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By R J. Everett

The mining industry is beginning to adopt quality systems based on the requirements of International Standards for quality assurance, such as the ISO 9000 series. Indications from similar industries are that considerable benefits are to be had from their adoption. This paper describes the use of the International Standard ISO 9001 for quality assurance within BUKA Minerals Limited. This provided guidance for the development of a clear statement providing agreement on the processes to be followed and the outputs required when dealing with outside service providers. Discussion focuses on the interaction with BUKAÆs consultants and contractors during the specification stage, resulting from the application of quality assurance techniques. Risk analysis was used to identify and manage the risks associated with the companyÆs contract for geotechnical and mine design services and the tender for a mine development program of work during the feasibility stage of the project. Setting acceptance controls for the deliverables from such contracts is traditionally fraught with difficulty. BUKA used Failure Mode and Effect Analysis for exposing underlying risks that were not effectively being countered. The briefs were reviewed and additional controls were developed to manage the risk. These controls have provided clearer instructions to the consultants and contractors, indicated audit points for the company and defined the deliverables. There exists within the company, and among its outside service providers, a clearer understanding of what is to be achieved and how it will be measured. The process has imparted considerable confidence to both parties on how the work will proceed and what outputs are to be provided. Some discussion is provided on how quality principles are being applied throughout industry and commerce, generally, and how they may apply to the mining industry. The paper argues that, far from being an appendix to the tendering process, Risk Management should be a mandatory step integrated into the definitions of the work.

Jan 1, 1998

By Wadsley MW

This paper gives an overall view of the CSIRO-SGTE computer system for thermodynamic calculations. The basis of the system is the coupling of a large self-consistent numeric data bank of thermodynamic information to a modular set of application programs. These seven programs cover management of data files, calculation of thermodynamic properties for species and reactions, plotting of predomin- ance area diagrams, equilibrium and enthalpy balances for complex processes, analysis of thermodynamic efficiency and the estimation of unknown properties. The data bank contains a wide coverage of species and data types so that the system may be applied to many areas of chemistry and metallurgy.

Jan 1, 1984

Aspects of sampling are becoming more complex, involving a correct statistical approach to collection as well as geological and possibly pedological control. Advanced chemical techniques and techniques of rapid analysis need to be understood. Results may require statistical analysis. The elementary aspects of sampling still need constant attention by those controlling a programme of sampling. No one person will have sufficient knowledge of statistics, geology, pedology and chemistry to be fully conversant with all the aspects of sampling but, by developing a correct approach, problems can be identified and solved.

Jan 1, 1976

By N Patel, S Narendranathan, T Mok, J Lowe

The Hazelwood Mine (HM) commenced operations in the 1950s and was originally operated by the State Electricity Commission of Victoria (SECV) prior to it becoming privatised. ENGIE, the current owners of the Hazelwood Mine ceased operations in 2017 and have since transitioned the site into the rehabilitation and closure phase, which is to encompass a full pit lake as part of the final landform. A key aspect of HM closure is the maintenance of long-term stability of the pit slopes to deliver a final landform which is safe and sustainable, particularly given its proximity to critical public receptors. The Princes Freeway, which is the primary access route to the Latrobe Valley (LV), and the Morwell Township are both located immediately to the north of the HM. With due consideration of the mine void and nearby public receptors, the authors performed slope stability assessments of critical mine

Aug 2, 2023

By D E. Tennant

In the fields of geotechnical engineering and slope management, various software packages are used to assess the behaviour or propensity for a slope to fail. Traditional kinematic analysis calculates the probability of failure of design sectors with respect to dominant structural set orientations. A novel methodology is provided here to view potential hazardous slope behaviour in 3D, allowing engineers to make informed decisions regarding various pit slope geometries. Apparent dips are calculated for every point in space with respect to every slope orientation of the entire pit surface/design, specifically in reference to bench and inter-ramp planar failure mechanisms. Implementing a proactive approach to slope design will not only lead to early mitigation of risk but can also add direct value by enhancing or improving upon slope angles for earlier access to ore. From a safety perspective, identification of unfavourably oriented slope geometries can be dealt with before failure occurs. This methodology relies on a strong understanding of the existing rock mass anisotropy, particularly behind the face, thereby removing some of the uncertainty surrounding pit design as well as presenting engineers with an additional means to manage risk.

Nov 29, 2022

The law including legislation such as the Occupational Health & Safety Act 1983 imposes stringent obligations on employers to ensure the health and safety of their employees. The use of pre-employment medical examinations is one tool that employers can use to assess the suitability of a job applicant for a particular position and protect themselves from prosecution or claims for compensation or damages.At the same time, however, legislation such as The Disability Discrimination Act 1992 (Commonwealth) ("DDA") and The Anti-Discrimination Act 1977 (New South Wales) ("ADA") affords protection to individuals against discrimination.

Jan 1, 1998

By T J. Howard

At BHP Billiton Iron Ore operations, run of mine ore from the several Newman Joint Venture (NJV) mines is railed in 12 kt rakes to Port Hedland. Rakes are processed sequentially, with the lump and fines components from each rake sampled after crushing and screening. The grade of ore from the individual mines varies around consistently different means. Although a discrete sample is attributed to each rake, the sample contains some material from the following and/or the preceding rakes due to dilution by ore from the neighbouring rakes during the dumping, screening and crushing processes. Individual rake grades at the port are therefore biased according to the mine sources of adjacently processed rakes. Dilution does not affect the grade of the overall NJV product or the accuracy of port stockpile grades; however, it does limit the ability to use port rake grades to review the quality performance of individual mines and provide meaningful lump-fines algorithms and port to mine biases for individual mines, information that is useful when scheduling ore for mining. A non-linear regression model has been used to estimate the average dilution from the preceding and following rakes. It has been shown that the lump and fines samples for 12 kt rakes are each diluted within the Port process with about 8.3 per cent of the sample coming from the preceding rake and about 3.6 per cent from the following rake. This can bias the reported rake grade by up to one per cent iron. The results of this analysis have been incorporated into the daily grade scheduling system to provide more accurate individual mine grade data and consequently better decision making.

Jan 1, 2007

THE Taranaki oil-field is situated on the western side of the North Island of New Zealand, at about its widest part, and may be said to be the most compact and fertile part of the Dominion, for, with the exception of the. upper half of Mount Egmont and of the ranges adjoining, which absorb 36,000 acres, the whole of the area, miuus what is taken up by the rivers land streams-is suitable for settlement, and certainly two-thirds is good land. The gross area oE the district is 2,417,299 acres.The principle rivers are the Wanganui, Mokau, Waitara, Patea, and Waiwakaiho. Mount Egmont, which is 8260 ft. high, used to be called Taranaki, and from it the district takes its name (the Maori meaning of which is "sloping peak ").

Jan 1, 1911

A low grade, refractory ore gold mine with high striping ratio such as at Macraes is always challenged in ways to improve margins. Common practice approaches used at OceanaGold Ltd Macraes are to maximise grade delivery, optimise recovery and reduce unit costs, as well as take any opportunities to incorporate new technologies and implement enhanced commercial strategies.   The Business Improvement (BI) programme was implemented across the Macraes operations in late 2003 and is being rolled-out to all other parts of the business. The core focus of BI at OGL is to: +        increase revenue, +        reduce cost, and +        improve processes.   A dedicated BI team comprising of a manager, team leaders and business analysts were engaged to identify and manage a series of opportunities to reduce operating expenses, optimise capital outlays and generate extra revenue. The Business Improvement Programme, though in its formative phase, has begun a cultural change within the organisation. Many people are starting to challenge the way they do things and are looking for ways to continually improve business performance.   The BI team encompasses individuals from different departments who can offer the diverse skill set necessary to produce intended results. The current team is made up of a BI manager, BI Team Leaders in Mining and Processing and analysts from Mining, Processing, Commercial and Plant Maintenance workgroups. A team member has recently been formally trained as a Six Sigma Black Belt. ] The BIÆs team role is to assist in the establishment of project management processes for each improvement idea. In addition the team will assist in tracking implementation, identifying and unblocking restrictions and limitations as well as setting up metrics to quantify the level of benefit returned and sustained.   From a more strategic point of view, the BI team is advancing the Business Improvement capability of the company by developing long term Communication and Training strategies. These strategies will set the direction of BI initiatives in the years to come to: +        educate the OGL workforce in basic BI techniques, +        assist the OGL workforce in applying basic BI techniques, +        communication the direction of BI in OGL, and +        close the information feedback loop to facilitate transparent communication between the OGL workforce and the BI team.

Jan 1, 2004

Launching the Queensland Water Plan 2005 - 2010 in August 2005, Premier Peter Beattie compared the stateÆs water resources with liquid gold. QueenslandÆs peak industry body for the minerals and energy sector, the Queensland Resources Council (QRC), believes the analogy is appropriate. During early development of an industry water strategy, it has become apparent that water is like liquid gold, in that it is revered, hoarded, recycled, priced on purity, a magnet for speculators, both difficult and expensive to transport effectively, heavily regulated and fundamentally linked to issues of security. To date it has generally been economic and relatively straightforward for the resources sector to secure water. Although production has not been compromised, this must not be grounds for complacency as there is every indication that water will continue to become increasingly expensive, more tightly regulated and, relative to a growing demand for a finite water supply, increasingly scarce. During 2006, QRC has developed and is implementing a voluntary industry water strategy to address a range of challenges confronting the resource sectorÆs security of access to water. As a consequence of, at times, protracted community consultations over QueenslandÆs catchment-based water planning processes it has become clear that many community stakeholders have outdated perceptions of the stateÆs resources sector. Once established, QRCÆs water strategy will incorporate a community engagement campaign to present the industryÆs credentials as a leader in water resource management. The development of QRCÆs water strategy, and the challenges the strategy is designed to address, provides insight into the fundamental reforms that are occurring in how water is managed and regulated in Queensland. These reforms have implications for how government policies are designed and administered and also for how industry engages with communities during this transition process.

Jan 1, 2006

The word "mine" means different things to different people. To a professional in the mining industry, it may mean trucks and shovels, overburden dumps, headframes, mill buildings, and the other conventional nuts and bolts that constitute an operating mine. To an environmental- ist it may mean bulldozed trees and tailings dams. To a mining engineer who has spent a significant proportion of his career in mine and prospect evaluation, it can mean a hole in the ground with a liar at the top. The liar in this case is frequently not so through design but through ignorance. The purpose of this paper is to contribute in a small way to en- lightening that ignorance. In doing so, it will foster more effective deployment of the pool of risk capital available to the industry.

Jan 1, 1982

The issues which are the subject of this paper cover an extremely broad field. In themselves the components of the topic could be the theme, in considerably greater detail, of a two day seminar. Indeed a full course in an academic year would probably not do justice to the topic. I have therefore experienced considerable difficulty in condensing such a broad subject range down to a 30 minutes address and in doing so have tried to, hopefully, provide a little bit of everything for the wide range of professional interests and different levels of commercial, professional and legal expertise represented at this conference. Perhaps my address could best be described as a "bird's eye" view rather than a "worm's eye" view of the subject.

Jan 1, 1990

Renison Goldfields is one of Australia's largest mining companies with annual sales revenue over $600 million. It has ten operating mines and processing plants, with operations in most States of Australia and in Papua New Guinea, Indonesia and the United States. The exploration division is active in,other parts of the world, including Europe and South America. RGC produces gold, copper, tin, coal and mineral sands. RGC is typical of companies in the mining industry in that by contrast to the typical pattern in other industries, it is necessary to have systems to handle a variety of different types of operations, a range of size of operations, and operations in remote locations.

Jan 1, 1995

Contract mining is an integral part of the underground and surface hard rock mining industry in all states of Australia. Contract mining is now makes a major contribution to the opencui coal industry in Queensland and New South Wales with Thiess alone producing over 16 million tonnes per annum with safety performances that most coal companies would be proud of. Contract mining is now attracting interest in the underground coal sector.

Jan 1, 1998

By É Lèbre, G Corder

The circular economy concept, as defined by the Ellen MacArthur Foundation (2015) and quoted by the recent International Council on Mining and Metals (ICMM) Guide to Responsible Sourcing, calls for shifting industrial systems from a linear take-make-waste model to a circular model (ICMM, 2015). In this model products are designed to optimise product and material recovery and reuse, and by-products of one system are used as inputs into other product systems. While the mining industry to date has made a limited contribution to the circular economy, the current market conditions, which are prompting calls for greater innovation, make the timing right for the industry to boost its contribution by utilising and generating value from mining waste, or making it available as a feedstock from which other industries can harness value.The first part of this extended abstract discusses the way the circular economy concept can be adapted to metal mining activities, contributing to a more sustainable resource extraction at the mine site level. The second part of this extended abstract presents a circular economy based framework revolving around non-renewable resources conservation. The third and final part examines the application of the framework to the Mount Morgan mine in Central Queensland.CITATION:Lèbre, É and Corder, G, 2016. Utilising mineralised mining waste – contributions to the circular economy, in Proceedings Life-of-Mine 2016 Conference, pp 132–134 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By B Ascott, J Kennedy, A White

At mines with low tonnes per vertical metre, like the Jundee Mine in Western Australia, operated by Newmont Asia Pacific, high development rates across multiple mining areas are critical to achieving the delivery outlined, or promised, in the annual business plan. The challenge is to deliver the short-term requirements while keeping in balance with the long-term strategic direction. Newmont Jundee has developed a system called æMine Planning by QuartersÆ that integrates the planning process with the business process in one end-to-end continuum. Short-, medium- and long-term schedules are reviewed and updated by applying four integrated subprocesses, which capture new information as it becomes available. The four subprocesses are: resource development planning û evaluating mineral resource,reserve development planning û preliminary design for new reserves,mine operating planning û final mine design for reserves, andmine production planning û detailed plans for stoping a proved reserve. Commercial mine planning software is used in these subprocesses to facilitate the flow of information into a central storage æhubÆ for uploading into the rolling business plan. A regular and consistent quarterly review helps to identify and qualify areas of business risk at an early stage, allowing time to plan for contingency and minimise the impact of the risk.

Jan 1, 2008

MR JOHN S Foxall wrote: Mr Clayton in his paper on the above subject (Proceedings, N.S. No. 34) made an assertion which should not be allowed to remain unchallenged. On the top of page 10 appears the following statement;- "By viewing the box at adepression angle of 45°, all the dimensions are disclosed and the box may be projected on isometric co-ordinates" and lower down on the same page:- "An isometric plan, being virtually a projection on a plane inclined at 45°, the nearer the dip approaches this figure so is the outline of the stoping more truly shown." Those statements embody an inaccuracy which would be misleading were an isometric plan to be constructed to suit a special case, ie the case of a mine whose lode dipped at 45°, or approximately 45° and it would be found that in such a plan the outline of the stoping would not be truly shown. The reason for this is that the depression angle at which an object is viewed in order to...

Jan 1, 1920

This paper outlines a range of strategies for steady state optimisation of most types of concentrators. Optimisation is considered in terms of comminution performance, energy efficiency, concentrator strategy and overall mine/concentrator operating philosophies. Application becomes more complex as the range of optimisation is expanded. However, the potential gains also increase. A step by step framework for data collection and analysis is provided. This process is facilitated by powerful simulation and mass balancing programs which are now in common use. Once a sound, steady state rationale for optimisation has been developed, it may be used to provide a fine foundation for process control system development.

Jan 1, 1993

By Parker GJ

The financing of smaller resource projects has proven to be a difficult problem for promoters and financiers alike as very often such projects have not met the requirements of available financing methods and promoters have equally found it difficult to establish credibility, management and technical ability with potential financing sources. Solutions to the dilemma in which many of these projects find themselves are not readily apparent but will need to be found if the full potential of Australia's resources is to be realised. INTRODUCTION The growth of so called project financing in its present form is normally considered to be a phenomenon of very recent times, however, paradoxically there are references to what could be called financing in the old testament. To confuse the issue further financing small resource projects may not, and very often are not undertaken on a project financing basis. It is therefore quite apparent that one should be completely clear on:

Jan 1, 1982

While the new Minister of Economic Development sends his apologies at being unable to speak at this Conference, I am delighted to present on his behalf. The Ministry of Economic Development is not only responsible for managing the Crown mineral estate, but also for developing initiatives and policies to promote regional economic development and for managing the GovernmentÆs broader economic development strategy. IÆd like to talk to you today about the critical links that need to exist between these three areas.   I am going to start with a question for all of you. What do these towns have in common? +        Waiuku, +        Thames, +        New Plymouth, +        Nelson, +        Greymouth, +        Arrowtown, +        Reefton, +        Palmerston, and +        Dunedin.   The answer is minerals. These towns were nearly all founded on the back of minerals and mining. In the case of Greymouth it was gold that brought the people to the mouth of the Grey River and it is coal that sustains the town.   In 1870 the town of Shortland had 20 000 people, 90 hotels and was twice the size of Auckland. We now know Shortland as Thames, and of course Auckland is considerably larger. One wonders whether the good folk of Shortland suffered from ætraffic jamsÆ with 90 pubs to navigate between. Gold mining in the Aorere River near Collingwood led early entrepreneurs to develop the land surrounding Nelson as a food basket to sustain the mining population. Nelson is still thriving on this legacy today. The town of Palmerston was founded in 1862 as a stopping point for gold miners heading into central Otago. The gold rush made Dunedin New ZealandÆs first highly industrialised city. Reefton on the West Coast was the first town in New Zealand to have electric lights and in the recent past we were wondering whoÆd be left to turn them off. New Plymouth, and Waiuku are still known as energy and mining centres.   By contrast once thriving towns like Capleston, Canvastown and Blackball are just names on a map now, and at the extreme you have places like Waiuta which has been reclaimed by the West Coast forest. Queenstown was built off the back of the gold rush, but by 1900 with the gold gone, only 190 people lived there yet Queenstown has managed to rebuild itself thanks to some other stunning natural assets. These examples help illustrate three key points that I am sure will each be extensively linked with our minerals and mining industries. First, NZÆs development and that of its regions has been, and continues to be, inextricably linked with our minerals and mining industries.   Second, things change. Sectors, regions and countries must continually adapt and improve if the are to avoid the fate of the Waiutas of this world. And third, the development challenges faced by NZ and its mining industry in the 21st century are vastly more complex than in the past. Governments and industry alike must balance and respond to a range of domestic and international environmental, cultural, economic and other interests and considerations. If you thought of your industry as æjust digging holes in the groundÆ then you may as well simply stick your head in one!

Jan 1, 2005