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By W. E. Horst

Raw materials and mineral products are crushed, ground, or pulverized for a variety of reasons. Some of the most important reasons for size reduction are: to liberate marketable mineral species from a matrix of commercial minerals and gangue, to promote rapid chemical reaction through exposure of large surface area, and to produce a material with desirable size characteristics for handling, utilization, and storage. Comminution processes are currently used on vast tonnages of raw material annually. In the mineral industries where mineral products and other solids are processed, the various size-reduction unit operations represent a major portion of the manufacturing costs. The comminution process is an expensive unit operation from the stand- point of both capital and operating costs. Power consumption is large, and the energy conversion to useful work is very small regardless of the size-reduction system. In energy terms, about 1% of the all electricity generated throughout the world is expended in crushing and grinding operations by the cement industry alone. Comminution is a general term for size reduction that may be applied without regard to the actual breakage mechanism involved. General type of size-reduction equipment include crushers, tumbling mills of various type, impact mills, fixed-path mills such as a roller mill, and fluid-energy mills. Some comminution machines accomplish

Jan 1, 1985

By M. V. Chari

A prime objective of physical coal cleaning is the separation of raw coal into a clean coal product with the required low ash and pyritic sulfur content and a high ash refuse. The refuse should also contain a minimum amount of combustible matter. In order to be effective, cleaning processes require that the mineral matter in the feed, including pyrite, be largely discrete and free particles, liberated so that the particles are not attached or embedded in coal. Liberation of mineral matter from coal, particularly pyrite, was investigated by Bechtel as part of two fine coal cleaning research programs sponsored by the Department Of Energy (DOE), Pittsburgh Energy Technology Center (PETC). Two proof-of-concept (POC) plants, each with a capacity of 900 kg per hour, were installed and tested to evaluate production of ultra-clean coal using microbubble flotation and spherical agglomeration technologies. The plants were designed to produce clean coal with 2 percent ash and pyrite content lower than that achievable by conventional methods. Also, the quality targets were to be attained at energy recoveries above 80 percent. Bench-scale flotation and agglomeration tests indicated that it would be practical to grind the 6 mm top size feed coal to a mean particle size (050) of 10 micrometers in the POC test plant. In this part of the paper, the steps taken in the grinding circuit to maximize liberation of mineral matter are described.

Jan 1, 1991

By Erwan Yap, Brian Mangogna, Craig Romrell, Jeff McKay, Weishi Mang, Andrea Deml, Adam Steimel, Justin Dix

The Doe Run Company (Doe Run), a global supplier of lead (Pb), copper (Cu) and zinc (Zn) concentrates, and lead metal alloys, installed an enterprise expert control system— termed as Digital One—on the company’s Pb, Cu and Zn circuits at its Buick Mill in December 2022. Digital One was developed with Metso and deploys Metso’s product, VisioFroth™. This automated system is now running and optimizing the flotation processes for all three circuits (Pb, Zn and Cu), all plant air and methyl isobutyl carbinol (MIBC). In addition, Digital One also controls a second, newly built, modern flotation reagent system. Digital One also paves the way for automation and expert control of the entire mill, integrating grinding, thickening and filtration. Digital One is digitally immersed in a universal distributed control system (DCS); therefore, today’s mineral processing plants may be upgraded to it or designed around it. This presentation will explore the plant design and operation of this technology at the Doe Run Buick Mill.

Feb 1, 2024

The most important event affecting the United States coal industry in 1993 was the strike by the United Mine Workers of America (UMWA). This was a series of selective strikes, beginning with a strike against four Peabody Holding affiliates on Feb. 2, following unsuccessful contract negotiations between the UMWA and the Bituminous Coal Operators' Association (BCOA). Although that strike ended on March 3, the failure to reach a new contract agreement led to walkouts at several Midwestern mines on May 10. During the summer, the strike expanded to include mines of 13 companies in seven states including Ohio, Pennsylvania, Illinois, Indiana, Kentucky, Virginia and West Virginia. About 17,000 miners were idled during the strike. As the prospects for a settlement diminished, the Secretary of Labor appointed a federal mediator. The mediation resulted in a five-year contract. In addition to increases in wages and pensions, it was agreed that 60% of new job openings would be filled by laid off and active UMWA miners. In return, companies won the right to establish more flexible work rules and scheduling of miners. While some health care benefits were expanded, the agreement established a new health care system that was designed to reduce costs. Preliminary Energy Information Administration (EIA) data indicate that US coal production fell by 5% in 1993, to 859 Mt (947 million st) (Table 1). The strike was one of the primary causes of the decline in production. Another significant cause was a 27% decline in coal exports. Also, a very small displacement of domestic coal production resulted from a rise in coal imports.

Jan 1, 1994

By Michael Michaylov, Elena Vlasseva

On the basis of well known and widely used in mine practice retreat longwall mining system, physical and mathematical models of air leakage dynamics have been created. Flow is assumed viscous-inertial and considering natural anisotropy of porous media of a gob area. As a result of modeling pressure and leakage distribution and velocity field can be defined. Thus the model presented in this paper can be used as aerodynamical prediction of gob area characteristics.

Jan 1, 1995

By N. M. Grant, W. G. Prast

Jamaica has extensive deposits of marble, gypsum, and limestone, offering prospects for commercial sales to nearby US markets, notably the Gulf Coast and Southeast. Stare-owned and private Jamaican industrial minerals producers have made limited sales to date but expect to increase exports during the balance of the 1980s. Restraints include Jamaican government controls on access to essential foreign exchange for new capital investments and distribution of profits. Jamaican efforts to identify market opportunities in the US are reviewed, and the outlook for further exports of carbonates is discussed.

Jan 1, 1987

By Sahendra Ram, Ashok Kumar, Rakesh Kumar, AMIT KUMAR SINGH, Dheeraj Kumar, Arun Kumar Singh, Rajendra Singh

This paper describes the successful mechanized extraction of coal pillars in 11 panels using the fish-tail method from 2010 to 2017 at Pinoura Mine in India. This method proved its potential of coal recovery with efficient strata control under weak roof due to faster rate of extraction in a single lift. Observations of strata and snook behavior during the field studies in different panels of the mine are included.

By Jeffery Denit, Steve Hoffman, Van Housman

The Environmental Protection Agency (EPA) is in the early stages of developing a national mining waste program. Our goal is to develop a mining waste program that will be state implemented, multimedia in nature, flexible, utilize and enhance existing state programs, and protect the environment. The Agency appreciates the cooperation the mining industry is providing through its participation in the Policy Dialogue committee on Mining and by providing the Agency with technical data. The following is a discussion of what led to the development of a national mining waste program, the agenda initiative to evaluate Toxic Substances Control Act authority in phosphate manufacturing, and the important steps being taken through the Policy Dialogue process to frame and discuss issues. EXTRACTION AND BENEFICIATION OF ORES The Resource Conservation and Recovery Act of 1976 (RCRA) and subsequent amendments created a framework for the regulation of hazardous wastes under Subtitle C and nonhazardous waste under Subtitle D. In 1978, initial regulations were proposed for hazardous waste management units under RCRA. These identified a universe of special wastes that were large volume, low hazard and less amenable to Subtitle C control techniques. EPA noted that waste materials from the "extraction, beneficiation and processing of ores and minerals m fit these criteria. In October 1980, Section 3001 of RCRA was amended. This Bevill amendment excluded solid waste from the extraction, beneficiation and processing of ores and minerals from regulatory control under RCRA's hazardous waste Subtitle C. This was done pending a report to Congress and a regulatory determination regarding the Subtitle C status of these wastes. Thus in November 1980, EPA published an interim final amendment to the RCRA Subtitle C regulations to reflect the Bevill amendment. RCRA requires EPA to perform studies and make reports to Congress regarding the management methods and potential hazards of managing waste. RCRA also calls for a regulatory determination regarding whether Subtitle C (hazardous) or D (non- hazardous) controls are warranted for these wastes. In December 1985, EPA submitted a report to congress entitled, “Wastes from the Extraction and Beneficiation of Metallic Ores, Phosphate Rock, Asbestos, Overburden from Uranium Mining and Oil Shale." In that report, EPA found that some mining wastes exhibit hazardous characteristics, that the range of risk from mining waste is broad, and that waste management practices have caused environmental damage. In July 1986, EPA published a regulatory determination based on information gathered in the 1985 report to Congress and comments from interested parties. In the report, EPA concluded that RCRA Subtitle C regulation of extraction and beneficiation wastes was unwarranted because mining wastes tend to be disposed of in arid climates, waste volumes are high, and facilities and wastes are located in sparsely

Jan 1, 1992

By J. Peterson, P. G. McKneight, R. W. Riggle

"In today’s tough mining environment, the key difference between surviving and thriving is how effectively miners optimize their mining operations. This paper explores the compounding effects material fragmentation has on mining costs and productivity. Starting with Drilling & Blasting and moving through Loading, Hauling and Crushing, we will illustrate the opportunities to improve operating costs and thus reduce the Total Cost of Ownership (TCO) of the total mining system. Material size and volume requirements are defined by the needs of the mill or plant, and drive the rest of the mining operation from the bench through the primary crusher. At the start of the cycle, where the rock mass is drilled and blasted, the degree of fragmentation and the muck pile configuration is determined, as are the effects on cost and productivity of all subsequent operations. The cost of managing oversize material, including secondary handling, overloading, reduced diggability, higher load factors, extra pass loading, increased wear factors and reduced throughput rates are all opportunities for improvement. INTRODUCTION Having visited many mine sites, customers are asking about the end to end mining value stream from loading to the crusher and how to measure the cumulative effects on each part of the mining value chain. All too often improvements with the drilling and blasting may impact fragmentation but do not improve the diggability so the net change on cycle times or fill ratios is perceived to be negative at the point of loading but they may have a measured improvement going through the primary crusher. This makes it imperative to measure performance at each segment of the overall cycle and not just to the crusher but thru it. The mine material process originates with solid rock, in-situ, and progresses to the output of the primary crusher. Once the material has passed the primary crusher the fragmentation size will be fairly consistent and promote consistent throughput of the plant or mill. In late 2015 a team was conducting a reassessment visit to a mining site where we had conducted the original assessment the previous year. Though many recommendations had been implemented some had been so recent they had not resulted in the expected improvements. Several of our discussions kept returning to the impact fragmentation has to both the individual components of the mining cycle but also the effects compounded throughout the end to end process. Let’s move on to the big picture before we zoom in on any specific operation. To get from native solid rock in the ground to a concentrate or a saleable rock product we have the same steps from one end of the chain to the other. We start with a good geological understanding of the rock type, characteristics and structure to design a program to drill and blast the rock. The height of the bench is relevant to the annual production requirements and the specific digging equipment models best sized to make that production possible. The equipment selection influences the bench height which has a minimum and maximum hole diameter to maintain a safe blasting operation. The diameter of hole burden and spacing all contribute to a good distribution of explosives in the rock mass that maximize the fragmentation and preconditioning of the rock when blasted. The timing and sequencing of hole initiation will yield a fragmentation ratio and diggability factor. Fragmentation size adjustments will change the meters drilled per cube and the explosives consumption will change accordingly. Drill cost is measured by meter drilled so a direct relationship exists between cost and fragmentation sized achieved."

Jan 1, 2017

By I. S. Parrish

Locating and defining an ore body with minerals or metals that can be recovered at a profit is the objective of minerals exploration. Direct exploration involves examining and sampling rocks either in outcrop, underground exposure, drill core, or cuttings. Indirect exploration infers the measurement of some physical, chemical, or biological factor that reflects the possible presence of the metal or mineral of interest, or a structure that may act to collect, concentrate, or otherwise favor the presence of the desired commodity. Included here are all forms of geophysical, geochemical, or geotech-nical prospecting. In recent years, indirect exploration has given rise to an impressive number of specialists and a variety of techniques. Less impressive is the success rate or productivity of the modern explorationist. Exploration Productivity Losing Ground Judging from the low number of mine openings or mine discoveries in recent years, the exploration industry is not as productive as it once was. Many will take umbrage at this judgment, but a review of the literature will support this statement. In Canada, from 1951 through 1960, there was an average of 5.6 discoveries a year. From 1961 through 1976 there were only four a year. This nearly 30% reduction occurred despite a massive increase in exploration funding. From 1950 to 1955, the Canadian mining industry spent $5 million (1975 dollars) for each minable deposit found. During the period 1970 to 1975, the cost was $25 million for each one found. The industry was spending five times as much and finding 30% less than a generation earlier. This is not indicative of a productive endeavor. The loss in productivity is even more apparent to explorationists who wander the western US, and are awed by the thoroughness and discovery rate of those early prospectors who explored from 1850-1920. The "old-timers" missed very little. They used pans and crude chemical tests in place of plasma or X-ray fluorescent assay techniques. But, they found ore bodies that led to mines. Today, the best prospecting areas are pockmarked by the hand dug pits, trenches, and shafts left by our predecessors. The success or productivity of the old-timers may be attributed to any or all of several factors. Granted, they were looking at virgin ground and at deposits that in many places were exposed. The factor most critical is, however, that they employed direct exploration methods. They walked over areas of interest, traversed swamps and mountains, and followed "colors" in stream gravels to their source. They also chipped rocks, dug pits, trenched along structures, and followed the "leads." Many of today's explorationists, on the other hand, adopt a more sophisticated approach. A geologic model is conjured up so the exploration team "knows" models, but the model should be applied at a later stage in the exploration effort. J. D. Ridge has written an excellent article on the role and timing of models. Geologists should collect and assemble data, facts, and observations and fit these into a model and not conceive a model and seek data to prove their vision. Further, many exploration managers are adept and talented at devising exploration programs. They can program and use modern exploration techniques and tools. They can apply these and their modeling capacity to assemble a glittering array of targets. It would appear that in all too many instances, creating targets has been equated with and is considered being productive. As noted, finding ore bodies is being productive in exploration. Creating targets may or may not lead to ore bodies. As an end result, locating targets is not productive exploration. How then does one foster productivity in exploration? Some suggestions are to increase the use of direct methods, follow the methods and philosophies of old-timers, look at more rocks, do more field work, use foot traverses, and do more drilling. It may be argued that this is what the old-timers have done and we would then be hoping to find

Jan 11, 1983

By John W. Tieman

Coal is a term applied to vegetable matter (trees, grasses, etc.) which was subjected to heat and pressure through geologic ages. This resulted in a change in both the physical and chemical properties. Because its chemical composition is variable, geologists classify coal as a heterogeneous mineral rather than a homogeneous mineral. Peat represents the initial, unconsolidated stage in the development of coal. This coalification continues with time and the application of temperature and pressure to lignite, subbituminous, bituminous, and anthracite toward the theoretical graphite end member.

Jan 1, 1981

By D. C. White

The Vulture Mine near Wickenburg, Arizona was a major gold producer from 1863 to 1942, having yielded about 11,000 kg Au and 8,000 kg Ag. Gold occurs as coarse native metal and electrum in quartz veins and also finely disseminated within a quartz monzonite sill and its silicified wall rock. The sill is semi-conformable within a Proterozoic volcaniclastic-dominated sequence all dipping north about 35°. Early mining focused on the vein-hosted gold particularly in the immediate hanging wall and footwall of the sill. Later efforts included some open-pitting of the outcropping sill and adjacent altered and mineralized rock. Two sets of post-mineral faults have complicated the orebody geometry.

Jan 1, 1988

By Dominick Mandalari, David Mast, Heather Ullinger, Juan Granja, Amanda Foote

The City of Akron will construct the Northside Interceptor Tunnel (NSIT) project to control and reduce combined sewer overflows. One component of the project a large diameter tunnel diversion / flow control structure that will facilitate tunnel storage, divert dry weather flow to the treatment plant, and divert large wet weather events that are greater than the tunnel capacity to the Cuyahoga River. The structure is designed to pass up to 1.2 billion gallons per day of flow and includes floatables screening. This paper will discuss project background, factors that influenced shaft location, and options evaluated to manage the large design flows.

Jun 23, 2024

By Peter J. Szabo

The mining executive works in a cyclical industry. His employment is subject to the vagaries of the marketplace. Boom and bust has always been the industry's story. "Big oil" failed in its mining effort. This left emotional and financial scars on many mining families. One must remember that mining executives always play a high-stakes game. Given the cyclical nature of the mining industry, mining executives need to take care of their own financial security. The mining executive that does not plan for his financial security in this cyclical business is playing Russian Roulette with his future. Take a look at those people who have reached their later years with the mining industry. One usually finds three categories of people. Those few in the first group have been fortunate enough to have worked for one company. They have survived the winnowing process of cyclicality, political problems, and takeovers. They have reached normal retirement age. For them, the retirement years are usually comfortable. People in the second group have worked for those same mining companies. But these people have been forced out by early retirement. Or they have been laid off for cyclical, takeover, or political reasons. The third group includes those who have held many positions in the mining industry. Probably not until their later years are they fully vested, if at all, in a pension program. The first small group, then, is the exception. The others, unless they have taken care of their financial security, are doomed to later years of financial problems, stress, and unhappiness. Too late in life, many realize the harsh realities of failure to plan and implement a personal financial program. Mining executives go to some of the world's leading mining schools, to learn how to make money. The curriculum is technically strong. Most mining graduates are familiar with the intricacies of discounted cash flow, present value, and the Hoskold formula. But few of these same mining schools require courses on personal financial planning. Such courses could give mining students a realistic foundation and the mechanisms with which to cope with their cyclical profession. An executive has only three sources of money. He can make money at work. He can put his money to work. Or he can get money from charities, such as government programs. Of these three sources of money, money at work has the best chance of providing financial security in later years. The mining executive must think of the day when he will be too old to work and contribute to the market place. At this point, the quantity and quality of his investments will determine whether his later years will be secure. Along with the Mining Engineering Handbook, two key books should be included in the mining executive's library. These are Venita Van Caspel's The Power of Money Dynamics and Benjamin J. Stein's Financial Passages. These books contain the basic concepts of personal financial planning so critical to an individual's financial survival. Venita points out the simple formula that is the key to financial independence: Time + Money + American Free Enterprise (Rate of Return) = Opportunity to Become Financially Independent Chart 1 shows that this is not a trite formula. The chart shows the dramatic effects of compounding over time. The chart also shows at various yields what a $2000 a year Individual Retirement Account (IRA) contribution will accumulate. Chart 1 (from Money magazine) is based on the future value of an ordinary annuity. It shows that the key to amassing a small fortune by the time a person reaches his 50s is starting to save methodically in his 20s. This, coupled with the highest yields consistent with safety of principal will ensure financial security. There are significant effects from compounding money over time. Every year the decision is put off to save for later years will cost a person dearly by the time he reaches his 50s. For example, consider the decision to put off for one year a $2000 IRA investment at a 12% return. Starting it at age 31 instead of 30 will cost the executive almost $100,000 by age 65. What if the executive waits until age 35 to get started with his $2000 a year investment? He will then lose nearly $400,000 by age 65. Stated another way, the executive costs himself this $400,000 simply because he did not invest $167 a month for five years. $167 a month - that's less than an inexpensive second car payment. This $400,000 pool of money could provide the executive a $40,000 a year income at age 65, assuming a 10% return on invest-

Jan 11, 1985

By Carrie Smith

Along Michigan’s Upper Peninsula lies the Marquette Iron Range, home to iron mines. Just southeast of the region is the small town of Iron River, where Mary Korpi spent most of her chidhood and early adulthood. Though living in the heart of mining country, the industry did not pique her interest while growing up. As the daughter of two educators, she envisioned a different future for herself. Now, decades after working for one of the largest gold companies, she is gearing up for her term as the Society for Mining, Metallurgy & Exploration’s 2026 President.

Mar 1, 2026

By D. D. Lei, H. Sevim

In a recently developed, long-term open pit production planning model, the optimal plan is found by exhaustively searching through nested pits of maximum metal contents. A more efficient, dynamic programming (DP) based search algorithm now replaces the exhaustive search algorithm that requires prohibitively long execution time in real life cases. The logic and formulation of the newly developed search algorithm are illustrated through a small hypothetical case. An actual gold deposit is treated to demonstrate that the algorithm does indeed find the optimal production plan among all possible plans. A comparison, in terms of computational savings between the two algorithms, is also given.

Jan 1, 1995

By B. C. Scott

Every year more and more mining companies are entering joint ventures to look for minerals. Large companies join large companies, small companies join small companies, and large companies join small companies. Mining companies join oil companies, chemical companies, machinery companies, and companies with no other connection to the minerals business. And well they might, for here is a way for both minerals-oriented companies and those that have no background or knowledge of the minerals business to get actively involved in an outwardly-attractive but high-risk enterprise with the chance to participate in a lucrative minerals find. Thus, for reasons beyond those normally associated with joint ventures in many other fields, corporations, companies, groups, and even individuals are looking to joint exploration ventures as the answer to all problems of getting into or staying in mining.

Jan 1, 1972

By David R. Delling

Tenneco is a large, diversified, energy-based company which has grown rapidly during its forty year life. We're the youngest corporation among Fortune's top 20 companies. Tenneco Minerals Company is the division of the Corporation responsible for nonfuel minerals exploration, development and operations. Tenneco Minerals Company is headquartered in Lakewood, Colorado. Exploration offices are in Colorado, Nevada, Alaska, and Perth, Australia. We currently operate two gold mines in Nevada and a large underground trona mine and soda ash processing plant in Wyoming. The latter has a capacity of 907 000 tonnes per year of soda ash and is the subject of my presentation today.

Jan 1, 1984

By Jr. Wilkinson

Mine planners are under pressure to evaluate the impact of changing economic times and newly acquired data on the mine plan. Incorporating change, such as commodity prices, customer sales, changing cost assumptions, and newly acquired geologic data into the mine plans requires quick turn-around for model building and planning to keep the mine plan on pace with changes as they are occurring. Because of the length of time required to perform some of the geologic modeling and mine planning tasks, planning frequency may not be keeping pace with the frequency of change. This paper discusses how one company has increased the frequency rate and accuracy of mine plans to keep current with incoming data, ensuring mine plans reflect the latest information, thereby minimizing or eliminating production cost variance.

Jan 1, 2010

By N. S. Harding, M. C. Mai, A. G. Fonseca

Many coal characteristics affect combustion performance. Mill wear, boiler efficiency and derate, slagging, fouling, and ash collection and removal are only a few of the impacts of coal quality on boiler performance. The ability to assess fuel characteristic impacts on busbar costs is essential, although difficult to obtain. The relationships between coal characteristics and ignitability, operability, slagging, and fouling were investigated. The examination of combustion data/performance from a laboratory study, a boiler simulation system (pilot combustor), and commercial boilers indicated the benefits of burning improved quality coal. The specific effects of cleaning are discussed. A validation of the necessity of commercial-scale and/or pilot-scale testing is presented.

Jan 1, 1988