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By Roger Best

In the mining industry, where some of the vehicles are larger than a one-story house, tire maintenance cannot be accomplished by the tire shop alone. It takes an army of people to maintain a fleet of 100 trucks that may be transporting gold, iron ore, oil sand, copper or coal from an openpit to a refinery and eventually delivering the product to a customer. Everyone working in and around these mammoth machines has a duty to help with the maintenance of the tires, whether they know it or not. These responsibilities comprise observation and reporting hazards up to and including changing out a tire and recording the information in a tire-tracking program such as TreadStat.

Jan 2, 2010

By W. E. (Bill) Stanley

Introduction This is an exciting day. It isn't often that you can find the best minds in a particular business gathered together in one place. But that is what we have here. You are the best and the brightest people there are in the business of gold mining. What we discuss at this conference confirms the major issues facing us and sets out the issues governing how our mines and mining companies will be run in the next few years. In looking over the list of papers to be given, I have noticed something. It is something that I have noticed at almost every mining convention I have ever attended. Almost every paper at this conference concerns itself with the technical side of mining. Most of us in this roan are professionals; we are either engineers, geologists, accountants or representatives of some other profession. In getting where we are today, we have had to work hard to acquire the technical skills needed for our individual professions. We are all proud of our knowledge and work hard to claim the right to be considered an expert in a particular technical field or subject area.

Jan 1, 1987

"From April 22 to 28, the eyes of the tunneling and underground construction world will be on San Francisco, CA, as the world’s most influential underground construction industry leaders gather at the Moscone Center for the 2016 World Tunnel Congress.Recognized as the most important international annual meeting for the industry, the 2016 version comes to the United States for the first time in 20 years and will be hosted by the Underground Construction Association of SME (UCA of SME). The conference will be held in lieu of the UCA’s biennial North American Tunneling Conference and will bring the strengths and resources of the UCA of SME and the International Tunnelling and Underground Space Association (ITA). The result will be a conference with unmatched technical programming and a showcase of more than 200 exhibiting companies.A program committee led by Randy Essex of Mott MacDonald, Lonnie Jacobs of Frontier Kemper Constructors, Michael Mooney, of the Colorado School of Mines, Priscilla Nelson, of the Colorado School of Mines and Amanda Elioff of Parsons Brinkerhoff formed the program committee and worked for more than two years to build the program. The result is four technical sessions with five tracks in each session and 185 oral presentations.“One challenge was the sheer size of the group that would be assembled, perhaps 2,500 attendees or more, and the large number of abstracts we were likely to receive,” said Essex. “ We investigated extending the conference a fourth day, but that was not workable with the Moscone Center. We settled on having five concurrent technical tracks – something that has not been attempted in past NAT or RETC conferences to my knowledge. The next step was to develop suggested session titles that would span the breadth of subjects that would interest conference attendees as well as serve the conference theme.”"

Apr 1, 2016

By P. J. Best

Due to its low mine production costs, competitive rail rates and low sulfur content, the Southern Powder River Basin (SPRB) now commands 30 percent of the U.S. utility coal market. In 1996, production exceeded 260 million tons, a growth of 110 million tons since 1989 and 15 million tons over 1995. Continued growth is expected as the second phase of the Clean Air Act Amendments (CAAA) looms. This growth will be the greatest in the southern part of the basin, where coal quality is higher. This article is an overview of supply and demand issues affecting markets for SPRB coal. It reviews the current markets for SPRB coal and addresses future prospects for market expansion.

Jan 1, 1998

By Patti J. Best

The Southern Powder River Basin (SPRB) now commands 30% of the US utility, coal market due to the region's low mine production costs, competitive rail rates and low sulfur content. In 1997, production exceeded 240 Mt (265 million st). This was an in¬crease of 104 Mt (115 million st) since 1989 and 4.5 Mt (5 million st) above 1996. Continued growth is expected as the second phase of the Clean Air Act Amendments (CAAA) approaches. This growth will be the greatest in the southern part of the Basin where coal quality is higher. Coal characteristics SPRB coal is classified as subbituminous due to its low heating value and high moisture content. The coal is characterized by low sulfur and ash contents, low ash fusion temperatures and high reactivities. In 1997, the average heating content was 8,593 Btu/lb, with an average sulfur and ash content of 0.79 lbs S02/million [ ] Btu and 5.13%, respectively. The distinguishing characteristic of SPRB coal is its low sulfur content. Most SPRB coal contains less than 1.2 lbs S02/million Btu. This is the approximate definition of "compliance" coal for Phase II of the CA AA. Much of the coal, particularly in the southern part of the Basin, is referred to as "super-compliance" coal due to SO2 contents of between 0.4 and 0.7 lbs SO2/million Btu. The SPRB is divided into three geographic clusters based on coal quality. Mines located in the southern part produce coal with the lowest average sulfur content and highest heating content, almost 400

Jan 1, 1998

And a new generation of safety culture experts are telling mining companies how to use it: It is a situation that is still too common in the mining industry: the latest personal protective gear is in place. The safety rules are known and followed. And then, in a moment of inattention or carelessness, a mistake is made and someone gets hurt or killed. Common wisdom claims that such accidents are impossible to eliminate entirely. Mining is dangerous, and some miners will always be hurt and killed. An increasing number of mine safety experts, however, reject the common wisdom. A year with zero mining deaths is possible, they say; with the use of one of the newest weapons to the mining industry in the safety war: the concept of safety culture. Safety culture refers to the set of attitudes, beliefs, perceptions and values that influence safety in the work environment. It is also sometimes called the way an organization behaves when no one is watching. Robert Peters, of the Office of Mine Safety and Health Research (OMSHR) at the National Institute for Occupational Safety and Health (NIOSH), describes safety culture this way: ?It?s what?s believed on a day-to-day basis. For example, if a miner sees a workplace hazard and he truly believes that his boss wants him to identify the hazard and bring it to the company?s attention, that would be an example of a positive safety culture.?

Jun 1, 2010

By K. Brady

Making progress on sustainable development will require greater attention to the management of materials produced from mine exploration through use to reuse, recovery and recycling. Material stewardship is a concept that embodies the range of activities required for optimal and appropriate use of minerals and metals in society. The following paper provides an overview of some recent initiatives that promote the stewardship of minerals and metals in society. The initiatives described are being conducted by organisations ? the International Zinc Association, the Canadian Copper & Brass Development Association and the International Council on Mining & Metals. These associations illustrate stewardship activities at three different levels: - an international association representing companies that produce a range of minerals and metals; - an international commodity association; and - a regional association. For each initiative, information is presented on its development, scope and outlook. This paper draws heavily from work of the associations but the viewpoints are the responsibility of the authors.

Jan 1, 2007

By C. Hilton

Arch Coal Inc. has implemented and sustained Best Practices at its four western mines through utilizing foremen in ongoing time studies. A prime benefit is the unique opportunity provided to front line supervisors. To date, 48 supervisors have participated in this program. Each quarter a new team is assembled with members from each operation. During three month blocks the supervisors conduct studies at each mine and identify best practices to implement at their own mine. Ongoing Best Practice and Action Item lists are reviewed each study. Mine management edits, prioritizes and monitors the completion of the proposed action items.

Jan 1, 2010

By E. Steiakakis, A. Athousaki

Nowadays, stakeholders have a strong say to the enforcement of best practices by mining and quarrying companies. In most cases there is a direct relationship between sustainable development principles and best practices. Mining companies try to apply best practices in order to sustain their operation without lost time and effort to litigation, and other obstacles. However, when and where there is a lack of state or regional mineral policy, or when the mineral policy is fragmented and touching on conflicting laws, mining operations may be subject to additional administrative hassles, and, thus, operators feel threatened and tend to apply best practices loosely. This paper argues that the only way that mining and minerals operations can be a source of development is to ensure that they are working within the framework of sustainable development. Furthermore, in order to follow the paradigm of sustainable development they would need to be guided by a regional, national or even transnational (i.e. European) minerals policy.

Jan 1, 2011

By T. McCallum, B. Wellbrook, T. Ratnaweera

"Pressure oxidation (POX) leaching of copper (Cu) concentrates continues to be explored as the next generation of leaching processes to sustain existing Cu Solvent Extraction/Electrowinning (SX/EW) operations as easily leachable ores become scarcer. The leach liquors produced, particularly from total pressure oxidation, contain elevated concentrations of Cu and acid, making solvent extraction processing more challenging. Addressing this challenge will require innovative processing techniques and continuous improvement to be successful in achieving satisfactory physical and metallurgical performance in the SX plant. The ability to efficiently process these feeds via SX plays an important role in the continued success of POX technology. Characteristics of a concentrate leach pregnant leach solution (PLS) are discussed, along with best practices that should be considered for processing by SX. Findings discussed in this paper will shed light on ways to reduce process risk and bring additional improvement to the industry with minimal change to the SX plant. INTRODUCTION Hydrometallurgical processing of copper concentrates continues to gain interest from the industry. Treatment by smelting and electro refining continues to dominate, accounting for ~80% of global copper production, but is faced with its own challenges. The case for increased hydrometallurgical processing has been discussed as high grade ore deposits are diminishing, capital costs for smelting are high, and the environmental aspects present challenges for sustainable practice. The hydromet copper industry is also turning a corner as easily leachable copper oxide deposits are depleting, and excess SX-EW capacity exists in certain regions. The transition to hydrometallurgical processing of copper concentrates will take a bit of effort as leaching of copper sulfides is difficult and byproduct credits must be considered. Various POX leaching processes have been studied and proposed to the industry as viable practices. Of the many processes, commercial use has been practiced with the Mount Gordon Copper Process, total and partial pressure oxidation by Freeport-McMoRan at their Bagdad and Morenci, Arizona complexes, the Sepon Copper Process in Laos, and the bioleach BIOCOP™ process in Chile. The experience related to the current paper centers around Cu concentrate leaching performed by Freeport McMoRan (known as CLP). The patented process was developed as an alternative to smelting and refining in 1998. The technology applies to both molybdenum and copper concentrates. Commercial CLP research and development began with Phelps Dodge in 1999 to 2001. The first commercial plant was commissioned in 2003 at the Bagdad operation. Initial operating conditions of the Bagdad CLP were under high temperature conditions before converting in 2005 to medium temperature conditions. In 2007-2009, the CLP technology was commissioned in Morenci, operating medium temperature and high temperature lite conditions until shutting down due to the economic downturn. The Morenci CLP restarted operation in April 2015 due to acid production benefits for the Morenci leach operations. Renewed solvent extraction test work initiated well before restart and has been an ongoing focus for further SX plant optimization."

Jan 1, 2018

By Herman Gill, Dani Delaloye, Madelyn Rubin

The Foothill Tunnel is a remote 16-mile-long untreated drinking water tunnel in the San Francisco Public Utilities Commission’s (SFPUC) Hetch Hetchy Water and Power (HHWP) system. The 14-foot horseshoe shaped tunnel, constructed in the 1920s, is lined intermittently with concrete over approximately 53% of its length, with the balance being unlined rock. After detailed planning, in January of 2020 Mott MacDonald and HHWP staff completed a visual inspection and documented the condition of the tunnel with electronic data collection, photographs, and video with audio recording. The result was a comprehensive condition assessment that identified key areas of the tunnel to monitor.

Jun 13, 2021

By T. W. Camm, J. C. Johnson, S. D. Rosenthal

"Most engineers are bright, hard-working, reliable and prefer to avoid conflict. An engineering curriculum tends to self-select these characteristics. By most standards, you would expect workers exhibiting these traits to require minimal supervision. But, is this true? Is this how most current engineering managers lead? Looking at some current theories on leadership combined with personal anecdotes, this article will look at some common misconceptions about leading engineers.Engineers are different. There, it has been said. From cartoons to movies to television shows and more, there is a reason stereotypes of engineers resonate. Yes, you can find a lot of individual variation among specific engineers that you may know, but they do not detract from some of the overarching commonalities that engineers are known for.Clash of culturesWhat distinguishes a professional? Raelin (1985), in his book Clash of Cultures, describes professionals as having superior intellectual training, maintaining their own standards of excellence and being supported by associations that maintain the quality of the profession. Engineers obviously fit all three of these ideas: an engineering degree is still regarded as one of the most difficult to attain. Standards are maintained both through peer review and in academia, through ABET accreditation and through professional associations like SME to promote the discipline and foster technical growth.Six characteristics representing professional status are described by Raelin (1985, p. 9):• Expertise — prolonged specialized training in a body of abstract knowledge.• Autonomy — the freedom to choose the means to solve a problem.• Commitment — primary interest is in pursuing the practice of one’s own chosen specialty.• Identification — identifying with the profession and with fellow professionals, both through formal associations and through peers external to the organization.• Ethics — providing service without concern for oneself or without becoming emotionally involved with the client.• Standards — committed to help in policing the conduct of fellow professionals."

Jan 1, 2018

By Georgene Renner

With more than 800 booth spaces sold and 540 exhibiting companies displaying their wares, there was something for everyone on the exhibit floor of the 2014 SME Annual Meeting in Salt Lake City, UT Feb. 23-26. The following is a sample of what was offered at the 2014 meeting.

By T. Johnson

Mining activity in a number of metal ores has been running quite high over the last few years. In particular, those metals that employ acid functional extraction processes such as copper, nickel, cobalt and uranium have been particularly active. The world?s largest nickel mine ? the massive $4.76 billion Ambatovy nickel mine on the African island nation of Madagascar is nearing completion. When it reaches its full production capacity in 2013, the mine will produce 60,000 MT/yr of nickel and 5600 MT/yr of cobalt. Coming on the heels of the Ambatovy project is the Long Harbour Processing Plant in Newfoundland, Canada which will process the ore from Vale?s Voisey Bay mine in Labrador. Voisey?s Bay is expected to generate more than 50,000 MT/yr of nickel ore when it starts up in 2013. Next up will be the Boleo project in Mexico on the Baja peninsula. When commissioned in 2013, the $1.4 Billion Boleo project is expected to produce 60,000 MT/yr copper, 3100 MT/yr cobalt, 36,000 MT/yr zinc and 100,000 ? 250,000 MT/yr manganese carbonate.

Feb 27, 2013

By S. K. Kawatra, S. J. Ripke

Iron ore pellets use bentonite clay as binder at dosages from 0.5to 1.0% (10 to 20 pounds per ton) of moist iron ore concentrate. Bentonite is typically shipped hundreds of miles from Wyoming to the Lake Superior iron ore district. It is therefore best to know how effective a bentonite will be before it is shipped and used to bind concentrate into pellets. Current tests of bentonite effectiveness include: plate water absorption, methylene blue uptake, free swell, exchangeable cations, and glycolated layer expansion. However, these tests have many disadvantages: First, they only measure the ability of a bentonite to expand, disperse, or absorb, not how well it will bond. Second, most of the tests require up to 20 hours to perform. Bentonite only has a few minutes to interact within the concentrate before it is indurated (sintered). These long-term tests may not reflect the true behavior of bentonite. Third, the tests are tedious and often results are inconsistent between different iron ore concentrates, labs, and technicians. Fourth, some of the testing equipment is difficult to procure. Fifth, procedures are often difficult to standardize. In this paper, the Binder Effectiveness Strength (BESt) test to evaluate binders for iron ore pellets is presented that: measures the ability of bentonite to bond, requires only about two hours to complete, is simple and reproducible, and utilizes readily available equipment that has been standardized for decades.

Jan 1, 2003

By Scott Burchmore, Jason Emery, Michael Melville

This paper presents best practice data management for monitoring of extensometers in Australian underground coal mines. This work is based on the combined experience of the authors and the available literature. The information and ideas presented herein are a culmination of many years of database development founded from mine site-based ground support design, underground inspections, extensometer data management and data analysis. Each author has more than ten years’ experience as a practicing geotechnical engineer at several operating industry wide research project focused on utilizing mechanical extensometer data for data analytics and machine learning. Principal hazard ground control management plans, stipulated in Australian coal mining legislation, outline the mandatory installation of ground monitoring devices during routine mining activities. After 20+ years of data gathering the barrier to implementing modern data analytics remains the challenges imposed by inconsistent data structure and data quality. This inconsistency is still routinely found between sites, companies and mining regions. Through the relatively simple application of a standardized database structure, the potential to shift from simplistic tracking of trigger levels, siloed at individual sites, to an industry standard method for compilation & comparison of monitoring data is enabled.

Jun 25, 2024

By T. W. Camm, J. C. Johnson

"Most engineers are bright, hard-working, reliable, and prefer to avoid conflict. An engineering curriculum tends to self-select these characteristics. By most standards, you would expect workers exhibiting these traits to require minimal supervision. But is this true? Is this how most current engineering managers lead? Looking at some current theories on leadership combined with personal anecdotes, this presentation will look at some common misconceptions about leading engineers. INTRODUCTION Engineers are different. There, I said it. From cartoons to movies to television shows and more, there is a reason stereotypes of engineers resonate. Yes, you can find a lot individual variation among specific engineers that you may know, but they do not detract from some of the overarching commonalities that engineers are known for. CLASH OF CULTURES What distinguishes a professional? Raelin (1985), in his book Clash of Cultures, describes professionals as having superior intellectual training, maintaining their own standards of excellence, and being supported by associations that maintain the quality of the profession. Engineers obviously fit all three of these ideas: an engineering degree is still regarded as one of the most difficult to attain; we maintain our own standards both through peer-review and in academia through ABET accreditation; and through professional associations like SME to promote the discipline and foster technical growth. Six characteristics representing professional status are described by Raelin (1985, p. 9): Expertise—prolonged specialized training in a body of abstract knowledge. Autonomy—the freedom to choose the means to solving a problem. Commitment—Primary interest is in pursuing the practice of one’s own chosen specialty. Identification—identifying with the profession and with fellow professionals, both through formal associations and through peers external to the organization. Ethics—providing service without concern for oneself or without becoming emotionally involved with the client. Standards—committed to help in policing the conduct of fellow professionals. Engineers are smart—in the vast majority of cases they are hired specifically for their expertise. At a typical mine the ventilation engineer knows more about mine ventilation than anyone else on site; the same is true for the rock mechanics engineer, the explosives engineer, the planning engineer who uses sophisticated computer software—each is the expert for their particular area at the mine, that is why they have that responsibility. This can present a dilemma for the manager for each (sometimes all) of these engineers. The manager needs to keep everyone on task and focused on the objectives of the organization. Because they have reached their position by following the norms and expectations of the organization, managers tend to have a certain amount of loyalty to that organization. Engineers, on the other hand, tend to have mixed loyalties, having as much loyalty and affinity for their profession as they do for the particular company they happen to be working for at any given time. This dynamic can often lead to power struggles between the managers, based on their positional authority in the organization, and the engineers, based on their specialized knowledge (Camm, 2013)."

Jan 1, 2017

By S. A. Lolon, J. F. Brune

"INTRODUCTION In underground longwall coal mining, the mined-out areas or gobs frequently contain methane which can form explosive methane-air mixtures. Historically, there have been many events of mine fires and explosions recorded in the United States and other countries that have demonstrated the existence of such explosive mixtures, herein referred to as Explosive Gas Zones (EGZs), inside and around the perimeter of bleeder-ventilated longwall gobs (Loane et al., 1975; Lynn et al., 1986; Elkins, et al., 2001; McKinney et al., 2001; Dziurzynski and Wasilewski, 2012; Brune, 2013). The risk of mine explosions can increase if the EGZs migrate out from the gob into the surrounding mine entries. Several factors can induce EGZs outflowing from the gob, but the most common cause is the fluctuating barometric pressure. Atmospheric pressures change regularly every day but can fluctuate abruptly and become increasingly hazardous in adverse weather conditions. Other sudden pressure changes can result from roof falls, failing ventilation controls and fan outages. Any such fluctuation of mine ventilation pressure will disturb the pressure differential between the gob and the surrounding mine workings and may cause EGZs to outgas from the gob. The correlation between major mine explosions and abrupt barometric pressure changes has been studied and confirmed for explosions in coal mining countries including the United States, South Africa, Australia, and Poland (Hosler, 1948; Boyer, 1964; Kissell et al., 1973; Fauconnier, 1992; Hemp, 1994; Wasilewski, 2014; Belle, 2014; and Lolon, 2017). Disastrous mine explosions appear to happen more frequently during stormy weather, which, in the United States, typically occurs during the late fall and winter seasons. ROOT CAUSE AND EFFECT OF GOB BREATHING Gob breathing is the result of the pressure differential between gob internal and external pressures caused by external atmospheric pressure fluctuations that occur naturally as a result of gravitational and thermal forces in the atmosphere (Lindzen and Chapman, 1969). Other major and sudden pressure changes may be caused by fan failures, failures of ventilation controls or roof falls can also cause an unexpected gob breathing. Normal barometric fluctuations occur every day but usually do not pose an explosion risk as they occur gradually so gob pressures have sufficient time to equilibrate. More extreme fluctuations associated with cyclonic weather systems and storms often result in more rapid and larger drops or rises in barometric pressure (Hosler, 1948; Fauconnier, 1992). A study by Lolon (2017) found that the timing of historical mine explosions showed consistency with the occurrence of abrupt and intense barometric variations."

Jan 1, 2018

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 J. Best, K. Gallant

This paper explores the age-old concept of mine-mill reconciliation from a new perspective. Advances in reconciliation processes have been slow to materialize because in the quest for “rightness”, engineers, geologists and metallurgists have become entrenched in their viewpoints, dutifully performing to the metrics and expectations imposed upon them by the siloed organization. Moreover, reconciliation has not been viewed as a primary value creator, but an accounting non-value added task. In reality, the knowledge from reconciliation can significantly enhance yields. Critical review of the direct variables (tons, grade, etc.) and other less-obvious variables (incentives, communication, etc.) reveal a complex web of barriers to be cleared by management in order to realize benefits. Also, mineralogical reconciliation methods may offer renewed faith in the process.

Jan 1, 2004