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By G Stanway, P Mahoney, C Griebel

The Mining Innovation – State of Play was initiated three years ago by VCI in partnership with the University of Western Australia. The ambition was to create a ‘think tank’ type platform to support industry discussion on how it is performing in terms of innovation at a strategic level, what needs to change in the industry ‘ecosystem’, and how businesses may more effectively develop their strategy and architecture to innovate for competitive advantage.The drivers for this ambition were straightforward. The industry recognises itself as being conservative with respect to innovation and it knows the business and community endowment dividend from getting better at innovation is large; however, much of the material that seeks to provide insight on innovation tends to be drawn from industries that do not have the same high capital, long life cycle and market uncertainty characteristics as that faced by mining. Material that does focus on mining innovation is orientated towards technical innovation, not innovation strategy. There exists a significant knowledge gap, and filling it is valuable to both mining businesses and communities.The 2014 Mining Innovation State of Play report (Stanway, Griebel and Mahoney, 2014), based on a survey of over 230 mining executives, uncovered a range of insights but left several questions unresolved. The people with the best perspective on these questions are CEOs. They can see the business issues with sufficient clarity and have the influence to shape both the industry and its organisations, as seen in Figure 1. Discussing these questions with the view to progressing our collective understanding was the primary reason this interview series was conducted.Unsurprisingly, interviewing 15 CEOs and Chairpersons from different industries and commodities, across the globe resulted in a broad range of views. The discussions were frank and often blunt in assessing the short comings in the industry and suggestions for improvement. This degree of candour is hugely valuable as a basis for improvement. In the end, four key areas emerged as a basis for improvement.CITATION:Stanway, G, Griebel, C and Mahoney, P, 2017. Mining Innovation State of PlayTM – iron ore insights, in Proceedings Iron Ore 2017, pp 439–442 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 24, 2017

By E. C. Foster

The project objective of this contract is to design, develop, and demonstrate a dust collecting system for auger head miners, used in coal seams 40 inches or less in height, which will reduce respirable dust below the limits established by the Federal Coal Mine Health and Safety Act of 1969. This system was to be incorporated into 3 Wilcox Mark 20 continuous miner. In order to accomplish this, the objective was divided in three main areas. First: To develop a dust control system which would remove by isolation, respirable dust from the face area and areas where miners work. Second: To develop a dust scrubbing system to remove and collect float dust before the air reaches the return airway. Third: To reduce the overall noise levels to which the miners are exposed.

Jan 1, 1974

By J. A. Allan

The utilization of natural deposits of salt is one of the oldest industries in Alberta. In 1820, Sir James Richardson visited Salt river, and in the same year D. W. Harmon states chat "clown Slave river, there are several places, where almost any quantity of excellent dean white salt may be taken, with as much ease as sand along the seashore. From these places the greater part of the northwest is supplied with this valuable article". This reference is to the salt chat occurs around springs on Salt river at the northern boundary of the Province. This and other occurrences will be described later in this paper. It is not on account of the development of salt and gypsum in Alberta chat this paper has been prepared, but rather to draw attention to the widespread distribution of salt-bearing and gypsum-bearing rocks, and to the stratigraphic importance of these rocks . The origin of the deposits of salt, gypsum, anhydrite, and dolomite is discussed, and the economic significance of these minerals is considered. There is no salt production reported from Alberta in 1928.

Jan 1, 1929

By B. M. Harra, F. G. McCutcheon, O&apos

Until about 1930, the universal practice of horizontal-retort zinc smelters in the United States, as far as the writers are aware, was to operate the retort furnaces on a 24-hr cycle; that is, the retorts were charged in the early morning of one day, and in the early morning of the following day the residues were cleaned out, the retorts recharged, and a new cycle started. During the business depression of the early thirties, zinc production fell off to the extent that zinc smelters had idle retort capacity. Rather than continue to run some of the retort furnaces on a 24-hr cycle and shut down the remainder, a few companies decided to try out a longer cycle. Although the output of zinc per retort per day is lower, the longer cycle permits a larger charge per retort and improved zinc recovery. Advantages of the longer cycle were soon evident, and the practice spread rapidly. Various lengths of cycle were used, typical examples being 28-hr, 32-hr, 36-hr, and 48-hr. The 48-hr cycle fits in best with the standard routine of smelter practice that was built up on the basis of the 24-hr cycle; that is, the retort furnace "maneuver" always comes at the same time of day, and can be performed in the cool hours of the early morning. Under some conditions, particularly in some of the older plants, where the retorts are smaller than in newer plants, a 48-hr cycle is longer than necessary, and some intermediate length of cycle may theoretically be most economical. Use of an intermediate cycle, however, means that the maneuver comes at different times on consecutive days, and that sometimes it comes during the hottest part of the day. The work on the retort furnaces is extremely hot and arduous at best, and it is much worse, of course, if it is done during the heat of a summer day. When labor was plentiful and tractable, many plants were able to operate on cycles of intermediate length, but the workmen did not like the working hours. Under present labor conditions, it is hardly practicable to operate with a cycle of intermediate length, so the choice has narrowed down to the alternatives of 24-hr or 48-hr cycles. In any discussion of economics, too comprehensive generalization is not warranted, because local conditions affecting economics vary greatly. The best economic practice at one plant at any given time may be uneconomical at another plant, or even at the same plant at another time. To determine the length of cycle that is the better practice at a given plant at a given time requires a weighing of the advantages and disadvantages of each cycle, taking into consideration all the local conditions. some of the factors that must be considered in making the comparison are discussed briefly in the following paragraphs.

Jan 1, 1949

By DONALD E. BARNETT

Since the days of early settlement ew Brunswick has produced a variety of industrial minerals but it is perhaps only the recent discoveries of significant reserves of potash that have elevated the meaning of industrial minerals in their contribution to the provincial economy. With potash production commencing in July 1983, the role of industrial minerals will increase significantly to the value of mineral production in the province.

Jan 1, 1984

By G. S. Rice, Clark H. H.

When mines in the interior coal fields of the United States began the practice of blasting the coal without undercutting, or what is known as…

Jan 1, 1915

By R J. Thompson

In truck-based hauling systems, the mine haul road network is a critical and vital component of the production process. As such, underperformance of a haul road will impact immediately on mine productivity and costs. Operations safety, productivity and equipment longevity are all dependent on well-designed, constructed and maintained haul roads. With the advent of autonomous haul trucks, the haul road itself becomes all the more critical to the success of these type of operations; not only in relation to mine operators requirements for safer and more efficient and predictable haulage systems, but also in response to autonomous truck manufacturers’ requirements for a more predictable and controlled operating environment. This paper presents a brief summary of the state-of-the-art in surface mine road design and then proceeds to examine the design and technological challenges associated providing a safe, predictable and affordable road for autonomous mine haul trucks. The paper serves as a basis for evaluating the contributions that enhancements in road design and management can deliver to autonomous mining operations, an initiative that also has scope for adoption within the operating life of many mines, haul roads and haul trucks.

Nov 22, 2011

By John C. Loretta

INTRODUCTION Organizations that regularly use project management services will almost certainly have their own views on the preferred systems and procedures. This chapter, therefore, describes Project Management for the personnel of groups not familiar on a regular basis with project management and deals with the basic questions that these groups can be expected to ask, such as: - What is project management? - Why is it needed? Project Management is the planning, implementation and monitoring of the Engineering, Procurement and Construction activities that are necessary to complete the project in the most economic manner. In the case of a crushing and grinding plant, completing the project would mean bringing it into full operat ion. Engineering is the design work for the purpose of producing drawings and technical specifications for Construction together with technical specifications and quantities for Procurement. Procurement is the arranging of con- tracts so that equipment, material and labour are brought as required to the construction site. Construction covers the on-site activities that bring together the components of Engineering and Procurement so as to arrive at a finished plant. Need & Cost Benefits Project Management systems are needed to allow progress and expenditures to be monitored so that any significant deviations from the plan can be identified and the appropriate corrective action taken. In this way, Project Management is able to give continual updated answers to the Owners broad questions. - What am I getting? - What will it cost? - When will it be ready? The need for Project Management is not always immediately apparent, a common belief being that the existence of the three components -Mining Company - Equipment Supplier - Construction Company - is sufficient to get the job done without a formal project management group. This trio

Jan 1, 1982

By W. B. Plank

The figures on enrollment in the engineering schools of the United States and Canada indicate that the total number of students in these schools for the current year, 1949-50, is about 10% less than it was a year ago. This year, 226,533 undergraduates and graduate students are studying engineering in the United States and Canada as compared with 249,913 students last year. These figures are taken from advance data in the Journal of Engineering Education for February 1950.

Jan 5, 1950

By K. Thuro, L. Wilfing, H. Kasling

"In mechanized tunneling, performance prediction is a crucial issue for estimating excavation costs and construction time of a tunnel project. The aim of this work is to compare the calculated parameters by penetration prediction models with the results of penetration tests during excavation by a Tunnel Boring Machine (TBM) at actual tunnel projects. This comparison helps to improve the existing prediction models (Gehring, 1995 and Rostami (Colorado School of Mines), 1997.) and to develop a new, so-called “Alpine Model” (research group ABROCK; Schneider et al., 2012).On-site penetration tests are a common tool to determine performance of a TBM in certain geological environments. During a test, the TBM is operated under defined conditions that allow comparing the results of different projects and machine types. There are two different types of penetration tests in use. The more common type, described by Bruland (1998a), is based on test drives at different thrust levels. The tests in this study are performed as start-stop-tests, meaning that the TBM starts from zero to the maximum possible thrust and reverse with slowly increasing respectively decreasing steps (Frenzel et al., 2012). To gain information about the interaction between TBM and rock mass, a detailed geological documentation including an analysis of the discontinuity pattern and laboratory testing for rock strength characterization are mandatory.Within the last year 16 penetration tests have been performed. The results are thrust- penetration curves (Figure 2) showing that up to a certain penetration rate only crushing occurs (subcritical penetration). From there the desired rock fragmentation process called chipping takes place (Frenzel et al., 2012). These two different fragmentation processes can be described best by a bilinear function as seen in Figure 3. Both, CSM- and Gehring-model, do not fit to the trend of the penetration rates determined during the excavation process as they are using potential or simple linear functions.Another parameter that has to be implemented into the new prediction model is the influence of discontinuities. In case of favorable orientation and spacing, discontinuities reduce the required thrust at same penetration rates. In contrast, unfavorable discontinuity systems can cause blocky faces and hence worse performance than predicted. Besides discontinuities, the toughness of rocks has to be taken into account when predicting the penetration as tough rocks need more energy to obtain complete failure than brittle rocks.Key advantage of these tests in comparison to existing are more data points in less time. By improving respectively extending the existing penetration prediction models with the stated parameters, the penetration prediction for TBMs can be more accurate and also wear calculation can benefit from this approach."

Jan 1, 2015

By P. Zhang

A 1989 FIPR characterization study of the future phosphate resources in Florida showed that MgO would be a problem with both the pebble and concentrate as phosphate mining moves deeper. Since the ratio of concentrate to pebble will become higher and higher in the future, reducing Mg content in the concentrate by a small margin would allow blending of a large portion of the high-dolomite pebble. This research was conducted based on that logic. The following six approaches were tested for reducing MgO content in the flotation concentrate: (1) Adding a dolomite depressant in the rougher flotation step; (2) Dolomite flotation on the rougher concentrate with and without grinding; (3) Dolomite flotation on the cleaner concentrate with and without grinding; (4) Scrubbing the flotation feed; (5) Scrubbing the rougher concentrate; (6) Scrubbing the cleaner concentrate. Successful methods include adding a dolomite depressant in the rougher flotation, dolomite flotation on the cleaner concentrate with grinding, and scrubbing the cleaner concentrate in quartz sand. These techniques could reduce MgO content in the final concentrate by 20-40%. The flotation process could achieve a concentrate with the lowest MgO content, but it is the most expensive approach. Adding a dolomite is inexpensive and easy, but the effect is limited. Overall, scrubbing may be the most promising technology for this purpose.

Feb 23, 2014

By W R. Adamson

Cerro Vanguardia SA (CVSA), property of AngloGold Ashanti, mines gold and silver from a system of vetiforme orebodies located in the south of the Argentine Patagonia, in the Province of Santa Cruz.Surface mining techniques are applied to develop a series of narrow pits with an average waste to ore ratio of 26:1. This quite unique constraint brings into focus the need to maximise inter-ramp and final wall angles, leading to a strong need to optimise wall control drilling and blasting in order to reduce back-break damage to an absolute minimum.The paper describes a program of applied investigation and design modification implemented during?2008?and?2009 in?two?separate pits of Cerro Vanguardia. Three distinct yet complementary damage mechanisms were identified and observed during the field components of the work; vibration induced strain fracturing, surface cratering around blasthole collars and quasi-static loading and unloading of the surrounding rock mass as a consequence of poorly controlled confinement.With these mechanisms identified, a measurement, modelling and modification campaign was conducted in order to reduce the incidence of each source of damage. Interactive design analysis and modelling, near-field vibration measurement, video capture and the application of electronic initiation technology were supported by seed wave modelling and topographic evaluation of the achieved results.Results point to the usefulness of simulation techniques for determining optimum delay timing to reduce vibration impact, while the visualisation of explosive energy distribution produced by drilling and explosive loading decisions assists in reducing the probability of over-confinement.This paper presents relevant aspects of the two fieldwork campaigns:1) describing the application of the techniques, and2) summarising the results obtained.

Nov 8, 2011

By P. G. Clites

This bulletin summarizes the results of Bureau of Mines research on the development of the inductoslag melting process. Inductoslag melting is an induction melting technique using a segmented, water-cooled, copper crucible. The process was developed as part of the Bureau's work on effective utilization of reactive metal scrap, and the process has been applied to melting Ti, Zr, Cr, Co, Fe, Ni, and V. Construction details are given for the segmented crucibles and for both an ingot furnace and a casting furnace. The melting process is described, and results of tests conducted with a variety of reactive metals are given.

Jan 1, 1982

By D. A. Smith

The successful integration of overburden casting techniques into the mine production cycle can be an extremely cost effective use of explosives. The entire mining cycle revolves around the cast blasting and to be successful requires a great deal of planning and cooperation. Several operations of Cyprus Coal Company in the Appalachian coal fields have successfully integrated blast casting into their mine plan. This paper will detail the parameters and necessary controls to integrate an overburden casting program into a surface coal operation.

Jan 1, 1993

By M. J. Young, C. A. Aird

"The Gem molybdenum prospect is situated at the head-waters of Clear creek, between the Fraser river and Harrison lake, about 30 miles north of• Harrison Hot Springs, B.C. Clear creek follows a deeply eroded fault zone southwesterly through the center of the claim group. Elevations range from 2,000 feet in the creek bed up the steep slopes flanking the creek to a height of 5,500 feet. The property lies within an area underlain by schists and gneisses which strike from north to west in a broad fold plunging steeply to the northeast. This metamorphic complex has been invaded by numerous bodies of grano-diorite, much of which is gneissic. A granite plug, roughly 2,400 by 4,000 feet in size, has intruded this broad fold just west of Clear creek and encloses a circular breccia pipe 1,500 feet in diameter. In the breccia pipe, fragments of metamorphic rocks, granite and quartz monzonite porphyry are firmly cemented in a matrix of quartz monzonite porphyry. All the above rocks are cut by numerous fractures filled by vuggy quartz veins, many of which contain molybdenite. Attentien was first drawn to the area by a quartz vein, 18 inches in width, known as the Gem vein, which consists of several laminated bands of quartz and molybdenite. Since 1964, exploration efforts have been directed toward attempting to outline a large, low-grade type of molybdenum deposit."

Jan 1, 1969

By R. Lasmanis, W. C. Utterback

"The Mount Tolman porphyry Mo-Cu deposit is 64 km south of Republic, Ferry County, Washington. It occurs in the composite Keller Butte pluton, which consists of the Keller Butte porphyritic biotite granite and granodiorite, the Mount Tolman quartz porphyry granite, and the Meadow Creek biotite granite phases. The three phases range in age from 61.3 Ma ± 2.3 Ma to 55.7 Ma ±2.0 Ma. The stockwork deposit occurs in the Keller Butte phase above the contact with the Mount Tolman quartz porphyry granite.Mount Tolman is a hybrid calc-alkaline deposit that has features of both a Climax-type and a plutonic type. Prior to post-ore faulting, the deposit had a flattened hood like shape. In plan it is elongated- 1.6 km wide, 3.2 km long, and up to 609 m thick. The orebody has a 292 o strike. It contains a geologic reserve exceeding 2.18 billion tonnes of ore averaging 0.093% MoS2 and 0.09o/o Cu using a 0.048% MoS2 cutoff. Of this total, 816 million tonnes of measured and indicated ore averaging 0.097% MoS2 and 0.09o/o Cu could be mined by open pit with an overall waste-to-ore ratio of 0.91 to 1.The deposit is a stockwork of quartz and quartz-sericite-pyrite veins and fracture fillings that contain molybdenite, chalcopyrite, sphalerite, and magnetite. Five separate episodes of fracturing and mineralization produced the orebody and were followed by four additional episodes of fracturing with sulrgrade mineralization. The Mount Tolman deposit contains propylitic, argillic, phyllic, topaz greisen, and potassic alteration zones. Extensive silicification overlaps the K-feldspathized, quartz-topaz, and phyllic alteration zones."

Jan 1, 1995

By R. J. Piniazkiewicz

Talc orebodies are mined in Asia, Australia, Europe, North America, and South America. Operators in North America must be efficient quality suppliers to thrive in a talc market in which many overseas suppliers have advantages such as lower hourly wages, shorter distances to ports, and less government regulation and intervention. Continuous improvement through teamwork and innovation is needed in the following areas to thrive amidst worldwide competition: 1) Maximization of the in-place value of ore. 2) Research and development to yield new processes and products. 3) Safe productivity. 4) Involvement in legislative processes. 5) Wellness programs to lower health care costs.

Jan 1, 1993

By J. A. Kost

The contract objective was to evaluate the effectiveness of available dust-control technology for double-drum shearers. Eight underground surveys were conducted to evaluate drum design, drum spray nozzle locations, ranging-arm sprays, water quantity, wetting agents, and cutting techniques. The final report is made up of eight dust-control technique reports, each discussing, details of the individual mine surveys.

Jan 1, 1985

By Michael A. Gustafson, Fernando B. Sotelino

INTRODUCTION The degree of success of any new project will ultimately depend on two factors: (i) the underlying economic strength of the project; and (ii) how successfully the parties involved can coordinate their interests to establish a financing structure which indeed capitalizes on the project's inherent economic attractiveness. A project's underlying economic attractiveness is determined by its inherent comparative advantage in accessing the factors of production, combining these factors of production to create a product and marketing this product. Initially, the decision regarding whether to go ahead with the project - the go/no go decision - has to be based on its total ability to generate cash flow returns to project participants to compensate them for resources committed and risks undertaken. The extent to which project sponsors will actually benefit from the project's inherent economic attractiveness is fundamentally dependent on their ability to establish the long-term financing arrangement which best meets the objectives and constraints of each project participant and sources the most advantageous funding. The decision regarding the financing of the project, the "how-to-go" decision, is then an attempt to find the capital structure, consistent with market terms and conditions and sound financial management policies which will best: (i) match planned outflows with cash inflows; and (ii) maximize the return for project sponsors. This article makes use of a case study to illustrate the analytical process involved in dealing with the go/no go and the how-to-go decisions on a project. Though most commonly applied to project finance situations, the guideline described herein is equally applicable to other financing situations, such as leveraged buyouts and debt restructurings, where timely repayment of debt depends largely on the future cash flows to be generated by the entity being financed. Our case study is of a hypothetical expansion of an existing copper mining operation in Latin America. The company, Latin American Copper (LAC) currently has 147 million metric tons of proven sulphide ore reserves. The existing mine complex consists of an open pit mining operation and a conventional flotation plant with a processing capacity of 20,000 metric tons of ore per day. LAC sells copper concentrates primarily to Japanese custom smelters. The mine has been in operation for 5 years, fine copper production last year was 108,240 metric tons, and LAC currently has assets of $175 million and net worth of $135 million. Due to a recent increase in proven reserves, LAC is considering doubling the treatment capacity of its flotation plant to 40,000 tons per day, and expanding its mining capacity to meet the additional concentrator capacity (the "Project"). Project capital expenditures and incremental working capital have been estimated at approximately $210 million. The construction period is expected to cover one year, including a three-month start-up phase. The Project is to be funded by a combination of equity, senior debt, including both supplier credits and/or commercial bank term loans, and subordinated debt. LAC's shareholders are willing to commit a maximum of $50 million to the Project. A government development agency, which is also a minority shareholder, might be willing to lend approximately $40 million to LAC in the form of subordinated notes, depending on the ability of the Project to generate foreign exchange reserves. Commercial banks cannot be expected to offer loans with maturities longer than ten years. The Project is expected to increase the value of the firm because: (i) It will solidify the Company's position as a low-cost copper producer by taking advantage of economies of scale. As a result of the expansion, cash production costs are expected to decrease 7.0[c]/lb. and all-in costs 11.0[c]/lb; (ii) The potential earnings stream from the sulphide ore reserves will be realized

Jan 1, 1985

By K Ehrig

You are a geologist, geometallurgist, or metallurgist/process engineer and are fortunate enough to work for an organisation who asks you to design/execute a geometallurgy program. What seems like a simple request is actually not a trivial exercise. æRecipeÆ style manuals are not readily available. However, many æexpertsÆ are lurking around willing to deliver solutions which will solve all of your problems. Even though similar ore deposit styles (e.g. porphyry Cu, IOCG, Ni-laterites, calcrete hosted U, etc.) have many similar characteristics, each ore deposit is unique. Hence your geometallurgy program needs to be æfit-for-purposeÆ. This paper offers some insights gained via designing and executing geometallurgy programs from exploration through to production, and working at a mine where you are held accountable for your metallurgical performance predictors.CITATION:Ehrig, K, 2013. Geometallurgy - What do you really need to know from exploration through to production?, in Proceedings MetPlant 2013 , pp 28-33 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 15, 2013