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By Thomas H. Wake, Timothy M. Tower

A continuing trend in raise drilling is the movement toward increased automation. This paper discusses the reasons for automating a raise drill, which include labor saving, faster and smoother operation, quicker response to blocky ground, and improved data logging and diagnostics. It gives a "wish list" of features when automating a raise drill, from simple shutdown control through unattended operation. It discusses the principles involved in closed loop control of a sluggish mining machine with large inertia, and covers functions such as data logging and remote control. Results are presented from a field test on a production raise drill.

Jan 1, 1991

When multiple mines operate in an area there are social, economic and environmental impacts which cumulate over space and time. These impacts require special attention. A collective approach is required to identify, assess and manage them. No assessment of sustainability of mining can be considered complete without accounting for cumulative impacts. This paper proposes a framework and typology to deal with cumulative impacts and tests this in a coal mining area in NSW Australia.

Jan 1, 2007

By M. Cimini

The main objective of this paper is to propose a new sustainability parameter, called Visibility Indicator (VI), to describe the influence of mining operations on the visibility of the open works in the site from the surrounding land. A further goal is to point out a procedure for Visual Impact Analysis and Assessment (VIAA) of mining and quarrying operations in the phases of elaborating and evaluating of the project and depleting the resources. The Visibility Indicator has been computed taking into consideration the evolution of the area involved in the exploitation activity.

Jan 1, 2003

By D. L. Petersen, C. R. Nelson, P. M. Bergson, B. K. Nelson

Membrane waterproofing systems in large tunnels cause the partial decoupling of the concrete liner from the rockbolted and shotcreted reinforced rockmass. This decoupling leads to a loose fit of the liner in the excavation when shrinkage from cooling and moisture loss occurs. This increases tensile stresses which require either the addition of reinforcing steel in excess of common European practice or the potential for liner cracking. Hot weather concrete placement and cold weather service conditions increase the magnitude of the problem, while creep of the rockmass reduces it. Contact grouting also reduces, but does not eliminate, the problem.

Jan 1, 1991

By P. D. Chamberlain

Agglomeration for the heap leaching of gold and silver ores is the process of attaching fine ore particles-less than 150 µm (100 mesh)-to coarser particles. The fines are thus immobilized and uniformly distributed throughout the heap. This is needed to make heaps more porous and uniformly permeable to the flow of a leaching solution. This article describes liquids and binders used to form agglomerates. Agglomeration techniques and equipment are also described. These include drum and disk agglomerators, stockpile and belt agglomeration, and the use of vibrating deck and reverse-running conveyors. The need for agglomeration The main reason for agglomerating heap leachable ores is to prevent percolation problems in a heap. This is different than pelletizing iron ore. In the latter case, the purpose is to bond very finely ground material into coarser, strong particles. These particles can then withstand the rigors of transportation and the loading forces in a blast furnace. Most percolation problems in heaps are caused by the segregation of coarse and fine particles during heap construction. This segregation creates areas with significantly lower permeability because fines plug the channels between coarse particles. Consequently, the leach solutions are subject to channeling, following the path of least resistance. They percolate downward through the coarse ore areas and bypass or barely wet areas that contain large amounts of fines. This results in lower extraction, longer leach time, and higher reagent consumption. Permeability problems in heap leaching are compounded because of the vertical migration of fine particles after the heap has been built. These fines eventually accumulate in pockets or layers and impede uniform solution flow. The fines move because they are not attached to a coarser particle. Moreover, the sluicing action of leach solution flowing over the surface of particles may break the bond between fine and coarse particles. Some fines are also created by the decomposition of ores after being wetted. Percolation problems are minimized if the fines can be attached to the coarser particles. Fines are thus uniformly distributed and rendered immobile within the heap. Heinen (1979) conducted comparative tests of nonagglomerated and agglomerated gold and silver ores. He showed that percolation rates through agglomerated material usually are improved by 10 to 100 times. This reduces leach time for economic recovery to less than one-third of that for nonagglomerated material, and total recovery may be increased. Cyanide consumption is also reduced in most cases because of the shortened leach time. Even run of mine (ROM) ore should be agglomerated. This can be achieved with moderate success by passing each truckload of ore under a water spray to bring total moisture of the ore up to about 8% to 10%. The ROM ore will mix when the ore is dumped, when it cascades down the slope of a heap, or when it is pushed up with a dozer. Overall, agglomeration allows low-cost heap leaching technology be applied to gold and silver ores and tailings that could not be economically processed by conventional methods, according to Phariss (1982). How agglomeration works Agglomeration means that the clays and fine particles contained in the ore adhere to the coarser particles. This creates a coating of fines around the coarse particles. When the ore has few fines and the percolation problems are not severe, the addition of a liquid may be all that is necessary to make the few fines adhere to coarser particles. However, when the quantity of fines is substantial, e.g., +10% -75 µm (-200 mesh), a binding agent may be needed. Use of solution only for agglomeration There are many forces that cause agglomeration and one of them is the surface tension of water. Water-saturated particles collide with each other or with

Jan 12, 1986

By A. Dale Wunderlich

Introduction Loss prevention programs have become absolutely necessary at any precious metals producing property. In the past eight years, one security company, specializing in precious metals mine, mill, and refinery security, has been involved in investigations at gold and silver properties that have resulted in 62 criminal convictions. Of those, all but five were employees, former employees, contract employees, or vendors for the company. Several of the cases involved losses of more than $1 million. The largest number of employees prosecuted from one investigation was 17. A recent case resulted in 12 criminal prosecutions and, several years ago, one involved an additional 12 criminal prosecutions. The most serious theft problem facing precious metals mines is employee theft. Is is estimated that 95% of the dollar losses from precious metals thefts can be attributed to employees. This does not mean there is no robbery or burglary exposure. There have been successful robberies, burglaries, and extortion cases. Most mining companies, though, provide better protection against external theft than from internal theft. That is one reason employee theft has reached epidemic proportions. Any product can be stolen No product is immune to theft. Precious metals investigations have involved the theft of high grade ore, dore, bullion, concentrates, precipitates, loaded steel wool, loaded carbon, and sump cleanup. Over a period of several years, this author's security agency has documented the theft of more than 22.5 t (25 st) of load carbon. Most mining companies do not protect the number one adsorption tank or the loaded carbon screens, which frequently leads to losses. Precipitates, electrowinning tank sludge, sump material, and concentrates are usually afforded lit¬tle protection because mine management believes it is too difficult to process. There are custom mills throughout the United States that will process any form of precious metals with no questions asked. This has become a particular problem since the certificate of ownership requirement has been eliminated by most states. Due to the large number of gold mines coming on line, many mine managers are being recruited from base metal mines, where primary security problems involve the theft of tools and company property. These managers do not understand the unique security problems associated with precious metals production. Consequently, they usually forego many security needs in the interest of economy. Unfortunately, numerous cases are on file where mining companies have suffered large losses because their physical security and their security procedures were not adequately addressed when the property was in its planning stages. Properly designed and appropriate equipment The most economical time to plan alarm/closed-circuit televi-

Jan 4, 1988

By Paul Chamberlin

Although performing a heap leach test is inherently simple, a lot of information beyond extraction, leach time, and reagent consumption can be obtained from a well designed test program. The following is a list of information to look for and acquire when performing column tests and field heap leach tests.

Jan 1, 1998

By Lane White

This is a truly exciting time in surface mining technology. A revolution is coming - a revolution made possible by complete mine management systems working in concert with many devices currently available or in the prototype stage. By the turn of the century, the face of surface mining will indeed be different. Imagine . . . an operatorless drill moving around a blast pattern drilling off rounds in record times ... a satellite-based positioning system and drill data combining to report diggability to a shovel operator based on the position of his shovel in a blast ... a driverless truck warning central dispatch of an impending mechanical problem and being reassigned to the shop ... an infrared detector diagnosing the problem, for which the mine management system generates a maintenance work order and, once the problem is corrected, re-dispatches the truck to the optimum shovel.

Jan 1, 1994

By T. Kelly

The post-apartheid South African government has instituted a new minerals policy. As part of the new policy, minerals rights are now held by the national government, not as private property. In addition, the national government desires to see a greater participation of all South Africans in the corporate mining arena. At the same time, the national government has adopted a policy of a strong monetary unit compared to the U.S. Dollar. The combination of these tow policies has led to changes within the platinum mining industry.

Jan 1, 2004

By William Cowan, Robert Spencer, Lynn Carpenter

INTRODUCTION The Bureau of Reclamation is conducting a research program to investigate, develop, and test polymer-impregnated concrete tunnel support and lining systems for gravity flow, circular cross-section water conveyance tunnels. This system consists of segmented precast rings, backfilled with concrete. Polymer-impregnated concrete is conventional precast concrete which has been impregnated with a liquid monomer. The liquid monomer is subsequently converted to a polymer by thermal-catalytic or radiation methods. The polymer is a solid plastic which fills voids and microfractures within the concrete, resulting in greatly improved strength and modulus of elasticity and reduced permeability, which in turn increases the durability of the concrete. The immediate goals of the program are to develop techniques for the fabrication of precast concrete segments, test single segments to determine physical and mechanical properties, assemble the segments into a support and lining system, load and test the full-scale system, evaluate specific applications, and develop design criteria and construction procedures. NEED FOR THE TEST PROGRAM Modern rapid underground excavation technology emphasizes desirability of supporting and lining a tunnel closely behind the heading without reducing the excavation rate. Therefore,

Jan 1, 1997

By William A. Griffith

The recent recession has severely impacted the performance and results of virtually all of our natural resource companies. The depressing climate continues to linger and recovery maybe sometime away. Problems remain for resource companies in the steel and petroleum industries as well as the mining business. In February, at the AIME Annual Meeting in New York, an All-Institute session presented a variety of views on the situation. A. T. Yu, chairman of ORBA Corp., Mountain Lakes, NJ, organized presentations by top management personnel of four natural resource companies. This well attended session heard management strategems for the present and views for the future. A compilation and synthesis of these presentations, gathered by Dr. Yu, are presented here for ME readers. Leading off will be William A. Griffith, president and chief executive officer of Hecla Mining Co., Wallace, ID. Other speakers presented here include Wilfred P. Schmoe, executive vice president of Du Pont Co., Wilmington, DE; Frank W. Luerssen, chairman and chief executive officer of Inland Steel Co., Chicago, IL; and Adam H. Zimmerman, president and chief operating officer of Noranda Mines Ltd., Toronto, Ontario. First, then Griffith's remarks. Introduction The key to successfully managing a natural resource company in austere times is good management in good times. In other words, position the company during prosperous times to survive the times when the well dries up. Although we know how to manage properly, for various reasons we sometimes do not do it. We forget the lessons of history. We allow ourselves to be carried away by our egos. We fail to position our companies properly in good times. As a result, in bad times we find ourselves in deep trouble. We need constant reeducation in the things we already know. In the natural resource industries, proper positioning in good times involves becoming a low-cost producer, retaining the flexibility to pull in our horns, developing a lean and effective organization, and maintaining a healthy balance sheet. Nothing improves the chance of survival during austere times as much as being able to produce at a lower cost than your competitors. In our business, that means having low-cost mines - low cost because the ore bodies are high grade or favorably located, and because they are efficiently operated. It also means recognizing the competition. The key numbers are the cost to produce an ounce of silver or gold. Nothing else really counts. And our competition is every other precious metal mine in the world. Flexibility is important when one gets stuck with a high-cost operation, often because things do not work out as we expect. It is important to be able to shut down an operation quickly and easily, without high holding costs, and without disrupting the corporate organization. A lean and mean, effective organization of competent people is vital during bad times. A company will not have that if it is not developed and maintained during good times. Finally, a natural resource company has to develop a healthy balance sheet during good times if it is to survive the bad. Money in the

Jan 6, 1985

By F. W. Pereira

The Montana Talc ore body was discovered in the summer of 1983, in the Gravelly Range, approximately 25 miles south of Ennis, Montana. Initial drilling indicated a plus-million-ton ore body of high-purity talc. Preliminary analyses were performed on the ore cuttings, .including chemical analysis, brightness measurements, and microscopic evaluations of the structure of the talc. The results indicated the talc was similar to that currently being marketed from Montana and probably would have good commercial value.

Jan 1, 1989

In May 1993, SME contracted with The Dolecek Companies of Denver, CO to conduct a salary survey and a study of Mining Engineering. A written, four-page survey was sent to a random select sample of 1897 current SME members from the United States and Puerto Rico and to 40 current SME members from Canada. A total of 621 survey responses were input and analyzed, to guarantee the validity of the survey findings. The findings are representative of the entire SME membership. And the survey is within a statistical range of accuracy of plus or minus 5%. Salary survey SME members currently earn an average of approximately $60,000 a year. Some 45% earn less than $60,000 and 49% earn more than that. About 24% of all SME members earn $80,000 or more each year and 13% earn $100,000 or more. Not surprisingly, a statistically greater number of owners (27.5%) and those in senior management (30%) have a current income or salary of $100,000+ a year.

Jan 1, 1993

By S. D. Bechtel

Bechtel Civil and Minerals, Inc., one of the Bechtel group of companies, is a large engineering and construction firm that services the mining industry, among others. The firm's head, S. D. Bechtel Jr., comments on how his E&C company is dealing with the recessionary economy. First, he offered a historical perspective. About a half century ago-in the middle of the Great Depression-W. A. Bechtel and several business partners drew up a fixed price bid to build the Hoover Dam. At that moment in history, the W. A. Bechtel Co. was a modest success, but the times were troubled and uncertain. Money was scarce and a lot of contractors across the country were one project ahead of bankruptcy. The bid for Hoover was a make-or-break proposition for Bechtel, and it turned out successfully. The Hoover Dam was a no-frills operation in an isolated and harsh environment. There was plenty of hard work, long hours, and not many amenities. Controlling costs was critical. Everyone knew what had to be done, and why and what the consequences were. Today's Challenge Bechtel is now a bigger, more complex organization whose management views the current economic recession as a challenge to be met in much the same way W. A. Bechtel met the challenge of the Hoover Dam: by pulling together with a sense of purpose and direction. In many respects, Bechtel's situation today has a number of parallels to that which faced my grandfather. The company is eminently successful, but times are tough and there are plenty of signs that they could get tougher. My grandfather bet on the Hoover Dam to insure the future health of his company and I think we can work together again in that same tradition, make some tough decisions together, and the company's future can be just as promising. The first and most important requirement is to make certain that everyone understands the situation. The Bechtel group of companies are in an excellent financial position now. Its workload hit an alltime high in 1982 and it is well positioned in its principal markets. But the next two years may be critical for the company. Traditionally, Bechtel's work load lags behind general developments in the economy. Although many of its clients continue to suffer serious business difficulties, Bechtel is only beginning to feel the impact. The worldwide market for basic metals remains soft; relatively low prices and abundant supplies of oil and gas have flattened the petroleum market and made once promising synfuels projects economically unattractive; utility clients are still caught in the vise between overregulation and escalating costs. And persistently high, long-term interest rates have made capital investments expensive and difficult to justify. The company maintained a healthy workload through 1982. In some areas it has had little new work and consequently has been forced to lay off some staff as projects have been canceled or concluded. In other areas new work has tided the company over and more people have been hired. But new work bookings have fallen off, creating some uncertainty for the near future. 1983 requirements are clear, although seemingly contradictory. Belt tightening and cost reduction are necessary for Bechtel to remain healthy and competitive, enabling it to handle a possible further downturn with a minimum of turmoil and dislocation. At the same time, we need to allocate resources and funds in areas that will keep us positioned for the turn-around marketplace.

Jan 2, 1983

By John J. Rhodes

I welcome this opportunity to give a Congressman's birdseye view of a subject which I believe holds great potential for the future in helping meet the needs of people, with minimal adverse impact on the environment. All mankind, not just the people in this great nation, faces the need for additional usable space. In some parts of the United States the problem arises from rapid urbanization of the surface and little utilization of the subsurface. Everywhere there is an increasing problem of insufficient space arising out of the increasing population crush and growing demands for open space, housing, water, transportation, communication, and social service. You are the technicians to whom we look for assistance in finding answers. We look to you also to provide guidance for broad policy decisions concerning underground space. I prepared for a career practicing law, but since 1952 I have been a member of the House of Representatives. In this latter capacity I deal with programs designed to help solve all kinds of problems. But, naturally, I am especially interested in the water scarcity and other environmental problems of my home state of Arizona and the arid and semi-arid areas in the West. This North American Rapid Excavation and Tunneling Conference has as its theme: "Tomorrow's Tunneling Technology Today." I have a very great interest in this potential of our underground space resource. The Central Arizona Project now getting underway in my state will consist in part of tunnels and underground pipelines to convey life-sustaining water from the Colorado River to people and lands across Arizona to the Phoenix and Tucson areas.

Jan 1, 1997

By Don S. McCoy, W. Joseoph Schlitt, Donald B. Swanson

Introduction Contract miners have long played an important role in the minerals industry. Historically, these were individuals who worked as underground miners and were paid by the ton or the day. These hardy types still ply their trade in the industry. However, today the term "contract miner" generally refers to an independent contractor who supplies the people and equipment needed to conduct surface mining operations for an owner or lease holder. At one time or another, contract miners have probably handled virtually every mineral commodity from sand, gravel, and stone quarrying to mining uranium and precious metal ores. In today's market, though, contract mining appears to be concentrated in just a few areas. These include precious metal mines, various types of solid fuel operations, and reclamation of abandoned mines. This article covers market areas, contract mining organizations and services, and their advantages and disadvantages. Gold and silver mines Although exact figures are not available, contract mining represents a significant element in the precious metals segment of US mining. For gold and silver, the growth in contract mining appears to be paralleling the overall growth in mining activity itself. Nevada is the largest gold producer in the US. The latest available data (1985) on open pit gold/ silver mines is summarized in Table 1 (Nevada Division of Mine Inspection, 1986). These figures show that contractors mined nearly half of the ore in 1985. Total tonnage mined, of course, was much higher for both owners and contractors. Assuming an average stripping ratio of 2.5 to 1, the total daily mining rate for the contractors was more than 145 kt (160,000 st). This translates into a contract mining rate of about 36 Mt/a (40 million stpy) based on 250 operating days a year. This approximate 50-50 split between owner and contractor also appears to hold for the future. Metals Economics Group (1987) published a survey of 51 short-range and 54 long-range precious metal projects being considered throughout the US. Contacts with owners, requests for proposals, and past corporate philosophies all suggest that about 55% of the open pit operations scheduled for the near-term will be contract mined. This represents an estimated 26 kt/d (28.5 stpd) of ore. A similar assessment of the long-term projects indicates that about 12 kt/d (13,000 stpd), or just under 50% of the open pit tonnage will be contract mined. There are several reasons why gold and silver represent such an attractive opportunity for contract miners. One is that many properties are owned or leased by individuals or partnerships that are essentially entrepreneurial. Many of these owners or lease holders have minimal mining experience. They must therefore either rely on contract mining organizations, sell an interest in the project to another mining company that will become the operator, or hire an experienced management team. For about the same reason, junior mining companies also represent good prospects for contracting. This is because most junior companies focus on exploration. They would prefer to spend their generally limited funds on drilling programs. Thus, they tend to minimize additional capital requirements by using contract miners or farming out the property to another mining company. Another good reason for using contract miners is the size of the deposit. Many properties are so small that their reserves will not support the capital expenditures

Jan 12, 1987

By Frank W. Pereira

The Montana Talc ore body was discovered in 1983 in Montana's Gravelly Range, about 40 km (25 miles) south of Ennis. Initial drilling indicated a 910-kt (1-million st) ore body of high purity talc. Preliminary analyses on ore cuttings included chemical analysis, brightness measurements, and microscopic evaluations of the structure of the talc. Results indicated it was similar to talc currently being marketed from Montana and it would probably have good commercial value. Based on the positive test results, a test pit was made and a 180-t (200-st) sample of ore was mined. A portion of the ore was ground to various particle sizes and evaluated to determine its strengths, weaknesses, and other characteristics. The deposit is located close to the Cyprus Yellowstone deposit. It was therefore believed that Montana Talc ore may possess many of the same characteristics. Testing and analyses showed the talc to have a high purity and an extremely large surface area, even for Montanatype tales. The ore was also situated in a massive deposit, indicating low cost mining. While the lab analyses were encouraging, the true evidence would be obtained from commercial tests in the marketplace. About 91 t (100 st) of ore were ground to product specifications for pitch control, paint filler, and plastics filler. Consumers were contacted and requested to evaluate the sample talc products. A major trial for the talc as a pitch control agent was arranged at a Northeast paper mill. The trial indicated the new Montana Talc product performed as well or better than the current standard in the industry. In fact, due to a minor modification in the compaction process to make the transport of the talc easier, the product had substantially less dust than the currently used product. The operating people at the paper mill requested that management purchase this talc. Trials were also run at paint plants for use as a pigment filler. And the talc was fabricated into a number of plastics compounds. The initial product tests were largely positive and provided encouragement to proceed with the project. Different grinding mills were used and their performance evaluated. Significant data were generated by the custom grinders. They indicated how the Montana Talc ore ground and the particle size distributions produced at different grinding settings. Encouraged by the positive marketing tests, a prefeasibility study was commissioned. A talc grinding plant and mine plans were designed and capital and operating costs estimated. Initial economics showed an attractive return. The operating costs were among the lowest in the industry. The positive economics, along with the excellent results by the products in the marketing tests to the paper, paint, and plastics industries, led to the recommendation to proceed with the project. Plant construction began in June of 1985. The Montana Talc Co. (MTC) analyzed the data from the commercial tests. Based on the product's outstanding performance and the uniqueness of its high purity and platy structure, a strategy was developed to position the company as a premium talc supplier.

Jan 1, 1989

By Jonathan M. Pachter

Introduction The Bailey mining complex is located in Greene County, PA, in the Talley Run valley. It includes two Pittsburgh No. 8 seam deep mines (Bailey and Bailey No. 2), a coal preparation plant, and two refuse areas. Clean coal is shipped from the complex by way of a 24-km (15-mile) rail spur. It con¬nects to the Monongahela Railroad in Waynesburg, PA. In early 1981, Consolidation Coal Co. (Consol) began a permitting effort aimed at building the mine. Construction began in Dec. 1981, less than six months after the first application submittal. Clean coal was produced by the Bailey preparation plant in Sept. 1984. Several factors allowed quick permitting at Bailey. Effective project planning, including early formulation of a project planning team, and identification of red flag issues helped. So did innovative responses to environmental questions, and development of environmentally sound project designs. Forming a project planning team Consol management decided that Bailey mine construction had to begin in late 1981. A project permitting team was immediately formed to see that this goal was achieved. Team members included a project manager and personnel from Consol's engineering, environmental, and operating departments. Communications among all team members was crucial in obtaining the various state and Federal environmental permits. All project permitting team members participated in weekly meetings during application preparation. Discussions at these meetings ranged from recent public contacts, to application content, to environmental design considerations. Establishing a project manager was critical to the team's success. The project manager was responsible for seeing that permit acquisition, facility construction, and operation of the mining complex proceeded on schedule. The project manager had the final word, mediated disagreements, and frequently served as project spokesman to the public. Identifying red flag issues Red flag issues are those environmental factors with the most potential for delaying the schedule or stopping the project. The first red flag issue identified was organized local opposition. This opposition had completely derailed a US Soil Conservation Service proposal to build a multipurpose dam on Enlow Fork, a short distance

Jan 9, 1985

By L. A. Ruth

Introduction The US Department of Energy's Office of Fossil Energy has begun a new approach for developing the ultra-clean energy plants. This approach will allow the nation to continue to use low-cost fossil fuel feedstocks during the early decades of the 21st century. The new approach is called Vision 21. The overall goal is to effectively eliminate, at competitive costs, environmental concerns associated with the use of fossil fuels for producing electricity and transportation fuels. Vision 21 is based on the following three premises: •The nation will need to rely on fossil fuels for a major share of our energy needs well into the 21st century. •It makes good sense to rely on a diverse mix of energy resources, including coal, gas,

Jan 1, 2003

By P. Malozemoff

I have no objection to using mathematics in the value appraisal of properties. The factor that is not emphasized in the paper is that very few important properties have a lifetime that reflects the initial ore reserves of the property divided by the rate of production adopted. In the majority of cases, major properties mine out several times the initial reserves. How much more will be mined out is not known, and only exceptionally gifted geologists can predict that additional reserves will be found. There is the further factor of metals price, which, over the long term, is not predictable. Another factor vitiating making calculations on initially established ore reserves is the speculative nature of exploration success. In my judgment, the life of a property, in addition to an established ore reserve, should include ample time for exploration to find additional reserves. The likelihood of additional reserves is based on the geological promise of the general area where the mine is established. This is especially important because of various risk factors associated with small orebodies, the economic life of which is about five to seven years.

Jan 1, 1993