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Pilot plants for pressure hydrometallurgy represent special design and project execution challenges unique to the industry and to the pilot- and demonstration-scale. Pilot plant projects have different objectives and shorter timescales than commercial plant projects. Design considerations and strategies, and project execution methods that meet the special needs of pilot plant projects, are discussed. Specific guidance is given for the selection of appropriate pressure and temperature design points for pressure hydrometallurgical process equipment, and for the selection of materials of construction for pilot-scale equipment. The balance between the need for process similarity with future commercial operations and the realities of pilot-scale equipment is also discussed.

Jan 1, 2004

By M. Phylli Bray

"Concurrent with the continuing demise of many Canadian mining towns is the rise of a new method of providing remote mine sites with a workforce. This is the Long Distance Commute (LDC) which uses commuter labour and requires no permanent settlements to support the mine operation. It provides a flexible and cost effective method of operation to the industry and relieves both governments and industry of the expense of building and maintaining mining towns. However, little attention has been paid to the effect on workers or their families of the LDC work schedule whereby workers spend a fixed number of days at the site followed by a fixed number of days at home. Off-shore oil rig experience would indicate that negative social impacts may be expected. Research leading to an understanding of the problems involved seems to be indicated. One innovative suggestion has been to use already established but dying mining towns as workforce pick-up points for new LDC operations further north.BackgroundUntil recently, mine towns were considered as a necessary component of mine development. This was a natural symbiosis resulting from the need to provide workforce accommodation close to isolated mine sites. The early mine communities in Canada were often just a huddle of shacks around a head frame. Gradually mining companies began to provide housing which varied from basic duplexes and quads in grid pattern layout to professionally planned and designed towns, either model company towns or the more recent suburbs-in-the-bush, the so-called ""instant towns"" of the postWorld War II era of resource development. The improvement in accommodation reflected the need to attract a stable workforce as mine operations became more sophisticated. City amenities were expected and offered in these mine towns as a way of encouraging a permanent community of mining families. Indeed in towns like Manitouwdage, Schefferville, and others, it was not unusual to find a significant percentage of two- and three-generation families apparently providing the permanent mining communities so desired by mine operators."

Jan 1, 1991

By H. D. Goodfellow, R. A. Elliott

"This paper covers the evolution of large mills and autogenous grinding and compares grinding practice in the iron ore industry with that in the base metal industries. Comments on novel methods of grinding are presented for discussion. Recent developments in the field of classification are briefly reviewed. A systems analysis approach to grinding circuits is discussed. Finally, a point is made for establishing a group within the industry with the purpose of developing a comprehensive evaluation of grinding research and development."

Jan 1, 1971

By Michel Ruel

Most plants do not track how their systems perform. Optimization is the easiest way to benefit from your control systems. We suggest an approach in four phases. The first phase is to assess all equipment to determine the performances for instruments, valves, variable speed drives, and other equipment. The second phase is to remediate instrumentation problems, including the ones pertaining to valves, variable speed drives, analyzers, transmitters. When equipment is in order, loops are put back in automatic mode. If a loop oscillates, use standard default values for this type of loop. The third phase consists in validating the control strategies, properly configuring the systems (control system, programs and parameters, HMI, alarms), and then tuning the loops and control strategies. The fourth phase consists in analyzing the process and expected performances in order to optimize the control loops and control strategies. If performance is not sufficient, a decision tree will be presented to determine the right approach: advanced regulatory control, model predictive control, or fuzzy logic control. Once all steps have been completed, control performance monitoring software is used to sustain the results and pinpoint equipment or loops not performing as stated. Alarm management and rationalization could also be performed after auditing the alarm system, if needed. Examples from plants will be used to demonstrate how this step-by-step method is applied and produces results. INTRODUCTION Maximizing what you already have is the best investment to remain competitive. This article aims to show the benefits of a systematic approach using modern tools to improve plant performance. We at BBA suggest dividing the work in four phases, and a subsequent phase can begin when the previous one has progressed: Assess, Remediate, Stabilize, Optimize, or add advanced control. This approach has been successfully applied to several sites. Examples and illustrations from these plants demonstrate how this step-by-step method is applied and produces results. Under the BBA method, there are four questions to answer before proceeding to the next step. For each control strategy, you should ask the following questions: Assessment: Does it work? Remediation: Do you use it? Stabilization: Is it stable? Optimization: Does it perform? Do you need advanced control?

Jan 1, 2019

By J. G. A. Stevenson

"IntroductionDURING the past quarter of a century diamond drilling, in all its phases, has increased in Canada to a very impressive total of more than 10,000,000 feet annually. Since the art of diamond drilling became recognized, some seventy-five years ago, there has been considerable improvement in both equipment and technique. The steam-powered drill rig and the hand-set diamond bit are things of the past.The purpose of this paper is to review some drilling trends •and practices over the past few years. In the preparation of the paper, the author wishes to acknowledge kind assistance of Mr. J. D. Cumming, Dr. C. H. Hitchcock, Mr. Robert H. Quintal, and many others, including staff members of the Longyear organization.Figures provided by the Dominion Bureau of Statistics for the year 1954 show that Canadian production of metallic and non-metallic minerals and structural materials had a value of $1,454.2 million, excluding radioactive products for which figures are not available. Approximately 61 per cent of this valuation comprised production of nickel, copper, gold, coal, asbestos, zinc, lead, and iron. It is certain that diamond drilling played a major role in the discovery and development of the orebodies from which these minerals were obtained.After the surface examination of an ore deposit, diamond drilling will automatically follow, in order to determine structure, grade, and tonnage.Footage drilled by mining companies and contractors on mineral exploration and blast-hole work since 1945, as reported by the Do-minion Bureau of Statistics, is shown in Figure 1."

Jan 1, 1955

By A. Brown

The swift decline of coal during the period of unprecedented expansion in the Canadian economy is a phenomenon deserving careful examination, because the underlying forces contributing to this decline may have broader implications in our national economy. At the present level of technology, coal is more difficult to process, transport and utilize than liquid and gaseous fuels. Fundamentally, it is a matter of limitation in technique. Because coal is a vast store-house of energy in Canada, the reduction of these limitations is in the long-term national interest.

Jan 1, 1967

By Dale Scott

"The Aggregate Resources Inventory Program was initiated 10 produce reports which assess the aggregate resources of municipalities designated under the Pits and Quarries Control ACI, 1971.Each report consists of three copies accompanied by a text. The text describes the local mineral aggregate resources, extractive activity and characteristics of the ""Selected Deposits"". The first map shows the known sand and gravel resources and their quality. The second map indicates selected sand and gravel resources of primary, secondary and tertiary significance. The third map indicates both bedrock resources and bedrock areas suitable f or extraction. These maps and the text are prepared in a formal suited for use by planning personnel.Recently, the Aggregate Resources Inventory Program has undergone evolutionary changes. New sources of data are being utilized in the inventory reports; in particular, detailed field assessment by inspecting, sampling, drilling and backhoe pitting. Liaison and joint assessment with district and regional Mineral Resources staff of the Ministry of Natural Resources, and personnel of the Ministry of Transportation and Communications, are key components of the Program.Twenty-two reports were available to the public as of December 1980, with a further thirty-six awaiting publication. Our present production rate is 3.5 reports per month. The reports appear to be well accepted by the municipalities and have proven effective in conserving prime aggregate resource areas.IntroductionThe urbanization of Southern Ontario has resulted in a major increase in the production of industrial minerals, such as sand, gravel, clay, shale, gypsum and stone, for use as cru shed aggregate, building stone, lime and cement.Although mineral aggregate deposits are plentiful in Southern Ontario, they are fixed-location, non-renewable resources. The potential for extractive development is usually greatest in urban fringe areas where land-use competition is extreme. Comprehensive planning and resource management strategies are required to make the best use of available resources, especially in those areas experiencing rapid development. Such strategies must be based on a sound knowledge of the total mineral aggregate resource base at both local and regional levels."

Jan 1, 1982

By Dale Scott

"The Aggregate Resources Inventory Program was initiated 10 produce reports which assess the aggregate resources of municipalities designated under the Pits and Quarries Control ACI, 1971.Each report consists of three copies accompanied by a text. The text describes the local mineral aggregate resources, extractive activity and characteristics of the ""Selected Deposits"". The first map shows the known sand and gravel resources and their quality. The second map indicates selected sand and gravel resources of primary, secondary and tertiary significance. The third map indicates both bedrock resources and bedrock areas suitable f or extraction. These maps and the text are prepared in a formal suited for use by planning personnel.Recently, the Aggregate Resources Inventory Program has undergone evolutionary changes. New sources of data are being utilized in the inventory reports; in particular, detailed field assessment by inspecting, sampling, drilling and backhoe pitting. Liaison and joint assessment with district and regional Mineral Resources staff of the Ministry of Natural Resources, and personnel of the Ministry of Transportation and Communications, are key components of the Program.Twenty-two reports were available to the public as of December 1980, with a further thirty-six awaiting publication. Our present production rate is 3.5 reports per month. The reports appear to be well accepted by the municipalities and have proven effective in conserving prime aggregate resource areas.IntroductionThe urbanization of Southern Ontario has resulted in a major increase in the production of industrial minerals, such as sand, gravel, clay, shale, gypsum and stone, for use as cru shed aggregate, building stone, lime and cement.Although mineral aggregate deposits are plentiful in Southern Ontario, they are fixed-location, non-renewable resources. The potential for extractive development is usually greatest in urban fringe areas where land-use competition is extreme. Comprehensive planning and resource management strategies are required to make the best use of available resources, especially in those areas experiencing rapid development. Such strategies must be based on a sound knowledge of the total mineral aggregate resource base at both local and regional levels."

Jan 1, 1982

CHALLENGES TO SCHEDULE/BUDGET Shortage of people (contractors, vendor support, engineering, staff) 2007 projects off the shelf Increase in metals prices Shortage of large tires Reserve increase Size of mine Unskilled labor force Community/government relations Limited access into valley English to Spanish SOLUTION Line 1 Line 2 concurrent construction, EPCM engineering review, advance scheduling Placed line 2 orders earlier Hedged currency, bulk orders Strategic alliances Flexible design Plan Deliveries Training, multiple contractors Engagement Built/upgraded roads Technical translators

May 1, 2010

By Rick Steen, Weldon Read, Morrism Tracy T.

Edging for starter sheet blanks used in conventional copper refineries has always been problematic for getting the edging to seal and adhere to the titanium material used for the blank so that copper is prevented from plating under the edging and cause undo problems in getting the copper sheets to separate from the blanks. A method was developed at the Amarillo Copper Refinery utilizing an injection molding process that better adheres the edging material to the titanium that makes the harvesting of starter sheets much easier to the point that robots are now used to strip with and which holds up very well to the unforgiving physical nature of the electroplating process. It is believed that this technology could be successfully utilized for permanent cathodes as well. INTRODUCTION ASARCO LLC (Asarco) was organized in 1899 as the American Smelting and Refining Company. Originally a consolidation of several lead-silver smelting companies, it evolved over the years into an integrated producer of primary non-ferrous metals, including copper, lead and zinc and associated co- products (Marcosson, 1949). Grupo México, S.A.B. de C.V acquired Asarco in 1999. Today, Asarco is a vertically integrated producer of primary refined copper and associated co-products such as gold, silver, molybdenum, selenium and tellurium. Asarco operates three open-pit mines and mills and two solvent extraction-electrowinning (SX-EW) plants all in Arizona plus a copper smelter in Arizona and a copper refinery in Texas. Figure 1 illustrates how the copper metal comes out of the ground at the mine and ends up as a refined product at the refinery. The copper refinery in Texas is known as the Amarillo Copper Refinery (ACR) and is located in Amarillo, Texas. It was built in 1975 to replace 3 other aging refineries and was designed to produce 550,000 tons (500,000 MT) of refined copper per year using conventional starter sheet technology. At the time it was commissioned it was the largest tankhouse in the world at just under 1/2 miles long under one roof.

Jan 1, 2019

By J. Aiello

"A brief history of previous mining activity on Coal Mountain, near Corbin, British Columbia, is followed by a description of the steps leading up to the resumption of mining in /974 by Byron Creek Collieries. New developments, including a preparation plant, a rail spur and a totally enclosed facility, as well as operating techniques, are also discussed. IntroductionThe Corbin Mine of Byron Creek Collieries Limited is located in southeastern British Columbia, approximately 110 air miles southwest of Calgary (Fig. I), 15 miles south of Highway 3 via a newly constructed provincial road (Fig. 2). Development of the area began on July 30, 1905, when D.C. Corbin, a prominent businessman from the northwestern U.S., and his associate E.J . Robert s, first visited the site of Coal Mountain on horseback. Coal was in great demand by railways and other industrial users, so the Corbin Coal and Coke Co. , after acquiring 15,000 acres of land in the area , began to develop a mine.F.J. Roberts was responsible for the construction of the 14-mile rail spur, the Eastern British Columbia Railway, which joined the mine to the CPR main line at the McGillivray Loop. Rail access to the mine and its developing community, Corbin, B.C., was completed in September 1908, the same year that the first underground mine began production.The Corbin Coal and Coke Co. operated six mines on Coal Mountain (Fig. 3), and production from 1908 to 1930 inclusive totalled 2,337,800 tons. This production was allocated to the mines as shown in Table 1. No.3, 4 and 6 mines were operated intermittently from 1931 to 1935."

Jan 1, 1980

By Washington Luiz Mafra

Every year the conventional direct reduction processes ? Midrex and HYL III ? increased their market share in the world steel production, even though they are only economically feasible in countries where natural gas is available at competitive prices. In this context, the new Midrex projects are based on large reactors (Megamod - 1.5 to 1.8 Mt/y of DRI), reduction temperatures of the metallic burden up to 850oC, with bustle gas temperatures between 960oC e 1050oC. Thus, the requirements of metallic burden performance, as well as the evaluating methods, usually based on ISO standards, need to be reviewed. It is well known that the standards usually applied to quality evaluation do not reflect the performance of metallic burden inside the reactors. This paper describes the different methods of evaluating the disintegration under reduction of DR pellets based on ISO 11257 standard. This is the most important method used by pellet producers and customers for evaluating DR feedstocks. The different methodologies tested to evaluate the disintegration under reduction had varying results, evidencing the relevance of the method and the quality of the pellet. Nevertheless, validating the method in an industrial reactor is still fundamental.

May 1, 2007

By D. M. Slavich

"In today's operating and investment climate, project evaluation is both more important and more difficult. It is more important because economic and financial analyses of a proposed project provide a basis for judgment of a project's commercial viability by equity participants, lenders and, in some cases, other participants such as off takers and governments. It is more difficult because these analyses must, of necessity, be based on estimates, projections and evaluations which must be made in a period remarkable for its economic and political uncertainty.Project evaluation starts with the analysis of the engineering, commercial and financial information available. Beginning with the preliminary design and capital cost estimates, alternative financing plans can be developed outlining possible sources of funds, terms and security arrangements. Pro-forma financial statements can also be developed, including sources and uses of funds, cash flow schedules, income statements and balance sheets. With these results, various profitability measures can be determined.Subsequently, in an effort to deal with uncertainty, these results can be tested by measuring the impact on project viability and profitability of changes in project and external variables such as product process, mining and processing rates, operating and financing costs, currency exchange rates and other factors.The results are a number of financial projections reflecting different assumptions for key project parameters. The projections can be used to structure the project to achieve the maximum financial performance. Projects, the financial viability and profitability of which can be demonstrated under varying market conditions, will be the most competitive in capital markets."

Jan 1, 1982

By Osvaldo A. Bascur, Curt Heftier

The lack of integrated information including the Energy/Utility Suppliers with sufficient detail for analysis causes inefficient operation in metallurgical complexes including the Energy/Utility Suppliers . Defining the right context for information use is essential for sustainable operations. This being said, what are we doing to enable people to act upon information and to be aligned to optimize the use of resources like raw materials, energy, water and consumables for an entire metallurgical complex? Collaboration between all company entities is a key component of improving efficiency. Evolution of web technology and object modeling of enterprise assets enables collaboration across the whole business. Operational troubleshooting occurs more quickly as the organization acts on issues to reduce wasteful operation. This paper presents a real time software infrastructure with tools that give users the ability to sift through available data, transform data into information for business continuous improvement and optimization. We will introduce a new technology for analyzing real time data, information and events using multidimensional analysis of information to detect anomalies based on the statistics of the data classified by time events to reduce the information into action. A new paradigm for collaboration at a local and strategic level is proposed to enable the enterprise to become proactive in dealing with wasted time and products. Three examples from the industry will presented and their benefits highlighted.

Jan 1, 2011

Barrick Gold Corporation is the gold industry leader, with 25 operating mines and a pipeline of large, long-life projects located across five continents, in addition to large land positions on some of the most prolific mineral districts. Barrick's high level of commitment to sustainable economic development and environmental stewardship was recognized by Dow Jones Sustainability Index (DJSI) - World, for the third consecutive year in 2010. The potential for adverse environmental effects from acid rock drainage (ARD) and metals leaching (ML) and their financial implications for Barrick are key considerations in our environmental assessment and business development processes. Barrick's membership in the International Network for Acid Prevention (INAP) reflects the importance of these issues to our business. INAP's development of the Global Acid Rock Drainage (GARD) Guide (a best practices guide for acid rock drainage prevention) provides Barrick with an important tool to assist in the assessment of environmental and financial risks from ARD and ML associated with our planned and ongoing mining operations (INAP, 2009). In this paper we will discuss how Barrick incorporates the GARDGuide and its principles for ARD and ML prediction and prevention in our business development processes and the management of our operations. The GARDGuide serves as a key reference for our project environmental assessments and as a common link between our projects and operations management, consulting specialists, permitting and regulatory authorities and the public. We will discuss how the GARDGuide is being "syndicated" throughout Barrick as a standard of practice and present a case study of how it was used in a recent Barrick Business Development Project.

Jan 1, 2011

By Tim Mann

"Like other operating mine sites, Placer Dome Inc. - Campbell Mine has taken important steps over the last few years to address environmental issues.This paper will provide specific insights into the implementation of an environmental management system at Campbell. In particular, it will focus on how Campbell developed its plan of action; the lessons that have been learned; the over-all steps that are being taken to enhance environmental stewardship and effectively manage relationships with key stakeholders.IntroductionThe development of an Environmental Management System at Campbell Mine has been part of a general development in management practices which has taken place at the mine during 1990. This paper will discuss the components of the management system in the topic areas of: direction setting; environmental organization; issue assessment; emergency response plan; training ; monitoring/verification; reporting and data management; and relationship management.Although this paper focuses on environmental management systems, the development of this system has partly been a function of responses to other issues which have been addressed concurrently with environmental concerns. These other issues include development of operations management, human resources practices, and safety management practices at the mine. As the Environmental Management System developed, various stakeholders associated with local environmental concerns were identified. This group of stakeholders include the local community; municipal, provincial and federal governments; government agencies; Campbell employees; and the Placer Dome Inc. Corporation."

Jan 1, 1991

By M. Pierce

Empirical relations exist for the estimation of rock block strength at scales larger than standard core sizes. Two recently published relations account for the significant impact that microflaws (pores, open cracks, veins) and weathering/alteration can have on scale effect. These relations were used to estimate the rock block strength of heavily microfractured quartzite from the Bingham Canyon Mine. Predictions were compared to the results of Uniaxial Compressive Strength (UCS) tests conducted on cylindrical core samples of varying microfracture intensity and diameter. The comparison confirms the sensitivity to microfracturing suggested by existing relations and suggests that they would benefit from more detailed consideration of microfracture strength, density and persistence over a range of scales. The results of a numerical study illustrate how Synthetic Rock Mass (SRM) modeling techniques could be used to complement empirical data in the development of such relations.

May 1, 2009

By K. H. Singh, J. N. Szuck, J. A. Riddell

"Hydraulic rock drilling equipment has been in use at Falconbridge over the past two years in both production and development situations. This paper deals with the experience gained in the application of hydraulic drilling in the company's mines and discusses the benefits and problems encountered during their use. The paper primarily focuses on technical, operating, maintenance and economic aspects of the machines, and does not attempt to compare the performances of different machines from the various manufacturers.IntroductionThe Sudbury Operations of Falconbridge Nickel Mines Limited are comprised of five operating mines and two mines under development. All the production comes from underground mines, mostly at depths below 1000 metres. The company, faced with increases in operating costs and difficult mining conditions, has continued to seek solutions with the help of new mining technology.The development of electric-hydraulic drilling machines in Europe had been pursued with great interest and, in 1979, a decision was made to test these machines to prove their technical and economic viability under operating conditions. Since then, a number of electric-hydraulic machines have been evaluated in different situations and currently nine hydraulic machines are being used in the company's various mines. These machines are comprised of two-boom drilling jumbos for development, one-boom machines for longhole drilling and a large-hole-diameter drilling rig for blasthole drilling. One hydraulic jumbo has also been used in a cut-and-fill stope."

Jan 1, 1982

By R. E. Gilmore

PREAMBLE THIS PAPER comprises material presented in two separate 'Papers at the British Commonwealth Scientific Specialist Conference on Fuel Research held in London, England, in July, 1950. These papers are now available for publication in Canada, since only essential parts of the conference discussions, in addition to the resolutions resulting therefrom, will be published in the official Proceedings of the Conference. Inasmuch as the information presented concerns Canadian organizations and training facilities for fuel research, it should be of general interest to Canadian scientists, and especially to the Coal Division of the Canadian Institute of Mining and Metallurgy. Part I, the alternate title of which is Facilities in Canada for Fuel Research and for Exchange of Information and Staff, does not include research on peat, oil shale, petroleum oils in general, and natural gas, and omits studies of the geology, constitution, and production of coal. Special reference is, however, made to research on the heavy crude oils and bitumen of the Western Prairie Provinces, and particularly to their production and treatment to produce crudes for oil refinery processing.

Jan 1, 1951

By The Hollinger Mill Staff

ALTHOUGH cylindrical grinding mills have long been used, there is wide divergence of opinion as to what constitute best operating conditions. Questions such as mill diameter, diameter-length ratio, revolutions per minute, type and size of grinding media, volume of charge, circulating load, pulp level, pulp consistency, liner design, and size of feed, have all been given serious consideration by competent scientific investigators as well as by operators. While many laboratory and plant tests have been made that would seem to justify certain definite conclusions, there is a dearth of definite data giving actual results obtained when a grinding mill working between fixed limits is operated at its maximum capacity under varying conditions as to ball load, circulating load, speed, etc. In tests conducted recently at the Hollinger, extending over a period of thirteen months, to determine the best operating conditions for a ball-mill 6 ft. 6 in. diameter inside the liners, some very interesting facts have been ascertained. This paper is presented in the desire to make public the results of these tests and not with the idea that the last word has been spoken in regard to grinding. We feel, however, that these facts justify certain definite conclusions and hope that, by the fullest and frankest criticism and discussion, the essentials necessary for the correct design and operation of grinding mills will become better known.

Jan 1, 1937