and process applications are then looked at, with a review of the integration of the computer vendor's system software with user-developed applications programming. A control example of crusher operations is provided.Following the descriptive segment is a discussion of the design considerations and decision factors involved in the implementation of such a system considering the type of process and the remote nature of the installation site. It ends with a review of actual operating experience and conclusions regarding both this system and future similar applications.ScopeThe following is a discussion of the computer-based process control system applied for the Kudremukh Iron are Company Limited's ore handling, concentrating and shipping facilities located in South India.A general description of the process and plant equipment will be followed by an examination of the control system from the points of view of hardware and signal flow, software requirements, design considerations, implementation logistics and operating experience. Conclusions will be drawn concerning this and future computer applications."

Jan 1, 1984

By R. Hendricks

"IT IS a pleasure for me to appear before yon today and to have this opportunity of reviewing with you recent developments in the world lead and zinc industry. To provide essential background material, I propose reviewing the period from 1950 to the present, a period which has undoubtedly been the most hectic in the long history of the industry.In capsule form, the pattern for this period is one of repeating cycles of boom and recession, of failure through research to develop adequately new markets and new uses for lead and zinc, of surplus production and growing inventories, of price instability, and lastly, of an abdication in some sections of the industry of responsibility for control of its own destiny by turning to governments for support in time of stress. This is not a pretty picture but, as the 1950 decade ends, there are signs of a new maturity and of a growing determination on the part of the industry to put its own house in order.The difficulty suffered by the world's lead and zinc industry in the current decade originated with the support extended to it in 1950 by the U.S. Government at the time of the Korean conflict. Recalling the shortage of base metals in World War II and fearing that the Korean conflict might develop into World War III, the U.S. Government in 1950 adopted a policy to encourage the production of lead and zinc, both domestically and abroad by means of development loans and long-term floor priced purclu.se contracts."

Jan 1, 1960

The Sage Mill Project w approved by Santa Fe Pacific Gold Corporation's Board of Directors in October 1994. The Sage Mill Project included a pressure oxidation plant designed and constructed to process refractory carbonaceous ore using fine grinding/autoclaving technology developed specifically to treat Twin Creeks ore. The project was constructed in two phases. The first phase was put into operation on May 5, 1997, just hours before the transfer of ownership to Newmont Gold Company occurred. The second phase started in October 1997. This paper reviews schedule, costs, scope changes, and methodology used on the project that spanned almost five years from project definition through commercial operation.

Jan 1, 1999

By P. N. Calder, D. B. Apel, S. D. Butt

Mine-wide (MW) microseismic systems use widely spaced transducers to determine the source location and parameters of stronger microseismic events, while high frequency (HF) systems use fewer transducers to monitor local areas for the weaker events that can precede stronger events. Previous monitoring at the Creighton Mine indicated that an HF transducer located 120 m away from an active stope recorded two types of activity in response to production blasting: the first occurring at the same time as the production blasts and associated with the passage of the direct seismic waves from the blast through the local area, and the second occurring several hours later and associated with the arrival of a slower moving stress change through the rock mass (which was identified by the mine’s MW system). Interpretations of locally increased stress levels, based on analysis of the recorded HF events, correlated with the nearby occurrence of two strong seismic events. These results were applied to a similar monitoring trail at the Kidd Creek Mine where the transient stress changes induced by several development blasts were monitored. It was observed that increases in HF activity corresponded with the occurrence of MW events near the transducer location, and that fewer HF events were recorded the longer this occurred after the blast. Local geological features appeared to influence the number and occurrence of both HF and MW events.

Jan 1, 2000

By Malcolm Black

Introduction The circumstances under which the gold mining industry was forced to curtail operations a few years ago are well known to all. The effect of those circumstances is particularly noticeable when one enters some of the larger mills that were designed, in better times, to treat relatively large tonnages. On their grinding floors one will observe that a number of grinding units are lying idle, and the ravages of rust are everywhere in evidence. The same applies to other equipment throughout these mills. In 1941, we found it necessary to reduce tonnage considerably in the Wright-Hargreaves mill. With the assumption that a lower tonnage would be of long duration, we began to focus our attention on some of the idle equipment with a view to re-arrangement of the flow-sheet for greater economy of operation. In an article by the writer published in the Engineering and Mining Journal (March, April, and May issues, 1939) , it was pointed out that in designing this mill there was a very limited floor space available. The choice of thickening equipment was imposed solely by the necessity for space: conservation. Thickening by gravity would have required 5,000 square feet of floor space, whereas Genter thickeners required only 1,200 square feet. As a consequence, the Genters were chosen. The decision to add flotation to the circuit was made primarily to save space. On a cost-plus-tail basis, 80 to 100 hours agitation on all pulp would produce similar overall results, but would require much more space.

Jan 1, 1948

By B Harvey

Achieving community and stakeholder endorsement during life-of-mine planning and implementation requires a business-connected approach, as opposed to charitable giving, disconnected offsets and environmental adventurism.CITATION:Harvey, B, 2014. Extractive companies, development and environmental agendas, in Proceedings Life-of-Mine 2014 , pp 19–22 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 16, 2014

The second annual RMCMI Mine Rescue Performance Evaluation was held in conjunction with the 1993 RMCMI Convention at Beaver Creek. [ ] Six teams participated in this year's evaluation; BHP Minerals, Navajo Mine, Fruitland. NM; BHP Minerals - LaPlata Mine. LaPlata, NM; BHP Minerals - San Juan Mine. Waterflow. NM; The Coteau Properties Company - Freedom Mine, Beulah. ND; Cordero Mining Company, Gillette, WY; and The Falkirk Mining Company - Falkirk Mine. Underwood, ND. The Western Energy Company of Colstrip, MT was represented through observers and evaluators. [ ] Realistic industrial related scenarios, closely simulating the stress of actual rescue incidents, were provided by members of the Eagle Valley Ambulance Service. Five different scenarios were presented to each team on the first day of the evaluation and three on the second. Each team was given the pertinent information to solve the problem as they assembled at the scenario site. The scenarios were going on simultaneously and each team was unaware of the circumstances until they entered the scene. Interested onlookers were afforded the opportunity of viewing the actual simulated rescue operations as they occurred. The teams received valuable pointers and direction from the ream of evaluators following each scenario. They were are also given the opportunity to observe the other teams in action and to meet with the members of all the teams to share information and ideas during team meetings per the predetermined schedule. The primary goal is to recognize current rescue skills, knowledge, and abilities of participating teams. In doing this, each team was provided with individual evaluations and a path for improvement as needed. Each team was recognized for their efforts at an awards breakfast on the final day of the evaluation. New innovations in rescue equipment were introduced and demonstrated for interested teams following the awards program. The importance of progressive training such as what we are witnessing at evaluations during the RMCMI conventions cannot be stressed strongly enough. These teams are the providers of immediate rescue and medical care for victims of accidents at their respective properties. Every mining operation has the potential for very serious accidents due to immense size of equipment and mining logistics. These rescue teams must be prepared to act with the most immediate, professional and knowledgeable actions to save lives and prevent further injuries. Safety is a primary concern of every mining operation and the mine site rescue team is an integral part of that safety effort. The evaluation program is very appreciative for the financial support of the following businesses to enable this program to continue: Safety Master, Acme Welding, North American Coal, Triune. Cummins, OK Tire. Modern Industrial, The Industrial Company, Mine Safety Appliances (MSA), Biomarine, Personal Safety Enterprises, Inc., and Blattner Construction, Thank you again for your much needed assistance. Plan to be a part of next year's Mine Rescue Evaluation Program as a participant or an observer. You will be amazed at the skill levels of the Rescue Teams. See you next year! Linda G. Ash The falkirk Mining Company [ ]

Jan 1, 1993

By Mark W. Booth

THE Dominion Steel and Coal Corporation, as a coal mining concern and as a steel industry, has much pumping to do, and the conditions are as varied as it is possible to make them. We are faced with handling large quantities of water at low heads, and small quantities of water at high heads. We have fresh water, we have salt water, and we have highly acidulous water (see Table II). Our pumping problems are concerned chiefly with mechanical reliability, continuous, reliable operation, first cost, and operating cost. The Corporation is actually expending more than 15 per cent of its power consumption at the mines in pumping water, and at the steel plant about 17 per cent; that is to say, 16 per cent of the Corporation's entire power consumption goes into pumping water ( see Table I). We are pumping out of the mines 2 ½ tons of water for every tan of coal that is produced. At the Steel Plant, we are pumping 188 tans of water for every ton of steel we produce. (See Tables III and IV). The mine is pumping at high heads, up to as high as 1,400 feet in one lift ; in the Steel Plant it is, fortunately, at lower heads, 250 feet or 110 lb. being the general maximum. It behooves us, therefore, to look into the question of efficiency. In whatever direction we can gain something, it will be worth while. The centrifugal pump is not an adaptable machine. That is, a pump designed for some particular location and purpose will not always work efficiently if installed in some other place and used for some other purpose. It must generally be designed for the particular job it has to do. Reciprocating pumps are not so sensitive. We have Cameron plunger pumps that can be set up almost anywhere in a mine and they will work, but for big jobs they are apt to be clumsy and the driving power becomes a factor- which is, in fact, the controlling factor in deciding the type of pump we use. One disadvantage of the a.c. induction motor, however, is that its speed cannot easily be controlled. At its rated speed and output, it is a highly efficient machine, but, with any change in these, its efficiency goes all to pieces.

Jan 1, 1944

By Andy Boeckmann

Engineers and owners widely recognize the benefits of foundation reuse - cost savings, reduced construction schedules and reduced environmental impacts, among others. Yet for many projects with existing foundations identified as reusable, reuse is an idea that is discussed at length before cold feet prevail. To address this disconnect, Deep Foundations Institute (DFI) formed the Foundation Reuse Task Force in 2021, which intends to promote reuse, leveraging experience among DFI members and collaborating across pertinent committees. Indeed, the task force includes about 40 members drawn from the Subsurface Characterization for Deep Foundations, Sustainability and Testing and Evaluation committees. One of the first orders of business for the task force was to create a database of successful reuse projects, developing short summary documents highlighting the database projects and recruiting reuse-focused presentations for the ITS Money program. Solid progress has been made on each front: the case history database includes 12 cases so far; the first three summary documents were recently published to DFI's website and foundation reuse projects have been well represented among the past year's ITS Money program. The reuse case history summary documents are available at www.dfi.org/foundation-reuse- case-histories; each of the three is also discussed below. The summary documents demonstrate the feasibility and benefits of foundation reuse. The documents are therefore a useful tool for foundation engineers to share with owners, structural engineers and anyone else who may be hesitant to pursue foundation reuse. The task force continues to welcome new members and anyone interested in joining can contact Andy Boeckmann. The task force is also eager to highlight additional reuse success stories. Anyone with case history information to share is also encouraged to contact Boeckmann.

Jul 1, 2022

By H. Walqui

This paper describes operating gains resulting from standardizing operating and maintenance practices to improve the performance of the pebble crushing circuit at he Empire Concentrator. Past efforts have led to improved operating time but no additional throughput gains. New Operating standards and checklists were developed and introduced. The content and frequency of the review process indicators was then changed to take advantage of the new practices resulting in an increased feed rate and availability through the pebble crushing circuit.

Feb 27, 2013

By Donald R. Williamson

Statistical studies at Cyprus Pima Mine indicate that samples from 22 blastholes are necessary for determining average copper grades, within a desired range of precision, for mine-model blocks by arithmetic averaging. The average number of holes in such blocks is 14. Many considerations show that more holes will not be drilled for sampling. A way to determine block grades more reliably than by" arithmetic averaging was sought. Thus far arithmetic averaging has proven to be the best procedure for the particular operation characteristics despite the small number of samples. It naturally follows that expenditure of great effort in sampling blasthole cuttings is unwise.

Jan 1, 1977

Joseph W. RichaRds, South Bethlehem, Pa. (communication to the Secretary*): The hold experiment of Mr. James Gayley in drying the blast used in the Isabella furnace has attracted the attention of the whole metallurgical world, and has given rise to a wide discussion of the reasons for its great success. Mr. Gayley and the capitalists who backed him in his work deserve congratulations on the success of the venture, not only because it succeeded, but because they have been rewarded far beyond the maximum that could be expected from theory or probability. To state the case in its simplest terms, all that could have been predicted was: (1) that the removal of the moisture from the blaet would result in the saving of the heat required for its decomposition, representing from 3 to 5 per cent. of the heat-value of the coke used; hence about that quantity of fuel might be saved; (2) that the furnace would be somewhat more independent of variations in the weather; (3) that the campaign would be a little hotter; and (4) that the speed of the blowing-eugines would be decreased, at least in amount proportionate to the reduction in temperature of the air led to them. I do not think anyone anticipated a much larger output per day. The results actually attained were: (1) the furnace made an increase of 24.86 per cent. in the output of pig-iron per day; (2) it consumed 19.6 per cent. less coke per ton of pig-iron made; (3) the blowing-engines were run 15.8 per cent. slower; and (4) the saving in power made up for the power required to run the refrigerating-plant. In addition, the blast was hotter; the waste-gases cooler, because of their smaller volume; and there was a greater proportion of carbon dioxide to carbon

Jan 1, 1906