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By D McInnes

Rather than look at the problems associated with sampling, this paper deals with the issue of sampling and blending to optimise revenue û predominantly in the mining industry. An example of the use of this methodology in the agriculture industry is also presented. Mining companies, in particular, are experiencing a boom in commodity prices and many believe the industry is in the middle of a æsuper cycleÆ. Production levels are being escalated dramatically to meet the demand coming from China and India. This in turn has further stretched the capacity of our rail and port infrastructure û resulting in significant shipping queues around most Australian commercial ports and increased demurrage costs for the producers. Mining companies are now looking for effective scheduling, planning and blending to maximise production and reduce demurrage charges û given the current infrastructure constraints. Mining companies can no longer use spreadsheets to run their business. This paper further looks at how these outcomes can be met by optimised blending using an integrated supply chain management system such as MineTrak together with effective sampling and analysis.

Jan 1, 2005

By Mario J. Arenas

El presente trabajo responde al estudio geológico realizado al distrito minero geológico San Rafael durante el período 1979 y 1980 a través de un mapeo geológico de 3,500 hectáreas. De acuerdo a este estudio se visualiza que la mina de San Rafael es la única productora de estaño y cobre en el Perú, así como la mina Quenamari produce plomo, zinc y plata. Sin embargo, se demostró que la frontera peruano-boliviano no es el límite de la mineralización de estaño, sino que existen otros yacimientos minerales de estaño. Asi también se describe la geología local y regional, los depósitos minerales y la mineralización del estaño en el Perú y Bolivia.

Oct 14, 1980

By J. Wong

We report a successful use of x-ray absorption spectroscopy to probe the chemical and structural environment of trace elements in coal. When applied to vanadium in coal, it was found that vanadium exists in at least two environments: a trivalent site 6-fold coordinated by oxygens at ca. 2.0~ and a tetravalent site 5-or 6-fold coordinated also by oxygens, one of which forms a short V=O bond at ca. 1.6a. No evidence of nitrogen (porphyrin)1'or sulfide environment was found. It was also found that the vanadium environ-ments in the raw coal did not survive unchanged in a liquefaction process. These findings have implications for coal cleaning processes and for trace element release into liquefaction process streams.

Jan 1, 1982

By M. Javier

Mining, waste is growing problem both physical accumulation and increasing toxic uncertainties it presents in the long run. Its value ?zero? is strictly calculated by economy. This mining model begs the question: What is the value of waste & what does it represent to the mining industry? Waste is widely accepted as a ?by product? generated as a consequences of the mining process. The abundant waste accumulation affects society, as receptor, in many ways and the waste piles of materials has no use and no destiny. In reality, this waste is monument of imperfection of the extractive industries worldwide. Our planet is finite and has strict limitations, which mining has traditionally ignored. It is time to design a new system, in which clearly, waste design must be integrated in whole mining process; it has no room to postpone. This paper presents a concept in waste design by which toxic mining waste not only can be rendered inert but also act as nutrient to help balance the ecosystems. This concept calls for extractive industries to pursue EQUILIBRIUM with nature (Geomimic). Also, this concept offers countless gains and opportunities fro the industry and by converting liabilities into assets; mining engineers become the managers and stewards of nature. Also, waste design offers new solutions for proper and sustainable waste management of the mining industry.

Jan 1, 2011

By T G. Neville, G Terrey, J Burns

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

Jun 22, 2016

By M. Ruel

In today's highly competitive worldwide market, it is becoming extremely important for managers to make sure that all resources are used where needed the most. That way, all resources are generating added value, process control equipments are maintained in an optimal state for best performance, and final product is produced at least cost. Performance monitoring is the only way to ensure that everyone is working on top priorities toward the same goal. How can we add value to these warehouses of data? The data is there and the information is hidden; it is just waiting to be extracted. A process performance monitoring system is able to determine if a loop, a system, a unit, or a plant meets the expected performances. The system prioritizes the areas that need attention. It also provides historical reports of the plant status by areas, by loops, and by identified problems. This information is provided to different categories of users in an appropriate format for each one. The system also includes diagnostics and tools to detect and analyze problems.

Jan 1, 2007

By R. S. Dean

This report, the second of a series of annual reports of the Metallurgical Division to be released in this form covers the fiscal year July 1, 1935, to June 30, 1936. The technological work of the division is performed by sections. Thus, an efficient organization is provided to prosecute the various problems under investigation, and a logical system is set up for presenting the material contained in this report.

Jan 1, 1937

By Paul M. Tyler, Carle R. Hayward

DOES it pay to do really good work? Quite likely the practical millman will answer that it does not. The preparation of ores for market is primarily a business enterprise, and by and large the individual operator does not bother his head about squandering our national resources or making easier the job of the smelterman. Having accepted such ore as he may get fro111 the mine, his job is to make the best possible showing with his mill fro111 the standpoint of financial return. His success is measured in dollars and cents, and he has no rightful reason to expect more than scant acknowledgment of any other achievements from the stock- holders of his company who in the last analysis are his employers.

Jan 1, 1936

By Charles B. Carpenter

[The Bureau of Mines selected Anahuac for a petroleum-engineering study because it is one of the notable fields of the Gulf Coast region. It is outstanding because the producing for is very thick; every modern technique of drilling' and development has been applied; complete records of all operations,, including detailed subsurface information have been kept; the field has been developed systematically; and every effort has been made to utilize the reservoir energy efficiently Data and information pertaining to the development anal operation were collected, compiled, and studied by the writers as if the field were under single ownership. The chief aim-of the stud,, was to increase the accuracy of the existing methods of estimating reserves by applying all the data collected during the modern development of an oil-field, These scientific aids include coring; electric logging; micropaleontology determinations of porosity, permeability of oil-bearing sands, and their connate water content; subsurface sampling of the reservoir oil; and depth-pressure measurements. Because the reservoir structure in the Anahuac field is extremely complex, special attention was given to methods of calculating the reservoir volume.]

Jan 1, 1941

By George R. Pratt

Although the title of this paper focuses attention to the Winnipeg coal market the following remarks should be considered applicable not only to conditions in Winnipeg but to the whole western coal industry. Technical descriptions of coal and coal-burning have been omitted. These details are already covered in other numerous publications. In discussing a market the first consideration must be the product which is required to be sold. The class, quality and price at the point of origin must be taken into account and therefore this feature will be discussed before proceeding to outline conditions in the Winnipeg local market. The writer thinks of coal as a manufactured article, not, as it is generally considered, a fuel to be dug from the ground and dumped into the consumer's bin. The work of manufacturing must be considered in detail:- 1. Consider first the coal as it is in the ground: (a) What is its fuel value? (b) Where is its market? © With what will it be in competition? 2. Consider secondly: (a) What it will cost to mine the coal. (b) What has to be done to prepare the coal for market after it is mined. This must be considered in conjunction with the answer to question 1 ©. 3. Thirdly, consider the method of business to be adopted by the producer:- (a) Is it proposed to build a market on price? Or (b) On quality?

Jan 1, 1925

By Betty L. Gibbs

A company must have an organized approach to effectively sort through the profusion of available software and hardware and find the programs and equipment which fit defined needs. The selection process must build a complete compatible system which includes hardware and software. The methodology presented in this paper helps identify some of the more important considerations. The steps needed for an organized approach to software/hardware selection are: •All involved staff should contribute to an assessment of current computer capabilities and projection of future needs. •Alternatives are analyzed to determine what software and hardware is available and how selections may possibly be merged into the existing computer system. The evaluation process focuses on details of program capability and hardware compatibility. Analysis must be done to determine how closely individual programs fit the established requirements. The final decision is often a balance of needs between program capabilities and hardware availability. Any programs selected must be able to run on existing and newly purchased hardware. Any additional hardware selected must be capable of meshing with the available computer system.

Jan 1, 1983

By R Knight

"In project evaluation there are two matters of keen interest to non-executive directors: the process by which an investment recommendation is reached, as well as the investment itself, as presented. It is sometimes mistakenly believed that Boards of directors are interested only in the result. That is not so. The process by which project evaluations are derived and socialised with the Board is as important as the result, sometimes more so.Setting aside the gloomy predictions of the doomsayers and looking through short-term volatility in supply and demand, the overall availability of mineral resources more often than not exceeds demand. There are in reality more development projects in prospect at any one time than are needed to meet the market. Only the fittest will prosper, although some others may survive.Optimism springs eternal in the mining industry and every project promoter, executive or entrepreneur has a convincing project development case. Some will create value for shareholders, but the historical evidence suggests that many will fail to meet the expectations set in their evaluation.Boards of directors make the final decision to invest, or not, in a new mine. Knowledge is power, and on that basis the balance of power favours management. Management has the facts (or in some cases, what passes for fact) and the passion to invest. The non-executives have the power of approval – yes or no – but before making a decision directors must demonstrate due diligence, the essential precursor to project approval.Management has a vital part to play in facilitating that due diligence process and in encouraging the independent thought processes of the Board. A closed approach by management fosters a negative, risk-averse attitude on the part of the Board. One that encourages an understanding of the rigour of the project evaluation process and the robustness of the result will allow directors to understand better the implications of their decision.CITATION:Knight, R, 2016. Project evaluation – a non-executive director’s perspective, in Proceedings Project Evaluation 2016, pp 11–19 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By Scott Turner

HOSTS of friends will rejoice that T. A. Rickard has been given honorary membership in the Institute. It might well have been done long ago, since, when one reviews distinguished services rendered by individuals to our organization and our profession, it is at once apparent that his name ranks high and that he has merited this distinction for more than three decades. Our by-laws restrict this list to twenty names; "T.A." becomes the sixteenth living member. Young engineers should particularly be pleased; Mr. Rickard has had a career rich in human interest, and full of useful suggestions to the younger men; he has given them good advice and set them a notable example; he, more than anyone else, has shown them how technical writing can be clear and concise; he has inspired youngsters to do their best; he has been their friend. No one has more first-hand knowledge of these facts than the writer of this appreciation:

Jan 1, 1935

By A. G. Journel

Accurate prediction of recoverable reserves are key to the development and planning of a mining operation. Recovery functions for tonnage, quantity of metal and ore grade are defined and two approaches for their estimation are proposed. The indicator kriging (IK) approach draws on the data rank orders, whereas the multi-gaussian (MG) approach relies on a grade multi-variate distribution hypothesis. Although based on different premises, both approaches yield remarkably similar--and accurate--estimates for recoverable reserves.

Jan 1, 1984

By W. A. Crosby

The ability of open pit mines to steepen overall final wall angles allows significant cost reductions as a result of reduced waste movement requirements. Final wall angles are principally controlled by three factors: geological conditions; hydrological conditions; and wall control blasting practices. The first of these factors is not controllable by the mine operator, the second can be influenced to some degree, but the last one certainly can be controlled, hence the current interest in final wall blasting practice at many mining companies. This paper discusses common blasting techniques employed to steepen final pit walls and outlines the attractiveness of moving from small hole high cost systems to the use of full size production drills as a means of reducing wall control blast costs. Attempts to make this change have been limited at many mines by the physical size of the drills and their inability to reverse drill. In the past, pres pi it, pre-shear or trim holes have had to be drilled vertically, at considerable distance from the upper bench toe, with the result that inter-berm face stability is reduced and final wall angles have to be made somewhat more shallow than desirable. The paper concludes with a description of how these problems can be overcome by utilizing the new Bucyrus 39R which has the capability of drilling at a ?15 degree angle underneath the machine. It is concluded that the resulting wall control blast designs will offer large mines improved final wall angles with resulting significant overall cost reductions.

Jan 1, 1998

By J McCluskey, N Barros

"Long-term strategic planning at BHP Billiton’s Western Australia Iron Ore business aims for sustainable value maximisation of its large, long-life, low-cost, expandable mineral inventory and supply chain infrastructure. While mine plans are key components of this value equation, this objective requires a whole-of-business approach through comprehensive consideration and optimisation of the full value chain. Only through a system view do we believe that the value proposition of a set of plans is truly optimised.The fundamental considerations include: mineral inventory information, given its intrinsic uncertainty and risk/knowledge horizon a marketing view of future quality premium/discount based on overall market quality load whole of supply chain optimisation on a throughput accounting basis alternative sequences of capital decisions closure costs with significant magnitude of total movement requiring optimisation as part of the plan. In addition, the plan provides a view of acceptable uncertainty levels at different times in the future.BHP Billiton Iron Ore uses a structured Life of Asset planning process that supports the business with the optimisation of its maximum value proposition through a non-deterministic scenario-based optimisation approach on an annual basis. This is a key input to each year’s medium-term plans and budgets, including activities identified through a value of information approach that resolve the key uncertainties and steadily improve confidence in the plan.CITATION:McCluskey, J and Barros, N, 2014. Life of asset planning, uncertainty and value optimisation of the iron ore business – from exploration, to market, to closure, in Proceedings Orebody Modelling and Strategic Mine Planning Symposium 2014, pp 33–40 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 24, 2014

By T. Marin, J. E. Seccatore, M. Cardu

The most energy-intensive process in the mining industry is particle size reduction – comminution. The first phase of this process is blasting to fragment the rock from the initial Boussinesq’s halfspace size. Scientific literature demonstrates that the output of a blast in terms of fragment size distribution can be manipulated by varying the specific charge (powder factor) and charge distribution. This study focuses on the influence of blasting on the internal resistance of the blasted fragments; in particular the influence of the spatial distribution of charges. Small-scale blasts were performed on 14 marble blocks using different powder factors and charge distributions. Three control blocks were fragmented by mechanical means for comparison. The results show the correlations between charge distributions and the specific energy of mechanical comminution. Opportunities for adjusting charge diameter and distribution in opencast blasts to improve the performancet of comminution circuits are discussed.

Aug 8, 2024

By Christopher Mark

"Many problems in rock mechanics are limited by our imperfect knowledge of the material properties and failure mechanics of rock masses. Mining problems are somewhat unique, however, in that plenty of real world experience is generally available and can be turned into valuable experimental data. Every pillar that is developed, or stope that is mined, represents a full-scale test of a rock mechanics design. By harvesting these data, and then using the appropriate statistical techniques to interpret them, mining engineers have developed powerful design techniques that are widely used around the world. Successful empirical methods are readily accepted because they are simple, transparent, practical, and firmly tethered to reality.The author has been intimately associated with empirical design for his entire career. But where his past papers have described the application of individual techniques to specific problems, the focus of this paper is the process used to develop a successful empirical method. A six-stage process is described:1. Identification of the problem, and of the end users of the final product2. Development of a conceptual rock mechanics model, and identification of the key parameters in that model3. Identification of measures for each of the key parameters, and the development of new measures (such as rating scales) where necessary4. Data sources and data collection5. Statistical analysis6. Packaging of the final productEach of these stages has its own potential rewards and pitfalls, which will be illustrated by incidents from the author’s own experience. The ultimate goal of this paper is to provide a new and deeper appreciation for empirical techniques, as well as some guidelines and opportunities for future developers."

Jan 1, 2015

By L. D. Anderson

IN STUDYING Utah as a lead producing state one is immediately confronted by the fact that few, if any, of the ores of the state are valued for their lead contents alone. More correctly the ores from which this metal is recovered are characterized as silver lead. Even then the whole story is not told for many of these ores carry also gold, copper, zinc, bismuth, antimony, arsenic, tellurium, and other metals. It becomes apparent, therefore, that the production of lead i11 Utah is influenced by many factors. For example, i11 the early part of 1923 there was a marked increase in the production of the lead by reason of the efforts made by silver mines to produce as much silver as possible before the termination of purchases under the Pittinan Act in June, 1923. As nearly all silver ores carried more or less lead the production of that metal was increased with the increase in silver production. Very few, if any, ores of the State are mined for their lead contents alone. Important as Utah's contribution to the lead output of the country is nevertheless it is bound up to some extent with the production of gold, silver and copper.

Jan 1, 1925

By F. Botha

South Africa is amongst the 40 driest counties in the world, with extreme weather conditions and beset by both droughts and floods. Coupled with economic growth is an increased demand on water resources and, as with all other industrial developments, mining requires large volumes of water, which is likely to have an impact on the environment. Further to this, the mining industry also realizes that minerals are a non-renewable resource and the contribution to wealth creation from mineral extraction is not everlasting. It serves as an economic boost and careful planning is required to ensure that the legacy of mining is sustainable, and that some of the returns from mining provide continual economic and social prosperity.

Jan 1, 2012