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Currently, mining in Australia underpins the economic vitality of the nation, generating massive revenue from commodity exports and providing substantial infrastructure and employment. In addition, it is predicted that mining related services will in the future develop a global market of their own that could eventually grow to rival, in value, the export trade in mineral commodities. There is however little room for complacency. In the short- to medium-term, escalating, vigorous competition can be expected from many previously underdeveloped countries that are reforming their own mining and mineral export industries. In addition, most mining companies are facing a modem-day renaissance in terms of new expectations, changing social norms, evolving employee relations and statutory obligations. Thus, along with whatever promise the future might hold, the mining industry is currently being subjected to a growing number of largely unprecedented problems and pressures, both economic and social, that are both highly complex and demanding. In particular, it remains a matter of on-going concern that relations between mining companies and their employees still, in spite of recent reforms, continue to constrain productivity, perpetuate inefficiencies, affect quality of work life and retard progress towards mutually beneficial goals and achievements. If mining in Australia is to attain and hold on to a commanding position on the global scene, then further changes will clearly need to be made. Realisation of this appears to be growing, with most mining companies having attempted in recent years to improve workplace culture. Based on a wide ranging study, this paper presents an overview of what has been learned to-date with regard to the `people factor' when it comes to implementing and progressing positive change and reform in mining. From this, a number of practical suggestions, arising from hard won lessons and experiences in the field, are offered. Attention to the nine `key principles' given should help to ensure that many of the common problems encountered to-date with change and reform in the mining industry are in future avoided or at least minimised.

Jan 1, 1997

By C. J. Newman, R. J. St. Eloi, G. Macfarlane

"The Kidd Creek copper smelter has been expanded from its original design of59000 tonnes of copper per year to over 120 000 tonnes per year. Modifications to the process gas handling system and acid plant have been made to accommodate this higher production rate and, generally, to optimize the operation.The gas handling system associated with the continuous smelting process is discussed in terms of boiler accretions and modifications to minimize their impact on operations; design changes to effect reductions in high pressure drop duct configurations; material changes to overcome corrosion and plant additions to improve gas cleaning capability. The acid plant is reviewed with references to changes made to accommodate the increased S02 gas strength resulting from the higher smelting rates. IntroductionThe Kidd Creek Division of Falconbridge Limited is a base-metal mining and metallurgical complex located in Timmins, Ontario. The discovery of the original copper-zinc-silver orebody was announced in April 1964. Mining operations began in 1966 with a 9000 tonnes per day (t/d) concentrator corning on stream in November of that year. In April 1972, a 108 000 tonnes per year zinc plant was conunissioned. Over the years the facilities have been expanded, such that the concentrator now has the capacity to process 13 000 t/d of ore. To expand zinc production, the world's second installation of the Commco/Sherritt pressure leaching facility was completed in 1983 to bring total zinc production capacity to 136 000 tonnes per year. In 1973, serious planning for a smelter operation began. In early 1975, after studying both continuous smelting and flash smelting processes, a decision was made to proceed with the technology offered by Mitsubishi Metal Corporation of Japan. The Mitsubishi Continuous Smelting Process was to be used for the smelter and the Onahama No. 3 tankhouse technology for the copper refinery."

Jan 1, 1994

By Ralph Johnson, Philippe Gaultier, Loui Fauteux, Andrew Dasys

"This paper outlines the implementation of the Mechanic's Stethoscope from the earliest stages of development to the implementation at Brunswick Mining and Smelting. It details the cooperative efforts of personnel at Noranda Technology Centre (NTC) and Brunswick Mining & Smelting (BMS) during the technology transfer of the Mechanic's Stethoscope. It demonstrates how everyone worked toward a goal of developing a product that is accepted as a useful addition to the work environment.The Mechanic's Stethoscope is an underground vehicle diagnostic system consisting of computer hardware and software intended to assist mechanics in daily tasks. Its tools facilitate quick and easy access to any information required during the maintenance of an underground vehicle. Each tool presents vehicle condition data in a simplified manner. The additional information improves the mechanics understanding of the vehicle condition. The result is a healthier fleet of vehicles and faster diagnosis times.When introducing a computer based system into a traditionally non-computer oriented environment a concern is the acceptance of the system. This concern exists on many levels."

Jan 1, 1995

By John Bley

White Pine Copper Company operates a mine in the Upper Peninsula of Michigan using a modified room-and-pillar system for extracting ore.1 Mine production averages 15, 500 tons per day. The terrain is predominantly level and the depth of cover varies from 500 to 800 feet over the present workings with depth increasing as mining progresses down the dip. The deposit is situated on a low angle plunging, anticlinal structure composed of sedimentary beds. Local terminology for the stratigraphic units which contain the ore horizons, named in ascending order, is as follows: lower sandstone, parting shale, upper sandstone and upper shale. The ore zones of copper enrichment are, contained in the parting and upper shales. The parting shale will vary; from 6. 5 to 9.0 feet thick; the upper sandstone from 2 to 10 feet; and the upper shale from 1. 5 to 6. 5 feet. Two variation of the room-and-pillar system are used to extract the ore depending on grade and local ground conditions. One system is called the parting shale method and recovers the parting shale only. This system requires a mining height of 8 1/2 feet to accommodate large-scale, high-capacity equipment and this working height is obtained by removing approximately 1 to 2 feet of the barren lower sandstone with the ore. Under the second system, locally termed full column, the mining height is about 14-1/2 feet and this system removes the parting shale, the upper sandstone and the lower mineralized zone, approximately 1-1/2 feet, of the upper shale at which point it is possible to maintain a competent back (Fig. 1).1

Jan 1, 1964

A combination of the needs of business, employee desires and safety and health considerations is stimulating increasing attention to the time spent by people at work and the timing of that work. Particularly we are seeing: - innovative work schedules for 24-hour mining businesses; and - response from industry to accommodate the needs, even the desires, of employees in return for systems which are more productive and more capital efficient. There appears to be an evolutionary trend for business management to become more sophisticated and responsive to the need for achieving close to best cost work schedules to sustain continuous improvement. The underlying motivating forces driving this trend for improved techniques in organising attendance at, and time spent at work, is the seemingly inseparable combination of technological advance and ever-increasing accumulation of capital. The mining industry has not remained untouched by this thrust for ever-increasing need for best use of labour, to adopt advances in technology and to provide attractive opportunities for putting accumulated capital to work. An essential component of this on-going thrust is a substantial effort by the mining industry to improve the performance of labour by providing most-productive work schedules.

Jan 1, 1996

By John Norman

This paper will cover blasting techniques that are applicable to underground and other rescue that involves removing obstacles and breaking rock in close proximity to rescuers and subjects.

Feb 1, 2020

The Mt Keith Mining Alliance operates a fleet of large capacity hydraulic face shovels and more than 40 X 240 t capacity haul trucks to deliver annual production in excess of 40 Mbcm per annum. The Mt Keith Nickel mine is currently operating at a depth to 300 m below surface with a planned final depth of the order of 500 m. As is the case with any large open pit managing the health of the workforce on continuous shift operations is of critical importance to achieving outstanding safety and production outcomes. Fatigue management at Mt Keith is effectively managed by the personnel operating the mining equipment, with assistance and understanding of the management team and supervisors. The program has been driven through the introduction of Fatigue Champions and a comprehensive management plan that includes education, individual health plans and the use of new technologies. Mt Keith has been instrumental in trialling new technology which assists in monitoring fatigue in operations personnel. Insight into these developments is provided in the context of the overall fatigue management plan. The field trials of the OptAlert(TM) system and how it assists in measuring fatigue is explained. The implications for individual operators and the context for a fleet wide approach to fatigue management is also discussed. Mt Keith has recently completed the second phase of trials with the result that this new and exciting technology is being considered for adoption globally across BHP BillitonÆs open pit mining operations.

Jan 1, 2007

By Scott Jones

New Mexico Coal Operations ?San Juan, La Plata, And Navajo Mines ?Three Sites 100% Owned By BHP Billiton ?San Juan And La Plata Mines Owned/Operated By San Juan Coal Co. Supplies Coal To San Juan Generating Station ?Navajo Mine Located On Navajo Nation Lands Supplies Coal To Four Corners Power Station

Jan 1, 2008

By Rudolf E. Greuer

Every mine contains inflammable materials, either in form of the minerals mined or in the form of brought-in supplies. Although great efforts are made to make mines as far as possible fireproof and to prevent ignition sources, the possibility of mine fires, like that of other accidents, will always continue to exist. Detailed statistics are available for coal mines. They show (65,112) that the number of major mine fires in the USA over the last 20 years has remained more or less constant with approximately 50 per year. The same number is reported (26) for the British coal mines. Other countries (147) report about 1 major fire for every 10 million tons of coal production. Conflicting data are published on the number of fatalities caused by fires, presumably because frequently deviating opinions on the cause of death exist. On the average (82,99) 4 miners are killed per year in the US and in the British coal mines. Although this number is much smaller than that for several other causes of fatalities, one must keep in mind that almost every small fire can develop into a large disaster.

Jan 1, 1973

By Bill Elverman

Randy and Kenny Robison have visited every coal mine that would let them in the door, to survey the best mining practices. The brothers have spent nearly their entire lives working in coal operations. The Robison’s started out on lube and grease trucks and worked their way up to respected industry leaders in Alabama. The Robisons have owned MS&R since 1989. Since then, they have created a niche for themselves in providing coal for Alabama’s metallurgical coal market. A great deal of the knowledge the Robisons have amassed throughout the years has come from observing — taking note of what works and what does not. In early spring 2004, they commissioned a Komatsu America PC3000 Super Shovel. Outfitted with a backhoe attachment and a 16-m3 (21-cu yd) bucket, MS&R’s PC3000 is currently one of the largest mining excavators working in Alabama.

Jan 1, 2005

Adolph Greiner, Seraing, Belgium:—I have nothing special to add to Professor Hubert's paper except to say that there are some little things that it would be well to have corrected when the paper comes to be published. In dealing with the thermal efficiency of the engine, you will find that the 29.84 per cent. was a very high one. Professor Hubert has forgotten those engines built under the Cockerill type, but he has referred to them in Appendix 11. At our works at Cockerill we have built 63 engines, giving 63,000 h.p., and the other companies who have received licenses have built 113 engines, making 103,000 h.p., and aggregating 176 engines and 166,000 h.p. Eight years ago I had the pleasure of giving to the Institute the results obtained up to that time. Since then a good many engines have been constructed. In 1898 I thought a blast-furnace producing 100 tons of pig iron would allow 3,000 h.p. Professor Witz and Professor Hubert show that with the same production of pig the new engines take 3,800 h.p. out of the gas. At present at Cockerill we make 700 to 800 tons of pig iron per day, and we hope to have 26,000 h.p. in a few years. At present we have only half of that in gas-engines, but we hope to have in five or six years all the gas out of these furnaces to the number of 25,000 or 26,000 h.p. Tom WEstGarth, Middlesbrough, England :—My contribution is not a paper in the ordinary sense of the word, because I am sure you will agree with me that what I have written is only supplementary to the other two papers. The notes are schedules of the larger-size gas-engines built by British engine-makers, of 500 h.p. and upwards. If you look at the schedules you will find that in England gas-engines have become quite ordinary motors for a good many purposes. It was at first thought that gas-engines were troublesome, and ill-

Jan 1, 1907

By Jerry A. Wichser

A series of linear programmed instruction modules was developed in the general subject areas of Blasting Technology & Explosives Safety & Electrical Training. The linear programs (modules) were developed in the form of tape-slide plus workbook materials, while the branching format evolved from the LTS teaching machine system from MIT, through several other teaching machines and micro-computers, finally settling on Radio Shack TRS-80 microcomputers, Models I & III. Initial validation figures indicate that essentially the same result, are attained from both methods (based on pre and post test scores), with the most noticeable difference being an approximately 25% savings in study time with the branching modules. In December 1980, the development of modules on High-Voltage Training, Trolley Wireman Training, and Compressed Gas Safety was added to the overall tasks of the contract.

Jan 1, 1984

By J. P. Cooney

Placer Dome is learning from experience in Latin America, Asia and Africa, as well as in North America, that contributing effectively to sustainable human progress in the areas of its operations presents unending challenges to think creatively, communicate effectively and remain culturally sensitive. People must be better off in terms of their economic circumstances, their social conditions and the quality of their natural environment not only during the life of the mines, but after mines close. Stakeholders, all those who are directly or indirectly affected by a mining project, should be able to participate in decisions which affect them. The development of sustainability strategies, the monitoring of sustainability performance and the implementation of sustainability programs are best done in partnerships with governments, communities, nongovernmental organizations and multilateral development institutions. Ultimately, the success, if not the survival of mining, will depend on our ability to get the sustainability equation correct.

Jan 1, 2000

By J. A. Baicker

A prototype borehole probe for ore grade determinations by means of in-situ neutron activation analysis was designed, built, and tested in a two-phase program. Phase I dealt with the design and fabrication of a borehole logging system for operation in 7.6 cm (3 in.) diameter or larger boreholes. It consisted of a 5.06 cm (2 in.) diameter borehole probe containing an intrinsic germanium detector, a canister-type solid cryogen cooling system, cooled FET preamplifier, linear amplifier, high voltage supply, analog-to-digital converter, microprocessor-based multichannel analyzer, buffer memory, bi-directional cable link, power supplies, and a Californium-252 neutron source. A surface support vehicle was designed and outfitted. A minicomputer system was constructed and software developed and tested. In Phase II the system was field tested at several mine sites. The system was calibrated, tested, improved, and demonstrated in a variety of applications. Tests were performed at sites pertinent to uranium, iron, coal, copper, silver and gold. Technical feasibility was demonstrated for all these applications except gold; the gold results were inconclusive. In-situ neutron activation analysis using high resolution gamma ray spectrometry was found to be a potentially viable logging method for are grade analysis under certain conditions.

Jan 1, 1984

As part of its regular program to provide timely information on domestic mineral commodities, the Bureau of Mines conducted an engineering appraisal of more than 1,300 lode and placer gold deposits in the United States to deter-mine their gold production potential. While these deposits were estimated to contain over 400 million ounces of gold, only 9 million ounces, or slightly more than 2 percent, was found to be producible at $35 per ounce under prevailing mining and metallurgical technologies. The study revealed that any significant increase in available gold in the United States is most likely to come from the discovery of new sources, intensive exploration and development of the more promising known mineralized areas, and development of new or improved mining and metallurgical techniques.

Jan 1, 1967

By Thomas Lane Carter

THE history of mining in South Africa differs somewhat from that of other countries in the part taken by the aborigines in the development ?of the mineral deposits. The Spaniards in America, and the fortune-seekers of Australia and New Zealand, found large numbers of natives in these new countries, but the inhabitants did not become willing or efficient workers ill the mines which the white men started. The Kaffirs of South. Africa have not shown the same antipathy to labor, nor do they show any signs of dying out in the presence of the white man's civilization. They are a virile race, and so far the vices of civilization have not killed. them. While it is true that the brain and skill necessary for the exploitation of the mineral resources of this sub-continent-have been supplied by the white race, it is also a fact that most of the rough labor in the development of the mining industry of South Africa has been done by the Kaffirs. The Kaffir tribes differ greatly in their mental and physical capabilities. Compare, for instance, a Zulu of Natal with a Bechuana, or a Xosa of Cape Colony with some of the degenerate tribes of Central or East Africa, and you will find that they have little in common, save that their skin is black and that they do not believe in clothes. As a general rule, the tribe's in the milder, healthier climates are far superior, both in mind and body, to the Kaffirs brought up in the hot malarial sections of Central Africa; and it naturally follows that the black men from the temperate zones of the country, are much finer workmen than the degenerates from less favorable sections: It is universal in South Africa to speak. of the .Kaffirs as " boys." No matter if he is 90 years old, the Kaffir is always a " boy," and in this paper the word " boy " is synonymous with Kaffir.

Nov 1, 1908

By Scott, Turner

MY whole life has been spent in the mining business, PO I naturally tend to address my remarks particularly to the newly-graduated mining and metallurgical engineers among you. To a certain extent, all forms of engineering principles are involved in the training of the mining engineer, and most sorts of engineering are certainly utilized by him, so every one of this graduatins class is concerned with the field I propose to discuss.

Jan 1, 1932

Young professionals are riding the current wave of high demand for their services and relatively little competition for placements. The attraction and retention of quality incumbents has therefore become a significant strategic issue for companies in our industry. Money is important, but poorly structured career development and lack of learning opportunities can discourage the highest paid professionals from being enthusiastic and striving for excellence. This will inevitably lead to the search for a new position. Important factors at play include the young professionalÆs lack of understanding of career pathways and poor quality, or lack of, structured on-the-job training and professional development. Too often young and not so young professionals are faced with the reality that fabulous looking (and paying) jobs can be quickly reduced to the monotony of repetitive tasks in an isolating environment. While it is the responsibility of the incumbent to manage their own career and professional development, without experience, how is anyone meant to understand the importance of their roles and the options for career development? Mentoring is therefore essential to the strategic plans of every organisation and the strategic plans of every professional. Mentors will accelerate learning, guide decision making and develop both competency and confidence as they share their experience, both technical and regarding the machinations of a particular discipline, within our industry. Mentors need not be from the same organisation as the mentee and in some cases this may be a distinct advantage. This paper discusses mentoring as an opportunity for young professionals and mentors to initiate and maintain a supportive relationship, the responsibility of management to get mentoring right and the responsibility of young professionals to demand the opportunity for professional development through mentoring.

Jan 1, 2006

By E. M. Tignor

As a part of the program of promoting the conservation and efficient utilization of petroleum, studies are being made by engineers of the Bureau of Mines on secondary oil-recovery projects throughout the United States. In furthering that aim, engineering data concerning the reservoirs, methods of stimulating the production of oil, and other pertinent facts are collected, studied, and subsequently published so that others may profit by the experience gained. This report presents the results of a study made by engineers of the Franklin, Pa., office of the Bureau of Mines of secondary oil-recovery operations in the Boggs field, Spencer district, Roane County, W. Va., whore natural gas is injected into the reservoir to stimulate the production of oil from a so-called stripper field. The Boggs field, like most others in the Appalachian region, is one in which the major part of the natural energy that caused oil to flow through the reservoir to the producing wells during the primary stage of oil production has been dissipated. For all practical purposes, most of the oil produced in the Appalachian region at the present time can be considered to be from stripper fields. Consequently, secondary recovery methods are being used extensively in the oil-producing areas of New York, Pennsylvania, West Virginia, Ohio, and Kentucky for recovering some of the oil that was not produced by primary production methods.

Jan 1, 1949

Through the use of structural analysis programs such as Unwedge and considering the shear strength of applied fibrecrete it can be shown that fibrecrete can provide a higher factor of safety in a ætypicalÆ underground development excavation than standard rock bolts. This paper describes the progression of ground support from an æas requiredÆ component of mining to the use of bolts and surface support as a mandatory requirement. With the mandatory requirement for surface support, fibrecrete has been considered and applied as a secondary feature but simple analysis and practical observations indicate that it may be considered as primary support. The key elements to its implementation are: When is it safe to work under fresh fibrecrete and how do we practically determine this? How much ground support does fibrecrete provide? How can we reduce the cost of fibrecrete? An examination of these questions indicates fibrecrete can be much safer,less expensive and quicker to install than normal ground support elements. This paper explores practical examples from sites where significant benefits have been achieved by mine operators.

Jan 1, 2005