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By John C. Balla

The Troy deposit is located in northwestern Montana, approximately 17 mi south of Troy. The deposit is a stratiform, strata- bound, copper-silver deposit which occurs in the Revett formation of the Proterozoic Belt Supergroup. The Revett formation is approximately 1730 ft thick in the vicinity of the Troy deposit, and is divisible into three units. The upper Revett, approximately 250 ft thick, is the host for the orebody. The Revett represents a deltaic environment. The Troy deposit was discovered by Bear Creek Mining Company in 1 963 during the course of a reconnaissance stream sediment sampling program that was designed to discover strata-bound copper deposits. The deposit is approximately 7500 ft long, 1800 ft wide, and averages 60 ft thick. It is bounded on the north by outcrop, on the east by a post-mineral fault, on the south by diminishing grade and post-mineral faults, and on the west by diminishing grade. Ore reserves are 64 million tons with a grade of 0.76% Cu and 1.58 oz Ag per ton. The mine is presently operating at a production rate of 4.2 million oz of silver and 20,000 tons of copper per year.

Jan 1, 2013

By Hans W. Schreiber, Rudi P. Fronk

IINTRODUCTION Widespread activities in precious metal projects in the western U.S., Australia, Canada and other parts of the world have opened a flood-gate of consul- ting expertise to aid and accelerate the development process. Utilization of outside expertise has taken on many shapes and forms that have in some instances actually "decelerated" or "retarded" project progress. Small mines are especially vulnerable to apparent false-starts and misdirections, be- cause of their generally lower capital commitments, shorter lead times and limited mineral in-house expertise. Mine development for small mines requires fundamental approaches by knowledgeable consultants that are timely and cost-efficient and in line with accelerated development, if they are to be successful. The development process is obviously that process which brings a given deposit into production. Or, put another way, the process comprises all activities, decisions and commitments which take place from the moment an authorizing entity (usually a board of directors) com- mits to development and production (usually on the basis of a final feasibility study) until the first ton of ore is processed to a saleable product. The activities, decisions and commitments over a development period--such a period can range from as short as a year or less to as long as 5 years or more--are many, highly varied, and often interdependent. The development period is also particularly risky, not only because of the varied and interdependent decisions and commitments, but also because of capital demand amounts. Delays in the development process are thus particularly costly - sometimes so costly that small and often undercapitalized mining companies, failing to reach production and a cash flow within a planned period, face, if not bankruptcy, at least severe equity dilution or particularly onerous and restrictive covenants on additional loan financing. It therefor behooves especially small mining companies to examine ways to accelerate development. By doing so, the development process may actually meet planned scheduling. The development process generally comprises environmental impact studies completion, final engineering, permit- ting, financing, equipment and machinery procurement, contractor selection and construction -- such activities largely being overlapping. The paper addresses what the small mines operator or the small mining company can do with consulting firms to accelerate development. By "small mines" is meant open pit operations of 2000 tpd or less and underground operations of 500 tpd or less. By "consulting firms" is meant entities who do not possess an engineering and construction capability, such as Derry Michener Booth & Wahl, Pincock Allen & Holt, Behre Dolbear-Riverside, etc. The paper concentrates on gold projects. PRIORITY CONSIDERATIONS Of the items listed in the previous paragraph which comprise the development process, the two which most consistently appear to cause delays are permitting and financing. The former's delays can be due to political overtones and thus the delays may not be reasonably foreseeable. The latter's delays are most often due to inadequate preparation, and thus are avoidable. For the reason stated above, and considering that financing is fundamental to all of the activities which constitute the development process, the paper focuses on financing as the priority item which can most assist in accelerating or retarding the development process.

Jan 1, 1987

By Ed Schodowski

Wireless technology is a hot topic for anyone involved in the design, operation, maintenance or upgrading of mines or mineral processing plants because wireless technologies overcome barriers that have prevented many useful data inputs. Wireless communications can contribute to worker safety, satisfy environmental concerns, support plant security, track human and physical assets, and improve equipment maintenance. The cost structure of wireless is compelling and users can realize savings ? up to 90 percent less installed cost than wired instruments ? since wireless technology eliminates the need for expenses associated with cabling, engineering, construction and documentation. Many applications previously considered too expensive have become economically feasible with wireless. Two examples are continuous monitoring of safety showers to notify operators when one has been activated, and monitoring effluents to ensure environmental regulations are being met. In many cases, wireless transmitters can be installed where wired devices were too expensive to justify, or were not feasible due to physical or technical barriers. Examples include monitoring temperature measurements inside a rotating reactor or monitoring process variables in a tough, corrosive environment too challenging for a wired solution. Wireless also gives operating personnel mobility with the ability to communicate from remote or hard-to-reach zones. According to a recent Venture Development Corp. survey covering radio frequency (RF) of microwave industrial monitoring and control products, these features are contributing to the expected nationwide growth rate for industrial wireless applications of 19 percent annually from 2007 to 2012 (Taylor, 2008). At the same time, mineral producers have many questions about wireless systems including their applicability, reliability and security in this industry. Just what can wireless do? Is it secure and reliable? Can these instruments stand up to the rigors of the industry? Can wire-less technology provide the flexibility needed for mining applications?

Jan 1, 2009

By C. L. Jiang, B. K. Parekh, X. Shao

Among the impurities present in phosphate ore, dolomite is the most difficult to remove. This is because dolomite and phosphate have similar chemical compositions and because the dissolved species of dolomite is adsorbed on the surface of the phosphate mineral. A new amphoteric surfactant was found to be a suitable collector for the separation of dolomite and phosphate. Flotation results showed that the new amphoteric collector had a high flotation selectivity for dolomite over a wide pH range. studies on the flotation of francolite and dolomite in each other's supernatant demonstrated that the dissolved ions had little effect on the selectivity of the new collector. It was found, however, that the dissolved ions were detrimental to the flotation separation using sodium oleate as collector. From a mixture offrancolite and dolomite containing 26.2% P2O5, a phosphate concentrate containing 35.2% P205 with a 90% recovery was obtained using 290 g/t of the amphoteric collector. The rejection of MgO was 81.41 %.

Jan 1, 1999

By James N. Grassby

Metal production has traditionally been a cyclical industry. 1977 in the base metals industry has highlighted that fact with a steady decline in the market place for base metals. Corporate aggregate planning is based on good forecasting and when changing conditions make that forecasting inaccurate, alternate analysis of schedules must be accomplished quickly. The computer is the only medium powerful enough to answer management's questions within an acceptable time frame. Worldwide communications networks now make it possible for the many multinational mining companies to arrive at coordinated corporate production plans based on similar basic data from several producing divisions. The Ontario Div. of Inco Metals Co., a unit of Inco Ltd., encompassed during 1977 14 producing mines, 2 nonproducing mines, 1 nonproducing open pit, 5 flotation mills, I smelter, 2 nickel refineries, 1 copper refinery, and an iron ore recovery plant. Several new mines are under development. Mine production approximates 63 500 tpd (70,000 stpd) from some 1000 workplaces. The need for longrange mine planning and scheduling is obvious and until recently has been satisfied by manual methods. However, while manual methods are often quite practical for a small number of mines, or for mines with relatively short lives, or for mines with only one mining method, the situation in the Ontario Div. is too complex and long-term to allow effective, timely planning by such methods. In 1967, a year after the first computer was installed in the division, work was begun on the computerization of the more than 30,000 borehole logs kept in the mines exploration files with a view to speeding up the assessment of mineral resources. Also in 1967 one of the first substantial systems developed on the main business systems computer was the monthly scheduling of development and production for all mines. This system encompassed tons productions per workplace, feet development per workplace, auxiliary and service activities and the requisite labor for each of these. These two dates are mentioned to show that concurrently with the acquisition of computers in the division there was an early understanding of the importance of automating mine scheduling and planning and of the potential for effective and useful computerization of such activities. In 1970, a pilot program was developed in one of the mines containing a large number of workplaces (350) to schedule the production on a network basis. Varying degrees of interest were shown by the individual mine engineers based on the complexity of the production planning problem at each mine. In an evolutionary process, mines were added to the system as its value became obvious in terms of time saving, flexibility, and accuracy. In 1975, the central mine engineering department decided that the system should be extended to all mines so that a complete division-wide long-range scheduling system would be available upon which to base development and production planning. This system would use basic ore data, allow the addition of scheduling commands, and calculate a schedule for the life of the mine. Many reports could be produced for each mine and all-mine summaries would also be available. The significance of the system can be stated in one phrase-speed, accuracy, and flexibility. Whereas in the past a long-range all mines schedule might have been done once a year, taking from two to three months, now it can be done in a day. The chief mines engineer can incorporate changes in input data and external constraints and call for a "new look" at the long-range schedule to assist him and mines production management in their decision-making processes. Using previous manual methods this could not be done quickly enough to be useful.

Jan 1, 1979

By Arthur S. Maynard

There was a tendency several years ago for the average coal producer to more or less sit back satisfied with the big utility and metallurgical mar¬kets with long term contracts, not realizing, or possibly not evaluating correctly the importance of the growing industrial market Even the companies which were producing coal for the industrial market were primarily interested in the larger industrial customer, not fully realizing that a large percent of the industrial coal sold was to plants using less than 15,000 tons per year. As a result, possibly, the greatest inroad made by competitive fuel was made in this group. The situation mentioned previously cannot be blamed entirely on the fact that the coal markets were not evaluated in their proper perspective. Some of the responsibility would have to be due to the situation that existed during the last war' and the period immediately following, when most of the coal was put to markets of higher realization, leaving the relatively small -industrial user-to get his fuel wherever he could. This usually would mean coal from some 'gopher hole" with fluxuating quality and supply. Therefore, it was not uncommon for some industrial customers to go to competitive fuels as soon as equipment and fuel were available. Fortunately, before this situation got completely out of control, the coal producers, realizing the seriousness of the problem, made available, usually through their sales department, combustion engineers and other specialists, to help the industrial user with his problems; The engineers usually found several problems, old equipment, use of incorrect size con¬sist, ash and fusion coals, lack of automation, fly ash and dust problems which increased cost and jeopardized the customer's relations with his employees and the public.

Jan 1, 1959

By B. J. Swenty, J. L. Hubbard, R. L. Peyton

Based on the results of the National Program of Inspection of Nonfederal Dams conducted by the US Army Corps of Engineers during 1977-1981, Missouri was found to have the highest number of "unsafe" dams in the nation. Many of the dams classified as unsafe in Missouri were tailings dams.

Jan 1, 1987

By Wen Tao Liu, Tong Tian, Fu Sheng Niu, Xiu Man Liang

The level of automation employed in flotation production is relatively low. In an actual concentrator, operators use their judgment to adjust the production state based on the visual characteristics of the flotation froth surface. There are shortcomings, such as strong subjectivity and lagging process operation, that easily cause the waste of manpower and material resources. Machine vision technology is introduced to replace human visualization, achieving a quantitative description of the visual characteristics of the froth surface. The state variable parameters are provided for the identification of the flotation conditions.

By J. R. Diehl, R. W. Lai, R. W. Hammack, S. U. M. Khan

Cyclic voltammetry (CV), flotation response, evolved-gas analysis (EGA), and X-ray photoelectron spectroscopy (XPS) were employed to evaluate the major differences in the surface property and surface reactivity of a selected coal pyrite and a mineral pyrite. Surface properties of pyrite were evaluated in terms of flotation response in the presence of both an anionic fluorosurfactant and sodium hydrosulfide. The charge transfer adsorption and oxidation potential of sodium hydrosulfide were evaluated using cyclic voltammetry. Drastic differences in the flotation response have been observed between the coal pyrite and the mineral pyrite. Significant differences in the cyclic voltammograms at pyrite surfaces of these two sources were also observed. Measurements by XPS and EGA were used to determine the oxidation products and the rate of oxidation of the coal-pyrite and the mineral-pyrite surfaces.

Jan 1, 1991

By Georges E. Vaillant

Air pollution control in primary aluminum smelter . Various processes are known for air pollution in electrolysis plants. Mainly two systems have to be taken into consideration: -Treatment of concentrated gases collected directly from hooded pots. This is normally achieved by either dry or wet process. This is not the object of this paper as these processes have been already described. -Treatment of low concentrated fumes. A certain amount of gaseous and solid fluoride (35 % of total fluor pollution) goes out of the hooded pot. Gases commonly called secondary fumes are generally treated by wet process. The object of 'this paper is to describe two plants with specific treatment for secondary fumes. 1/ A plant in operation in Vlissingen (Netherlands) for PECHINEY. 2/ Presentation of tests carried out by a specialized Company. The results of such tests have been used for the design of the scrubbers presently under construction for ALUMINIO ESPANOL San Ciprian (Spain).

Jan 1, 1978

By J. W. Merks

Applied statistics provides scores of powerful tests and techniques that are widely used and abused in science and engineering. The variance is the basic measure for variability, precision and risk. The formulas for the variances of the arithmetic mean and the weighted average are derived from the variance of a general function, as defined in probability theory. The requirement of functional or mathematical independence in probability theory translates into the concept of degrees of freedom in applied statistics. Geostatistics is the only variant of statistics in which functional dependence and degrees of freedom are irrelevant. This paper examines whether such basic elements of probability and statistics can be ignored with impunity.

Jan 1, 1997

By Tom Bruington

This paper discusses the accuracy of determining the quantities of gold and silver on activated carbon in various stages of process for typical precious metals flowsheets. Accurate plant performance evaluation depends upon reliable estimates of carbon and precious metals inventories. The sources of sampling error are identified and methods of reducing them discussed. Several case studies illustrating the sensitivity of flowsheet performance to sampling error are presented.

Jan 1, 1991

By Steve Kral

The power industry throughout the world is in the midst of a significant transition that will result in a major restructuring. Deregulation of utilities in the United States is continuing, resulting in increased competition among power providers. The traditional ways that electric power is globally bought, sold and delivered will also change. However, according to the Department of Energy's (DOE) Pat Godley, one thing is clear: "Those who provide the power during the 21 st century will be those who are willing to change - those who are willing to accept new ways of doing business and willing to employ new technologies." Godley is assistant secretary of fossil energy with DOE. Her comments came during the opening remarks at the Fourth Annual Clean Coal Technology Conference, held in Denver, CO, Sept. 5-8, 1995. The conference was sponsored by DOE and the Center of Energy and Economic Development. Under the theme "Global Opportunity," more than 300 coal and utility executives spent three days discussing the new face of the electric-power industry throughout the world and the new, mostly clean coal technologies (CCT) that will be available to power providers.

Jan 1, 1995

By J. Litsenberger, T. E. Marshall, P. R. Coyle, L. J. Prosser, A. T. Iannacchione

For the first time in an underground stone mine, the relationship between roof movement and microseismic emissions was examined in conjunction with two distinct roof fall areas. As roof monitoring increases in acceptance and monitoring technology advances, the goal of providing reliable roof fall detection systems to enhance the safety of underground mine workers moves closer to reality. Instrumental to reaching that goal is the ability to interpret accurately and completely roof movement and microseismic emissions, which can serve as precursors to roof falls. This paper examines the capabilities of convergence and microseismic monitoring systems to better understand roof rock failure mechanics and to anticipate roof falls. An understanding of how these techniques are used and how they interact with each other is critical in developing the most effective ground control strategy for our nation’s mines.

Jan 1, 2004

By R. J. Roman

Introduction This paper attempts to describe the characteristics of the industrial minerals segment of the minerals industry that make it different from the other segments. Also described are the trends, strengths, and shortcomings in the industrial minerals segment. This may help professionals in the minerals industry determine if there is a place for them in industrial minerals. Industry Overview It is difficult to generalize when describing the industrial minerals industry. Some products, such as cement and potash, are produced exclusively by large, well capitalized and technically sophisticated companies. Others, such as sand and gravel, are generally produced by small, family-owned companies operating on a shoestring budget. Still other products, such as feldspar, are produced by both types of companies. Not only are the companies vastly different, the products and marketing of their products are also different. Industrial mineral products are sold based on their physical characteristics (abrasives), or their chemical characteristics (trona), or both (glass sand). Marketing can be direct by the producing plant, a corporate office handling products form several plants, or through distributors. The geologic, mining, and processing skills needed can be minimal or sophisticated. There can even be large differences in the technical skills needed in two plants producing the same product. One feldspar producer may only need to mine and grind his ore, while another may use a delicate flotation process. One easy generalization is that there are industrial mineral operations in all geographic locations. A second is that industrial minerals offers more opportunities to entrepreneurs than the metals field because of the variety in the sizes and types of operations. Industry Growth Industrial minerals must be considered a mature industry. Consequently, little exciting growth can be expected. Over the past 30 years, industry sales have grown at a rate of 6.2%, compared to a 6.7% growth rate of the GNP (Kliff, 1978). A 3.8% growth rate has been forecast for the remainder of this century. The fortunes of those plants producing a product for local consumption will depend on the prosperity of the local economy. The fortunes of those plants that sell into the national market will depend on their competitiveness in their industry. Major industrial mineral products are shown in Table 1. The first three commodities account for 66% of the industrial minerals market. Typically, deposits of stone, sand and gravel, and the limestone, silica, and clay needed for cement are easy to find and mine. Role of Mining Engineers and Geologists Because a sophisticated techcical knowledge of geology or mining is not required, very few geologists and mining engineers are employed in industrial minerals. Geologists working for these companies function less as geologists than managers and executives dealing with permitting and land acquisition. Likewise, mining is done mostly by open-pit methods. It is generally supervised by an individual experienced in the operation and maintenance of heavy equipment, not a mining engineer trained in rock mechanics or computer methods of mine planning. What of the geologists and mining engineers employed by the industrial minerals industry? Many gained their positions as a result of their experience dealing with the regulatory agencies that control the operations of all mines and mills. Their technical expertise in geology or mining becomes only a side benefit. Finding and mining industrial minerals does not generally require the concentrated efforts of geologists and mining engineers. But the processing of the ores does

Jan 2, 1985

By I. S. Parrish

Gold deposits in Hebei and Shanxi provinces in northeast China fall into three general classes: - Placer deposits - Mesothermal vein deposits - Disseminated and oxidized volcanogenic deposits Past production dating back thousands of years has all but exhausted the placers. The mesothermal vein deposits, incorrectly considered in the past as "greenstone" type, are small to moderate in both size and grade. Production from these granulite and amphibolite hosted veins, at present greater than from the newly discovered disseminated deposits, is expected to wane. Production from the disseminated deposits achieved only in the past few years is expected to equal or surpass that from the other classes of deposits. At least one "world-class" deposit is being developed.

Jan 1, 1989

By Satya Harpalani

An investigation was carried out to study the microscopic structure of coal in order to understand the phenomenon of methane migration. A Scanning Electron Microscope (SEH) was used to study the surface and pore structure of bituminous coal taken from an underground mine. Micrographs obtained showed the highly porous nature of coal which explains the large quantities of gases that remain within the pores in the compressed and adsorbed forms. These micrographs further showed that most of the pores within the coal matrix are the 'dead-end' type and do not contribute much towards the flow of gas. The most important finding was that solid coal has a network of cracks and fractures indicating that it is these cracks that are primarily responsible for the gas flow, rather than the pores. The size and distribution of the pores within coal influence the capacity of coal to retain methane but movement of the gas molecules is the responsibility of the microfractures. Any mathematical modeling to simulate gas flow through coal must take this into account. For purposes of modeling, the structure of coal can be considered to have dual porosity. First, the gas molecules are released from the pores and there is a gradual migration towards the fractures. Once the gas reaches the fractures, its movement is eased greatly along these fractures.

Jan 1, 1987

By David M. Spatz

Anyone who scans the modern literature will realize that concepts of leadership have changed during the past few years. And like change in so many areas of our culture, change has been rapid in the perception of leadership. Many traditional leadership traits are still highly regarded and many of the longstanding personal qualities that improve leadership abilities continue to be effective. In the past, though, leaders could rely on dominance, intimidation and fear to accomplish their goals through the actions of others. In contrast, effective leaders today build relationships, provide vision and guidance, and strive for communication, cooperation, trust and employee satisfaction. Earnest leadership involves moral issues like honesty, integrity, fairness, empathy and respect. Modern leaders guide, facilitate and coach, rather than command and direct. But how well equipped are managers in the mining industry to meet the leadership challenges that lie ahead? More importantly, is he or she becoming a better leader? This article outlines steps to becoming a more effective leader. Management consultants stress that the changes that lie ahead will demand swift organizational adjustments and managers who are equipped to lead during times of change (Boyett and Conn, 1991; Hesselbein et al., 1996; White et al., 1996 and Kotter, 1997). Becoming a better leader begins with self-assessment and a commitment to unify all who depend on one's leadership abilities. Simply defined, leadership is leading others. Contrary to common practice, leadership is not about advancing one's own career but about bringing out the best in others. The beauty of modern leadership, however, is that the path of serving others creates synergies. They benefit everyone, including the leader, those the leader manages, upper management and company shareholders.

Jan 1, 1998

By James Wm. White

Today a large number of open pit mines use computer-based mine management systems to automatically assign haul trucks, track equipment, and manage information. Now advances in digital communications allow the use of these systems in underground operations. Underground mine management systems help maximize production by providing impressive gains in areas such as equipment and manpower utilization, draw point equalization in block caving operations, preventive maintenance, and safety. Current systems use allocated or "locked" train and LHD dispatching. While allocated dis-patching rarely optimizes open pit production, it offers an efficient mode of operation underground where options are more limited.

Jan 1, 1996

By J. L. Post, L. Borer

Small seams of fibrous tremolite and actinolite commonly occur in many California counties. A number of larger seams of this fibrous material were mined from 1882 until about 1955. The fibers from these mines were used for making acid filters, battery cases and fire-resistant paint. With increasing population, new residential areas are being developed in the foothill regions, leading to increased contact with seams of fibrous amphiboles. These forms of asbestos can be particularly dangerous to human health. Thus, it is necessary to determine the locations of these mines and adjacent veins and to identify the specific amphibole minerals present.

Jan 1, 2003