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By Rob Thomas

Main gate roof control during longwall retreat is subject to a significant increase in horizontal stress and risk. The implementation and management of an appropriate roof support design is as a result, an imperative requirement for any longwall mine and must in addition to the likely consequences of a roof fall, also consider the variables of the geotechnical environment, associated support costs and practicalities. This paper will therefore summarise a number of recent advances in main gate roof control in the Australian coal industry. Points considered include; (i) the ?Longwall Acceleration? concept, (ii) macro-scale horizontal stress notching, (iii) micro-scale horizontal stress notching, (iv) bedded versus laminated roof types and (v) the type of cable reinforcement used.

Jan 1, 2006

By Z. M. Zavodni, M. K. McCarter

This paper identifies physical conditions responsible for past instability of the Main Hill area in Kennecott Copper Corporation's Bingham Canyon Mine, Bingham Canyon, Utah, and describes successful stabilization techniques employed in this slide zone. Geotechnical highlights of recent slides are presented, including monitoring, geological engineering data collection, hydrology, physical rock properties, and stability analyses. Local conditions responsible for slope movement in the Main Hill zone are: (1) high pore water pressure that causes a substantial decrease in real and effective material strengths; (2) continuous structural systems that allow sliding in the more competent rock zones; and (3) broad areas containing fractured, altered , and incompetent rock and soil- like materials. The failure mode is structurally controlled and involves a circular-type soil failure in the toe region initiated by excessive pore water pressure. A surface mapping method is presented which assigns rock mass quality on the basis of block size and rock substance strength. This site characterization technique has successfully predicted slide boundaries and failure modes; used in conjunction with laboratory determined shear strengths, it has provided basic input for calculating slope safety factors in the Main Hill slide zone.

Jan 1, 1977

By Raphael D. Schilz, Michael F. Dunn, Edward D. Thimons, Francis S. Kendorski

During a mine fire or other emergency, it may be desirable to reverse the air flow in order to provide an escapeway or to control a fire. Also, in colder areas, the air flow may be reversed to prevent ice build-ups. When reversing main mine fans, the operator usually does not know what operating characteristics of flow and pressure to expect. Laboratory testing of vane axial main mine fans has been completed in order to establish forward and reverse performance characteristics under controlled conditions, with the results presented here. Preliminary tests under field conditions have also been conducted. The data obtained suggest that reverse performance characteristics are dependent upon the blade angle and the hub to tip ratio. There is also evidence that reverse performance can he predicted for a family of blade angles in a given hub to tip ratio. In general, the air quantity delivered by the fan is 30% to 60% less in reverse than when operating in the normal forward mode.

Jan 1, 1982

By M. Hochenhofer

Keywords: desulfurization, mathematical model, slag reaction To produce ferroalloys like ferro-nickel for alloying purposes in a quality that meets the requirements of today?s steel industry, refining processes like desulfurization and dephosphorization are indispensable. The performance of desulfurization-treatment by slag reaction depends on various parameters, such as: sulfide capacity and viscosity of the slag, sulfur distribution between metal and slag, activity of sulfur in melt and movement of melt. Within this work, the combined influences of these parameters on the desulfurization of a ferro-nickel alloy were examined. As a basis for this examination, a mathematical model, based on data from plant trials, was created. This model demonstrates the relationship between desulfurization rate and initial values of the above mentioned parameters. With this model the relevant parameters were evaluated and assessed concerning their influence on desulfurization.

Jan 1, 2005

By John M. Ackerman

INTRODUCTION In the spring of 1988 the Joint Venture of Freeport-McMoran Resource Partners, Limited Partnership, IMC Fertilizer Inc, and Homestake Mining Co. was awarded the sulphur lease for Main Pass Block 299, lease number OCS-G 9372. This was one of eleven leases awarded to the Joint Venturers. Following the initial discovery wells in December 1988, a program of delineation drilling confirmed proven sulphur reserves of 67 million long tons. Proven, recoverable oil and gas reserves are 39.4 million barrels and 7.2 billion cubic feet, respectively. Development of the sulphur mine was given approval as a fast-track project by the Joint Venturers in 1989. The oil and gas reserves were acquired from the original hydrocarbon lessee in 1990 and given fast- track status immediately. Fast-track for these projects meant design and engineering would not be complete before construction began JOINT VENTURE The Main Pass Joint Venture is one of thirteen joint ventures formed between Freeport and three other companies - IMC Fertilizer, Inc., Felmont Oil Corporation, a wholly owned subsidiary of Homestake Mining Co., and Texasgulf Minerals and Metals Co. Felmont has subsequently changed its name to Homestake Sulphur Co. and Texasgulf assigned their interests in the three leases they participated in to their parent company. Texasgulf did not participate in the Main Pass 299 joint venture. Joint venture negotiations, anticipating a lease sale in mid-1988, began in December of 1987. This Joint Venture was the first of its kind; created to acquire offshore leases, explore, develop and mine sulphur. The Minerals Management Service announced a lease sale date of February 24, 1988 on the first business day of 1988. This greatly accelerated the joint venture negotiations. Of the thirteen leases the Joint Ventures bid on, eleven were awarded. Freeport holds its interest in all the leases through its ownership interest in Freeport-McMoRan Resource Partners, Limited Partnership, and Resource Partners is the operator on all of the leases. The Main Pass joint venture percentage ownership is: 58.33 Freeport-McMoRan Resource Partners 25.00 IMC Fertilizer, Inc. 16.67 Homestake Sulphur Co. 100.00 The Main Pass Joint Venture paid $3,401,757 for the Main Pass lease and will pay a royalty of 12.5 percent of production value to the MMS . LOCATION The Main Pass mine complex is located in the Gulf of Mexico, in U. S. federal waters, about 27 kilometers (17 miles) east of Venice, Louisiana or 140 kilometers south east of New Orleans, Louisiana. It is situated in about 63 meters (210 feet) of water. HISTORY The Minerals Management Service (MMS) of the United States Department of the Interior administers the mineral properties of the United States located in federal waters. Periodically the MMS holds lease sales of blocks under its jurisdiction. Prior to the offshore discoveries of sulphur associated with salt domes leased for hydrocarbons, the MMS leased blocks with all minerals including hydrocarbons awarded to the successful bidder for the block. In 1963 MMS held the first lease sale of blocks specifically for sulphur. This sale was followed by a similar sale in

Jan 1, 1992

By John M. Ackerman

In the spring of 1988, Freeport-McMoRan Resource Partners Ltd. Partnership, IMC Fertilizer Inc. and Homestake Mining Co., as joint venturers, were awarded the sulphur lease for Main Pass Block 299, lease number OCS-G 91372. This was one of 11 leases awarded to the joint venturers. Following the initial discovery wells in December 1988, delineation drilling confirmed proven sulphur reserves of 68 Mt (67 million long tons). Proven, recoverable oil and gas reserves are 6.2 Mm3 (39.4 million bbl) and 1114 Mm3 (7.2 billion cu ft), respectively. Development of the sulphur mine was given approval as a fast-track project in 1989. The oil and gas reserves were acquired from the original hydrocarbon lessee in 1990 and were also given fast-track status. Fast-track for these projects meant design and engineering would not be complete before construction began. Joint venture The Main Pass Joint Venture is one of 13 joint ventures formed between Freeport and three other companies - IMC Fertilizer, Inc., Felmont Oil Corp., a wholly owned subsidiary of Homestake Mining Co., and Texasgulf Minerals and Metals Co. Felmont has since changed its name to Homestake Sulphur Co. Texasgulf assigned its interests to its parent company. Texasgulf did not participate in the Main Pass 299 joint venture. Joint venture negotiations, anticipating a lease sale in mid-1988, began in December of 1987. This joint venture, the first of its kind, was created to acquire offshore leases, explore, develop and mine sulphur. The Interior Department's Minerals Management Service (MMS) announced a lease sale date of Feb. 24, 1988 on the first business day of 1988. This greatly accelerated the joint venture negotiations. Of the 13 leases the joint ventures bid on, 11 were awarded. Freeport holds its interest in all the leases through its ownership interest in Freeport-McMoRan Resource Partners, Ltd. Partnership. Resource Partners is the operator on all of the leases.

Jan 1, 1992

Underground instrumentation and observations at longwall panels have demonstrated that the growth of main roof causes an extremely high roof weighting on the shields. It can sometimes result in catastrophic effects on the support when the roof weighting intensity far exceeds the support capacity. In this paper, a comprehensive study was conducted on characteristics of main roof breakage and its effects on shields at different locations, based on the monitored shield data, theoretical analysis, and finite element analysis. With the help of theoretical analysis and numerical modeling, stress distribution and redistribution in the main roof were analyzed in detail to define main roof failure modes and understand the maximum roof weighting intensity imposed on the shields. From this study, it was found that the effects of main roof breakage on shields are chiefly related to the shield initial setting condition and the final failure mode of the main roof.

Jan 1, 1994

By Y. M. Jiang

From underground instrumentation data and from direct observation of longwall panels, it was demonstrated that growth of the main-roof overhang causes an extremely high roof weighting on the face supports. This can result in catastrophic effects on the supports when the roof-weighting intensity far exceeds the support capacity. In this paper, a comprehensive study was conducted on the characteristics of main-roof breakage and its effects on shields at different locations along the face. The study was based on monitored shield data, theoretical analysis and finite element analysis. With the help of theoretical analysis and numerical modeling, stress distribution and redistribution in the main roof were analyzed to define the main-roof failure modes and to understand the maximum roof-weighting intensity imposed on the shields. From this study, it was found that the effects of main-roof breakage on shields are chiefly related to the shield's initial-setting condition and to the final failure mode of the main roof.

Jan 1, 1996

At a special inaugural ceremony in Blue Hill, Maine on August 3rd, Governor John H. Reed detonated the first blast to signify the beginning of development work on a new copper-zinc mining venture that seems destined to focus increased interest in the mineral potential of that State. The property which is the first new base metal mine to be discovered in the northern Appalachians in 30 years, is owned by Black Hawk Mining Co., a subsidiary of Denison Mines Ltd. of Toronto. When it goes on-stream in 1966, it will join Ducktown, Tenn., as the only active copper producing region, east of the Mississippi River. According to official reports submitted by the Company to Robert G. Doyle, Maine's State Geologist, Black Hawk has found ore reserves totalling 4.5 million tons. Assays show 2.8 million tons of 2.0'; copper and 0.4 oz. of silver per ton; 1.2 million tons of 16.75% zinc and 0.58% copper; and 0.5 million tons of 6.75% lead with 4.25 oz. of silver per toil and some zinc.

Jan 9, 1964

The following is a Maintainability Design Checklist for coal mining equipment. The purpose of the checklist is to provide a summary of design review points for the maintainability assessment of new or existing underground equipment. It specifically focuses on the identification of equipment design features, tasks, or procedures that impact equipment downtime, repair costs, labor hours and maintainer skill level requirements. Some checklist points are general in nature. The checklist was designed to be used across all categories of underground equipment. The intent is to draw attention to design features and maintenance procedures that will increase maintainability requirements. You are encouraged to adapt this checklist to site specific or machine specific requirements by: ? Inserting specific performance criteria for various categories of maintenance tasks. For example; all hydraulic lines on a shuttle car should be replaceable in 15 minutes or 25 minutes, etc. ? Adding or deleting checklist items for different categories of equipment. You would include environmental control equipment, for example, on face equipment and not on shuttle cars or man trips. ? Adding additional checklist items based on site or equipment specific maintenance histories or experience, company maintenance standards, or other factors.

Jan 1, 2000

The following is a Maintainability Design Checklist for coal mining equipment. The purpose of the checklist is to provide a summary of design review points for the maintainability assessment of new or existing underground equipment. It specifically focuses on the identification of equipment design features, tasks, or procedures that impact equipment downtime, repair costs, labor hours and maintainer skill level requirements. Some checklist points are general in nature. The checklist was designed to be used across all categories of underground equipment. The intent is to draw attention to design features and maintenance procedures that will increase maintainability requirements. You are encouraged to adapt this checklist to site specific or machine specific requirements by: Inserting specific performance criteria for various categories of maintenance tasks. For example; all hydraulic lines on a shuttle car should be replaceable in 15 minutes or 25 minutes, etc. Adding or deleting checklist items for different categories of equipment. You would include environmental control equipment, for example, on face equipment and not on shuttle cars or man trips. Adding additional checklist items based on site or equipment specific maintenance histories or experience, company maintenance standards, or other factors.

Jan 1, 2000

By S. Hardcastle

Tele-remote operation of production equipment from surface will change the design criteria for underground mines. And for ventilation, with machine operators on surface, conventional planning to dilute and remove pollutants can become redundant. Natural Resources Canada with industrial partners are investigating what will be the new environmental design criteria. Additional complications include new mining equipment being designed without standard services and mines’ desire to eliminate conventional auxiliary ventilation. Findings to date show the cooling of equipment’s hydraulic systems to be the most demanding element, especially in dead-ends and when stationary. Consequently, revised ventilation based heat control strategies for equipment are being developed for the automated mine of the future.

Jan 1, 2001

By G. R. Larocque

"The Loss Prevention Program and management style applied at Kidd Creek enabled them to maintain a 1.02/200 000 man-hours accident frequency over a 20-year period. Falconbridge Limited, Kidd Creek Division operates a major zinc, copper, silver mine, two gold mines and a metallurgical facility in Timmins, Ontario. The metallurgical site and the base metal mine are 17 miles apart and joined by their own railroad. The minesite consists of two shafts, one 3000 feet deep and the other to 5200 feet deep, as well as the necessary maintenance and service shops. The metallurgical site consists of a 14 000 STPD concentrator, a zinc refining plant, copper smelter, copper refinery, and the necessary maintenance shops. The two gold mining operations are adjacent to the metallurgical site.At the time of writing this paper the workforce consisted of some 2500 people divided between the two sites. Nine hundred and ninety-two employees are stationed at the minesite, with the remainder at the metallurgical site and gold mines. The workforce in the Timmins operation is non-unionized and reflects the belief that employee interests are well served.Beside providing competitive wages and an excellent benefit package, Kidd Creek takes special pride in its employee relations practices and continued efforts in communication.In each of the programs referred to, there have been equal involvement by both management and the employees. Each crew, under the direction of a supervisor, makes up its own health and safety committee. To maintain a successful Loss Prevention Program, it is essential that management and the employees work closely together and provide meaningful input and effort to succeed.At this point, refer to the lost time injury frequency as a measure of failure and refer to the opposite end of the scale as the measure of success. The ultimate goal of every operating company is to have a zero frequency, therefore denoting 100070 success. The company uses most of the tangible safety aids found in other mining operations, such as safety posters, safety reminders, check lists, and the use of the Neil George Safety System. The difference is the manner and style of management at the Kidd Creek Division. Their ""open door"" policy and the close association, between management and the employees, has always served them well. Also, at Kidd Creek they believe they have a well-trained and dedicated workforce."

Jan 1, 1989

New Celebration Gold Mine is located 35 km SE of Kalgoorlie, Western Australia, in the Archaean Kalgoorlie-St Ives Greenstone belt. The leases total 119 sq kms and arepart of a joint venture between Newmont Australia Ltd (as manager) and Mt Martin Gold Mines N.L. Mining commenced in August, 1986 and is now producing over 115,000 ounces of gold per annum. A variety of gold mineralisation styles with a total resource of 23.5 million tonnes at 2.19g/t are associated with shear zones at New Celebration. Gold production is co-ordinated from 7 open pits with others planned to com- mence soon. A large scale underground trial mining operation has com- menced with a decline on the hanging wall of the main producing orebody, Hampton Boulder. Millfeed produced is classified on the stockpile according to grade and metallurgical performance and blended tomaximise throughput while main- taining grade through a CIL treatment plant currently operating at 1.7 million tonnes per year.

Jan 1, 1991

Maintaining and improving the economics of open pit mining in the future requires understanding of the characteristics of open pit mining that are different to other mining or business activities, designing mines in the first place to be less susceptible to changes in these important characteristics, and adopting strategies which yield reliable returns despite unforeseen change. Planning and production personnel require guidelines and performance standards that are based on sound economics not solely on production criteria. The guidelines adopted for long-term implementation must assume a declining price for mineral products along with declining real costs, with research efforts directed at development of both evolutionary and revolutionary ideas aimed at implementation. Decision-making must focus on risk and probability criteria rather than just simple return-on-investment criteria, and the approach for management of personnel must support the higher level of communication essential for fast decision-making in the new environment of continual change.

Jan 1, 1992

By P. R. Jochens

SYNOPSIS This review article first highlights the past performance of the industry and discusses the manner in which the development of the industry has followed a logical progression from mining to the production of mineral and metal products of specification purity. Then the numerous constraints against a greater contribution by the industry are enumerated. Attention is drawn to the extent of further processing that can be undertaken in the context of mining and metallurgical processing, not only to indicate the benefits that can be derived from the added-value conferred on a mineral or metal commodity during each stage of its further processing, but also to point out some important corollaries of further processing. The many opportunities and challenges for an increased contribution by the minerals and metals industry are then reviewed. This major section includes a list of commodities for which increased penetration of export markets could be sought because the increasing resistance level (a term developed in this paper) has not been attained; a list of commodities that are imported at present, many of which could be produced locally on the basis of identified resources and expertise; a list of commodities for which additional uses should be developed so that South Africa, which possesses the largest reserves and is the largest exporter, can increase its production rate; and examples of commodities for which further processing is still at an early stag*..

Jan 1, 1985

By O. Mejia

"As study was undertaken to investigate the relationship between mill liner wear and grinding energy efficiency and to assess the opportunity to control mill speed to improve energy performance as mill liner wears. The study involved analysis of plant operating data and liner wear profiles over time. The operating work index was found to be an effective tool to identify the decrease of grinding efficiency along the liner service. The plant data show that the mill grinding efficiency as determined by monitoring the operating work index, and throughput decreases as liner wears. However, efficiency and throughput can be maintained by either changing the liner more frequently or by increasing the mill speed. Two scenarios for increasing mill throughput were analyzed. The first one involves changing the liner before the efficiency drops and the second one requires increasing the mill speed from 75% to 79%. Both scenarios show financial benefits that can be used in mill operations.INTRODUCTION The analysis of the mill power draw is used in this study as a key parameter for comparing mill liner profile and its effect on mill performance. Current technology and simulation software used in the mining industry do not factor in the impact of liner wear profiles in grinding efficiency and mill throughput (Toor, 2013). To address this gap, this study provides an analysis of key factors affecting mill throughput and grinding efficiency: mill speed, ball loading, and liner profiles. Several years of plant mill operating data, published research papers, and MillTraj® simulation results are used to demonstrate that face angles impact grinding efficiency and throughput and that mill speed can be used to overcome this problem. Moreover, the liner profile wear analyses clarify a mismatch between actual and estimated power draw calculations."

Jan 1, 2019

As a society, the retiring age of workers is increasing. Individuals are having to consider working to an older age (beyond 55 years), the reason being to æpay offÆ debt, maintain a quality of life or, as a bigger picture, because society simply cannot afford the aging population. The Government is encouraging and promoting those approaching retirement to work to an older age to alleviate the financial burden of an aging population. In a working context those aged 55 years and over accounted for ten per cent of the Australian workforce in 1998 with this age group expected to account for half of the growth in the workforce between now and 2016. For the 60 - 64 years which account for less than three per cent in 1998, this group is expected to account for 15 per cent of the growth in the same period. As a result of individuals who have worked all their lives and in some cases æphysically hardÆ, they do not fully enjoy their years of retirement as a time when they get to choose what they want to do rather than what they have to do. Of particular interest are the physical or health related conditions that individuals end up with and the restrictions that ensue resulting in an individual being incapacitated either physically or with respect to the state of their health.

Jan 1, 2005

By F. Begazo

The most common approach to increase production in copper refineries is to increase current densities. However, if these increases are not well thought out beforehand and are not properly and effectively controlled, the end results could be reduced plant performance and a deterioration in cathode quality. Both of these factors result in lower efficiencies and increased costs. At the Ilo Refinery of Southern Peru Copper Corporation, a modernization and expansion program was implemented shortly after the Refinery was purchased from Minero Peru, in 1994. This program was intended to increase production from 195,200 mtpy of cathode to 227,000 mtpy over a 3-year period. Part of this production increase would come from increasing current density. During the period from 1994 to 1997, current density at the Ilo Refinery was increased from 218 A/m2 to 230 A/m2, while plant efficiencies were maintained at consistently high levels. The current efficiencies were maintained at >97.5% and time efficiencies were maintained at >98%. During 1998, additional increases in current density were implemented while the high plant performance was maintained at the same levels. By the end of 1998, the current density was 241 A/m2, while current efficiency and time efficiency of 98% were maintained. This paper describes the control processes used at the Ilo Refinery to maintain high plant performance levels while increasing the current density. Additionally, expected plant performances from extended test programs at current densities up to 280 A/m2, for future production increases, are reviewed and discussed.

Jan 1, 1999

By C. B. Auel

THE subject of this paper involves the crux of the industrial safety problem. It is not overstating the fact to say that "a plant can be made as safe as the management and the workers want it to be;" if such desire is not in evidence and it is not possible to maintain interest in the work of safety, there can be practically no headway beyond the first few steps. These first steps may be said to embrace simply the mechanical or equivalent guarding of tools and equipment and may be taken in a more or less perfunctory manner; but, it has been estimated, they will not effect a reduction of more than 25 to 35 per cent. in the accidents likely to occur in an unguarded plant. The question therefore may be pertinently asked, "Whose interest is meant in the title of this paper, employers', employees?, or both?" It has been repeatedly stated that no safety work of any importance can be carried on: in a plant unless the employer believes in the value of such work. Such statements are true, but have become threadbare with constant repetition and the public is led to believe, that employers differ from ordinary human beings, that their sympathy for their fellowmen has become dulled, and they can be awakened to a sense of the fitness of things with respect to safety, health, sanitation, working hours, etc. only by legislation. There will undoubtedly be found an employer, now and again, who measures down to such specification; but the speaker, in a number of years of close contact with large employers (and his experience has been duplicated by many others) has found that the employers are usually far in advance of the general public in matters affecting the welfare of their employees, including their safety, and not from a selfish viewpoint, but from the humanitarian, economic, etc. If, at times, there is an apparent lack of headway in the solution of some problem connected with employees' welfare, it is not so much due to indifference or a failure to be awake, on the part of the employer, as it is to a lack of knowledge of the way in which to proceed to its successful accomplishment. Further, employers are, only human and cannot follow. every one of the innumerable matters connected with an industry down to their minutest details; they must delegate certain individuals as their representatives, clothing them with the necessary authority to act. These representatives should be looked upon as the Management in their respective fields and the

Jan 6, 1925