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By James H. Cobbs

Blind boring of shafts is becoming an increasingly important part of shaft sinking. Blind-bored shafts have reached diameters of 25 It in Europe and 16-1/2 ft in the United States. Much of the technology developed for blind boring has evolved from the technology of drilling wells for oil and gas production. Blind boring offers economic advantage in a number of situations where conventional shaft sinking either is extremely difficult or very expensive by virtue of large-capacity aquifers which must be penetrated, unstable ground or where very rapid sinking is required. In sedimentary rocks, blind boring is cost competitive with conventional sinking, in diameters of about 12 ft or less. Blind boring is not competitive with raise boring where conditions are favourable for raise boring. Blind boring does, however, offer greater flexibility than raise boring and can be performed in situations where raise boring is inefficient or impossible. Combination machinery has been developed to perform both blind boring and raise boring, so that the machine can be used effectively in situations where only the near-surface portions of the shaft are unfavourable for raise boring. Development work is being supported by the United States Bureau of Mines for blind boring equipment capable of boring shafts up to 30 feet in diameter.

Jan 1, 1979

By Ian Holl, Adam Hempstock, Rickardo Welyhorsky, Niel Morrison

"The Victor Diamond Mine is located in the James Bay lowlands, 90 km west of the First Nations village of Attawapiskat. The project was the first of its kind in northern Ontario and was completed approximately 9 months ahead of schedule.The Victor Mine process plant flowsheet was designed to produce a 95 - 98% by weight diamond concentrate. Main processing steps include 3 stages of comminution, dense medium separation and proprietary x-ray technology for final recovery. Reagent consumption for this process is limited to flocculant, for thickening of fine processed kimberlite, and FeSi for the dense medium separation.The commissioning phase of the Victor Project was executed over a period of 6 months and commenced prior to substantial completion of construction. The approach used was to focus on and complete commissioning of the higher risk dense medium separation and recovery systems prior to construction completion of up stream systems.INTRODUCTIONThe development of the Victor Diamond Mine took place over a period of approximately 5 years and had a capital cost of CAD997 million. It was a greenfields project in an undeveloped region of northern Ontario, only accessible by winter road. Figure 1, below, displays the location of the project within Ontario.The main stages of the project included feasibility, environmental permitting, engineering, construction, and commissioning. At the onset of the engineering phase, the mine was scheduled to enter production in October 2008. Through a team effort between AMEC and DeBeers Canada, the schedule was advanced by 6 months towards the goal of project completion in April 2008. Production status was attained in January 2008, approximately 9 months ahead of the original schedule. This paper focuses on the commissioning aspects of the project and includes a less detailed discussion of the engineering stage."

Jan 1, 2010

The primary steel industry of the Prairie Provinces consists essentially of three companies whose total annual melting capacity, as of January 1, 1963, was 333,000 net tons. These companies have steel rolling facilities. In addition, there are five other companies producing steel castings by melting scrap in electric furnaces which, with the plants having rolling facilities, gives a total annual furnace melting capacity of 380,000 tons. Since 1954, the annual production of steel ingots and castings has ranged from a low of 66,588 tons, in 1954, to a high of 211,138 tons in 1961. The present facilities on the Prairies for making steel ingots from scrap, and rolling them to produce light merchant mill products, appear to be sufficient for many years ahead. Steel scrap, as electric furnace feed to make steel ingots for the present line of products, will probably continue to be available at reasonable prices either on the Prairies or from the north-central United States. It is recognized, however, that residual elements in scrap may be-come of greater significance and necessitate more rigid control of scrap quality.

Jan 1, 1963

By Karl J. C. Harries

This paper looks briefly at some of the agreements and types of royalties that may be met during exploration activities, but does not go into details relating to them. Agreements can either make or break a deal or relationship. A well drafted, comprehensive and fair agreement can create good relations and trust among the parties and will go a long way towards making a deal work. In the best of all worlds the agreement will be put away and not need to be referred to after it has been signed (but it will be there if needed to sort out potential problems). On the other hand, a poorly drafted agreement or one that is inappropriate to the circumstances or unfair to one of the parties can break a deal and end up with the parties facing each other in that expensive, unproductive and time-consuming occupation ? a lawsuit. Accordingly, it is advisable to involve professional advisers with any agreement. The straightforward one may involve no more that a read through whereas the more complex agreement will require considerable involvement. There is, however, one rule for every explorationist to remember: a professional adviser is only an adviser. His responsibility is to make sure that you have the necessary information to make a reasoned decision but the decision is yours, not the adviser?s. It is your deal, you are going to have to live with it, and it is inappropriate for an adviser to introduce new concepts or amend negotiated ones without your specific instructions. Mineral exploration agreements, although basically option, acquisition and joint participation agreements, come in all the shapes and forms, appropriate to give effect to the endless variety of deals negotiated by the ever-active minds of explorationists. You will note the reference to "joint participation agreements" rather than "joint venture agreements". The latter term was purposely avoided because, with the current activity of explorationists from common law jurisdictions in civil law jurisdictions, it has become necessary for the explorationist to become familiar with corporations and shareholders agreements. As most of you are no doubt aware, under the civil law system a joint venture is normally not recognized as a legal entity and, therefore, joint participation in projects is usually by way of corporations.

May 1, 2003

By A. Koster, V. Maurel, S. Dezecot, Szmytka. F.

The aim of this work is to clarify the role of microstructure heterogeneity in the initiation and growth of cracks in a lost foam cast A319 for low cycle fatigue (LCF) loading condition. Because 2D analysis fail to establish the scenario of damage events, this study is based on 3D in situ analysis using synchrotron X-ray tomography during LCF test performed at 200°C. If X-ray tomography is now an established technique to study damage development in 3D, its application for relatively high temperature cyclic tests has never been done so far. Initial 3D observations of damage show that the cracks that lead to fracture initiate near large pores and propagate into the hard particles 3D network of the eutectic regions.

Jan 1, 2015

By Douglas M. Smith, G. A. Maki

"The initial development of the massive potash deposits of the prairie evaporite formation took place over a decade ending in 1970. The potash mining and refining facility near Rocanvi11e, Saskatchewan was the 1ast of ten mines to come into production during that era. This operation, known as Sylvite of Canada Ltd., was designed to produce 1. 2 million short tons per year of KCl product in granular, coarse, standard and special standard grades.In 1977 the parent company, Hudson Bay Mining and Smelting, sold the Sylvite property to the Potash Corporation of Saskatchewan. Shortly thereafter PCS slated its new Rocanville Division for a two phase program of expansion. The first phase, completed in the spring of 1979, was relatively small, involving mill debottlenecking and additional equipment in the compaction circuit and the product and ore storage areas. The second phase was a major undertaking which included additional mining equipment and a new 300 STPH milling circuit. This work was completed during the fall of 1981 and has increased the Rocanville Division's nameplate capacity to two million STPY.Thickening equipment operating in the Saskatchewan potash industry is generally situated within the main refinery building or a separate insulated and heated structure due to the harsh winter climate and the need to closely control plant brine temperatures to ensure good flotation circuit performance. Since these thickeners process large volumes of slurries, conventional basin type designs tend to be large, ranging up to 150 feet in diameter or more. As part of the general effort to minimize capital costs, the potash industry has begun investigating the use of alternate high capacity, compact thickener designs. In this regard, PCS Rocanville undertook a program in 1978 to evaluate a Lamella™ Thickener and one other type of 'High Rate' thickener* as alternatives to a conventional design for the phase two expansion project."

Jan 1, 1983

By H. D. B. Wilson

THIS PAPER has resulted from a preliminary draft of a background paper prepared anonymously for the Science Council's Special Study of the Solid-Earth Sciences in Canada. The draft was circulated to eighty-four Canadian geologists; forty-eight of these responded with criticisms of the draft. All critical re-marks were considered carefully and most have been incorporated in the final paper in an attempt to balance the author's bias, although this bias undoubtedly still appears. Indications of support for a particular statement or section were also helpful, because many of these contradicted criticisms and enabled the author to judge the consensus. Thus, all criticism could not be incorporated because the referees did not agree. It is interesting that some remarks were con-sidered overstatements by some and too bland by others. The most perplexing critical comment was one which suggested a new author was needed, and went on to name the existing author as the most likely candidate.

Jan 1, 1970

By Zorigtkhuu Davaanyam, Bern Klein, Stefan Nadolski, Amit Kumar

"The High Pressure Grinding Rolls (HPGR) is a relatively new comminution technology that has been shown to be more energy efficient compared to semi-autogeneous (SAG) mills. Full and fair consideration cannot be given to HPGR-based comminution circuits in early stage projects, because presently pilot scale testing is required for assessing and sizing; pilot scale testing requires bulk samples weighing more than one tonne. A CAMIRO research program was conducted at the University of British Columbia to develop bench scale tests that would reduce the quantity of sample required to assess HPGR.Three test procedures were developed.1. The Direct Calibration Methodology calibrates piston press test results to pilot scale test results such that piston press tests can then be used to determine the energy–size reduction relationship for a range of ore types.2. The Database Calibrated Methodology, which is similar to the Direct Calibration Methodology except that it calibrates piston press tests against a database of pilot scale and piston press tests.3. The Semi-Mechanistic Methodology was developed to use piston press test results as an input for an HPGR based energy-size reduction performance model.Through utilization of these methodologies, the energy–size reduction performance of an HPGR can be predicted with minimal sample requirement. In addition, piston press testing is far more cost effective, faster, and accessible than pilot-scale HPGR testing.IntroductionOne could argue that in the future, decisions regarding selection of comminution circuits will be made primarily on the basis of energy consumption. The following facts and predictions support the argument:"

Jan 1, 2015

By E. M. Watkin

"Land directly disturbed by hard rock mining activities in Ontario and Quebec was surveyed in 1974 as part of a country-wide assessment, (Murray 1977). Some 15, 000 hectares, or 5 7 square miles, are listed as having been disturbed by overburden removal, waste rock and tailings deposition (Table 1) in the region. That area represents sixty-eight per cent of the total area which ha1; been disturbed by mining in central and Atlantic Canada. Assessment of disturbed areas was undertaken using LANDSAT-1 and LANDSAT-2 satellite imagery. Certain limitations of the technique were recognized but the data obtained were considered a relatively acceptable assessment of the extent of disturbed areas larger than ten hectares.Approximately ten per cent of the land disturbed by mining in the two provinces has been reclaimed to varying degrees. Indeed, this proportion is correct for the country as a whole. As pointed out by Ripley, Redmann and Maxwell (1978), some of the land was disturbed long before environmental concern 01· reclamation were ever considered. In numerous instances reclamation will remain impossible until presently active operations are closed. Nevertheless, these authors feel such figures make it clear that reclamation has not been a high priority in Canada in the past. Canada is a vast country, and there has been little pressure toward efficient use of all land space. Most mining operations occur in areas distant from the country's population centres. Under these circumstances, therefore, the pressure to reduce the environmental impact of mining is much less than in the more densely populated areas of Europe and the eastern United States, where such activity can occur in or adjacent to large metropolitan areas."

Jan 1, 1980

By K. Barr, F. Grenier, J. Hettinger

"To reach the Hemlo Gold Inc. objective of becoming the lowest cost, safest Canadian gold producer while causing no environmental damage, management embarked from its inception on a strategy to build an organization which would foster employee involvement wherever possible. This paper describes the organizational structure and how various innovative concepts have been implemented.BACKGROUNDThe Golden Giant Mine in the Hemlo area of North Western Ontario is owned by Hemlo Gold Mines Inc. 50.1% is controlled by Noranda. The mine commenced operations in March 1985 at a modest production rate. After it reaches full production by the end of 1988, with completion of underground development work, the mine is expected to operate at 3000 t/d and produce in excess of 300,000 ounces of gold per annum. This makes it one of the three largest producing gold mines in North America.Two other companies, Lac Minerals and Teck-Corona, operate mines on either side of the Golden Giant Mine. Noranda Geco Division is located 55 kilometers to the north at Manitouwadge. The majority of Hemlo Gold's 270 employees live in Manitouwadge where a mix of accommodation was constructed and made available for purchase by employees. Bus transportation is provided to and from the workplace with modern coaches. The housing and transportation policies were implemented prior to start-up and designed to help attract and maintain good employees.As shown in Figure 1, the operation is divided into five operating and support departments with each reflecting a high degree of departmental control and responsibility. For example, the mill department is responsible for all aspects directly relating to the milling complex including safety, operation, mechanical maintenance, assaying, instrumentation, and environmental control. Similarly, the mine department is responsible for all phases of operation, mine engineering, geology, and maintenance of underground mobile equipment. The plant department is responsible for maintenance of hoisting plants and conveyances, underground stationary equipment, all site electrical services, surface buildings, housing and yard maintenance. Efforts are made at every level of the organization, from departmental organization to individual job assignments, to ensure responsibilities are clear and that they encompass complete functions."

Jan 1, 1988

By E. Amini

"While methods exist to allow the simulation and optimization of existing flotation operations, there is a deficit in the ability to predict the performance of a new ore type pre-processing. A laboratory scale batch flotation testing methodology has been developed to assess the flotation potential of ores (known as the JK Floatability Index or JKFI). Previous work conducted by Alexander and Collins (2008) showed that the test could be used to predict full scale results in base metal ores. In this work, JKFI tests were applied to three different types of ore and one blend from a greenfields gold deposit to show the test applicability to flotation of precious metals. The results from the JKFI test on one ore type were then used to predict the response of all ore types (including the blend). To validate the predicted kinetic parameters, a comprehensive survey was performed on a pilot plant where each of ore types was processed in the circuit. An acceptable agreement was found between the experimental recoveries and predicted recoveries which indicate the potential of this method for use in predicting the flotation response of an ore.INTRODUCTIONOver 100 years, flotation has been considered an efficient method to concentrate different types of sulphide and oxide minerals and coal. Thus, numerous research studies have been undertaken to find an appropriate model to predict the behaviour of particles in flotation circuits (Barnwal et. al., 2006; Bascur and Herbst, 1983; Cecile and Villeneuve, 1991; Deng et. al., 1996; Zheng et. al., 2006). Most methods are based on the ore flotation response in an industrial plant which is expensive and time consuming to characterise. It is difficult to reliably predict flotation response for new types of ores in industrial scale plants.The floatability component modelling (FCM) approach, developed within the Australian Minerals Industry Research Association (AMIRA) P9 project, has been used to derive models of operating flotation plants for the purpose of simulation and optimisation (Alexander and Morrison, 1998; Alexander et. al., 2000; Varadi, 2006). This approach has been applied at a large number of operating sites treating a wide variety of ores. The approach requires metallurgical surveys to be undertaken in conjunction with batch flotation tests and cell characterisation. This allows ore and machine parameters to be derived, which are then used in the P9 Flotation Model. The development of a FCM generally requires a large commitment of resources and time. While there has been significant support of this approach in industry, the FCM approach is limited to ores already being processed (Runge, 2004; Wightman, 2006)."

Jan 1, 2009

By R. Tessier, C. R. Larsen

"INTRODUCTIONOn November 10, 1982 Nor and a Inc signed an agreement with Golden Sceptre Resource Ltd. and Goliath Gold Mines Ltd. to construct a mine and milling facility.The Golden Giant mine is located in the Marathon area of north - western Ontario, immediately north of Highway 17 and about- 3.5 km west of Highway 614.With the exception of selected unit processes, the mill was designed for a nominal throughput of 2500 tonnes per day with early operating data to be used to identify sections requiring possible expansion to achieve an ultimate throughput of 3000 tonnes per day.Commissioning of the highly instrumented milling complex which includes crushing, grinding, cyanidation, and carbon in pulp processes commenced in February 1985. After water testing various sub-circuits from grinding through tailings, waste ore was introduced to ensure proper mechanical and electrical operation of process equipment.The first ore was milled as a mixture with waste on March 4, 1985. The first gold bullion was poured April 6, 1985.Initially, ore was only available from mine development at a rate of 700 t/d, which was milled at a minimum rate of 1200 t/d. While regular weekly shut downs of two to three days was useful for mechanical maintenance, changes, and modifications, process tuning was more difficult due to the non-steady operation. As increased quantities of ore became available, regular weekly shutdowns tapered off and process operation improved accordingly. For testing purposes and as ore was available, mill throughput was increased regularly to 2300 t/d and for very short periods of time to nearly 3000 t/d.No major design or operating problem has been encountered to date. The following is a brief description of the milling process and various operating highlights. Process flowsheets are shown in Figures 1 through 6."

Jan 1, 1986

By A. Brown

THIS P APER has been pre-pared as a progress report on Mines Branch investigations into problems of ground stress in certain co al mines of Western Canada. As such, it should be considered as a companion report to the one ( 1) presented to the Mining Society of Nova Scotia in 1956 and which dealt with similar investigations in the coal mines of Eastern Canada. For the past 50 years, dynamic incidents in the form of 'bumps' and 'outbursts' have been occurring in the coal mines of the Inner Foot-hills belt of tl1e Canadian Cordillera. As these phenomena generally become more frequent with in-creased thickness of overburden, a limiting depth of mining of 2,500 feet has been set (2) for estimating recoverable reserves of coal. If such a view were accepted, from a long-term viewpoint very large resources of coking-grade ?coal -in a part of the continent deficient in such coals -would not be available to the nation. The terrain in which these in-6dents take place may be described in geological terms as being dominated by pronounced structure in strata ?consisting of a large proportion of highly indurated rocks. The Geological Survey of Canada has co-operated by carrying out structural studies (3) at the mines, supplemented lithological by stratigraphic observations.

Jan 1, 1958

By F. Tanaka

Copper losses to discard slag have long impacted on the profitability of copper smelters. Businesses based on the treatment of secondary materials have also revealed that copper losses are indices of precious-metals losses. Many custom smelters are thus required to obtain more reliable controls for reducing copper losses than ever before. Mitsubishi Materials Corp. has cooperated with academic research institutes in conducting research projects on the pyrometallurgical fundamentals of copper smelting systems, including mutual evaluation of magnetite behavior between synthetic and industrial slags. The state-of-the-art pyrometallurgy has subsequently been introduced to Naoshima smelter for controlling the Mitsubishi process. The revised controls function successfully and the operational results demonstrate that avoiding the discharge of solid magnetite from the S-furnace is quite effective to reduce copper losses. Magnetite behavior has been controlled over the Mitsubishi process so as to reduce copper losses while satisfying the needs of recycling businesses growing in Japan. In-situ estimation of magnetite behavior using the absorbed heat from the melts to cooling water will also be discussed.

Jan 1, 2007

By K. E. Waters, J. E. Nesset, F. Rosenblum, J. A. Finch

An advanced laboratory-scale weathering apparatus has been developed at McGill University to study the effects of weathering (ambient temperature oxidation) on the self-heating of sulphides. Previous work by the authors has shown that the problematic self-heating of sulphides is inherently linked to the degree of oxidation (weathering) of the minerals: un-oxidized active sulphides exhibit little or no self-heating while the same material when weathered can generate extensive self-heating bringing temperatures well above 100 0C. In this study the effects of environmental conditions (weathering time, ambient temperature, sample moisture, relative humidity, and oxygen content) were evaluated with respect to the self-heating response of a pentlandite-pyrrhotite nickel sulphide concentrate.

Jan 1, 2015

DynoMiner APS Delivery Systems Overview ? New Design of DynoMiner APS-M2 ? Stand alone or attach to Cargo type 10,000 lb (4536 kg) emulsion bins. ? Hose reel w/200-ft (61-m) by 1-inch I.D (25-mm) hose capacity, power rewind. ? Increased water and trace capacity. ? Hose reel and gassing offered as options. ? New Flow Meter ? DN-100: aluminum body, UHMWPE rotors. ? Will be offered as an option. ? APS Nomenclature ? Proposed changes ? DynoMiner APS and APS-M1 to become DynoMiner APS Drifter ? DynoMiner APS-M2 to become DynoMiner APS Stoper. ? Both to have optional gassing / flow metering.

May 1, 2004

By F. A. Forward

Introduction The main line of ascent in the development of the nickel industry may be traced back through the International Nickel Company of Canada, Limited, to its earliest antecedents, the Canadian Copper Company and the Orford Copper Company. Mining geology is but one aspect of the overall development of this organization, and the stress it has placed on geology grew according to the need. In the early days, intensive geology was not required because ore supply was not one of the main problems of this or any of the pioneer companies. The difficulty then was to find economic methods for reducing the ores to nickel and copper, and markets for absorbing nickel in the face of a limited demand from consumers heavily prejudiced in favour of the New Caledonia product. "Very early in the history of the region it was patent to everyone that to share in the full benefits of the industry the same individuals or company must control the whole of the operation necessary to manufacture the finished product' (1, p. 45). These conditions were fulfilled for the International Nickel Company in 1902 when the Canadian Copper Company (incorporated 1886), with its ample ore supply, took the initiative to merge its interests with those of the Orford Copper (Refining) Company (incorporated 1887) to form the new company which, with reorganizational changes, emerged as the producer of the overwhelming bulk of the world's nickel. The Mond Nickel Company, Limited, entered the field in 1899 with a refining process, and over a period of years acquired ore through purchase of mining properties. This Company operated successfully and independently until 1929 when its assets were joined with those of the International Nickel Company in order to permit the most economic exploitation of the Frood-Stobie orebody in which both Companies were interested.

Jan 1, 1948

By J. E. Gill

Introduction During the past summer, detailed geological mapping was extended to cover the entire group of 31 claims owned by Waite-Ackerman-Montgomery Mines, Ltd., and considerable new information was revealed by development and exploratory work underground. These new facts provide a more complete view of the lithology and structure of the area than has heretofore been available. They also necessitate revision of certain interpretations presented last year by Peale (l), and have served to straighten out some of the problems suggested by Porritt (2). The purpose of this paper is to outline in a broad way the relations as now understood and to discuss in detail certain points which should be of interest to members of the Institute. Maps and records by the mine staff have been freely used in arriving at the interpretation presented in the following pages. The writers are especially indebted to Mr. R. V. Porritt, the mine manager, with whom many of the problems touched upon were discussed on the ground and whose intimate knowledge of the geology of the underground workings aided greatly in testing various hypotheses. The writers have profited greatly, also, from close association with Dr. W. F. James during the course of the work. Permission to publish the included data has very kindly been given .by the management.

Jan 1, 1932

By Hamid Butt

Information Technology ??Advanced Information Technology is dramatically changing information flow within organizations. This enables employees to have information at their fingertips to make informed and prompt decisions. ??Real-time information allows timely analysis, which dramatically reduces cycle times, making organizations faster and more flexible. Business Challenges ??Continual growth of mining and Mine mobile fleet.??Increasing maintenance costs. ??Difficult to identify and troubleshoot equipment problems while equipment is operating. ??New equipment is increasing in complexity and cost. Therefore, each failure results in a greater impact to production and cost. ??Troubleshooting practice is reactive. ??Protect and optimize the use of mining assets to realize maximum business value. ??Maintenance and Operating information is not easily accessible ?no near real-time system that provides complete information.

May 1, 2006

By Edgar Stansfield

Introduction First, I should define more closely the vague term 'recent work' that appears in the title of this paper. Following the period of depression that was an aftermath of the first Great War, the Research Council of, Alberta carried on for ten years without a Council and without a financial yote by the Legislature. In November, 1942, a new Council was formed, under the chairmanship of the Hon. N. E. Tanner, Minister of Lands and Mines, and a vote was granted by the Legislature early in 1943. By 'recent work', I mean work during the present regime. The Council is now going full steam ahead, or would be if it could get suitable technical assistance and required apparatus and materials. Lack of these has so far made unnecessary my responsibility for seeing that we do not exceed our estimates. The Annual Meeting of the Research Council will be held in November (1945), and at that meeting the programme of work for next year will be discussed. The present time is therefore the correct time for any of you who may have ideas as to work which might profitably be undertaken by the Council, to submit these ideas for consideration. I propose to discuss my subject under several headings, and to give enough of these to show that the Council has wide interests.

Jan 1, 1946