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A considerable debate has arisen regarding the best route for the beneficiation of iron ore. Supporters of jigging technology claim that although the technology is old, due to recent advances in jig control and a better understanding of the separation processes within jigs, it offers significant advantages over dense medium separation, especially in terms of reduced capital and operating costs and simplicity of design. Supporters of dense medium separation claim that this technology is proven to provide the best possible separation and that the gain in efficiency over the life of the plant, compared to that of a jig, will more than offset any differences in capital or operating costs. The truth is that both viewpoints are valid and that the choice is ultimately determined by specific characteristics of the ore being treated. Factors that need to be taken into account in deciding upon the correct option include the size/density distribution of the ore to be treated, the different size fractions which must be treated (lumpy or fines), differences in yield at grade, plant layout and capital and operating costs. Each of these factors will be discussed in detail and a case study for both lumpy and fines will be presented.

Jan 1, 2007

By Hoskings R

Conceptual studies of the run of mine stockpiling and reclaiming requirements com- menced in 1975. Final selection of equipment was made in 1978 and the equipment was commissioned in June, 1979. Equipment selection was made after extensive investigation and visits to existing facilities throughout the world. The equipment selected is described and com- pared with the alternatives. Foundations were designed to minimise clean up effort and to ensure stability of equipment under design wind loading without storm bays. Program- mable logic control enables the stacking and reclaiming facility to provide a blended feed to the coal preparation plant.

Jan 1, 1980

My topic for today is the Crown Minerals of the future. New work initiatives are underway and the organisational structure is being overhauled. These are not insignificant changes and in this paper briefly summarises these proposals. These new work initiatives and changes to the organisational structure will have implications for the industry as a whole and also for the way individual clients interact with Crown Minerals.

Jan 1, 2003

Deep lead mining by methods other thanconventional open-cut techniques has not been effectively employed in Australia in -the second half of this century. The reasons for this are essentially economic, and are related particularly to the labour intensive nature of the methods involved as well as the high consumption of support materials. These methods have been adapted in recent times to undertake bulk sampling programmes in deep leads. Although some consideration is given to surface-oriented hydraulic and solution mining applications, the prime function of this paper is to investigate the possible application of modern underground methods to deep lead exploitation. As deep leads are not currently being worked (with the exception of some minor operations on the Eastern seaboard), these applications remain essentially untested. They have, however, been conceptually developed following several years of small scale deep lead development. Current mineral economics, particularly with respect to gold, combined with the known extent of partially - or totally - unexploited mineralised leads demonstrates the necessity to investigate all possible means of ore extraction.

Jan 1, 1985

Waihi Gold Mining Company Limited, a wholly owned subsidiary of Normandy Mining Limited, operates the Martha gold mine, located in the township of Waihi, New Zealand. The operation, an unincorporated joint venture, comprises Normandy Mining Limited (67.070/0) and Otter Gold Mines (32.94%). Since gold was first discovered at Waihi in 1878, it has formed a key part of the region's economy. In 1909 the Waihi mine was described in a report to Parliament as æthe most important gold mine in Australasia and one of the greatest in the world.Æ That was a record year for production, with 416,813 tons of ore mined and some 1,120 men employed. Today the mine produces up to 1,250,000 tonnes of ore annually, and the project employs some 234 men and women. In 1999 the value of the gold and silver produced ($59 million) made up 47% of Waihi's estimated GDP. Waihi Gold has made significant contributions to the Waihi economy, community and the Hauraki region as a whole. Since the mine was re-opened in 1987, thousands of local people have benefited from the mine. In 1999, consents were granted allowing an extension to the mine life (the Extended Project) and this will result in a further seven years of economic benefits resulting from mining activity. The Company has undertaken extensive consultation throughout project planning, construction, operations and rehabilitation. Ongoing liaison and involvement with all community sectors, including Tangata Whenua and Iwi, local residents, recreational groups and schools remains an integral part of the operation. Throughout the life of the modern Martha Mine, the Company has actively supported the local community in the form of donations, sponsorships, the provision of amenities, and by participating in community events. A well established environmental team exists at the site. Environmental and community performance is measured by an independent five-assessment process, and the Company is committed to achieving excellence through ongoing improvement programmes and staff awareness. When the mine is closed, the open pit area will be transformed into a recreational lake, and the tailings storage facilities will be rehabilitated to become a combination of wetlands, grassed areas and ponds. Resources will be provided by the Mine to ensure the rehabilitated site remains in a safe and self-sustaining, stable condition in perpetuity. The mine is regarded as a showcase on a world standard of how a modem mining operation can successfully coexist with the nearby community.

Jan 1, 2000

Supergene enrichment of ilmenite occurs through a complex series of reactions with initial oxidation and hydration followed by leaching and dehydration. Lateritization appears to be associated with the early phase of the supergene process and if ilmenite grains are encased in iron oxides no further alteration proceeds.

Jan 1, 1986

In the past two and a half years, over 40 000 metalliferous mining and related services personnel have been trained through an Australian Generic Safety Induction system. This is almost half of AustraliaÆs metalliferous mining related workforce. This remarkable industry acceptance and delivery of safety courses is supported by Acacia Resources, Great Central Mines, Homestake, Newcrest Mining and WMC Resources, amongst hundreds of other mining, exploration and major contracting and services companies. MARCSTA; the Mining and Resources Contractors Safety Training Association (a pro-active not-for-profit self-help group of 24 major contracting companies) developed this generic safety induction. MARCSTA set out to find the æcommon groundÆ necessary to help address the evident safety problems and cost of re-training that were plaguing development of an internationally competitive and productive export industry. The incredible expansion of Australian mining during the decade fuelled a need for out-sourcing, resulting in much larger numbers of contractors on-site. At the same time, changes within Australian legislation, community expectations and the development of huge fly-in/fly-out operations and widespread skills shortages led to a rapid labour turnover and a higher paid workforce. Many Australian mining houses also ran international operations, particularly in South East Asia and head hunted people across the world. The skill levels fluctuated and fell at some local operations. Employers could no longer rely on systematic in-house training of permanent employees to improve safety and productivity as workers could and often did move on. Serious discrepancies in both quality and quantity of safety induction training and work practices occurred. Repetitive, boring and ineffective safety training became an embarrassing and costly burden for companies and workers alike. Then a spate of mining deaths sparked highly publicity, workforce concern and a demand for improvement from government, unions and corporate stakeholders. MARCSTA recognised it had to develop a high-quality safety-training program to satisfy the needs of all employers and be acceptable to others within the industry. This induction system had to be flexible enough to meet differences in legislation between states and industry sectors and be portable to enable cost and time savings for the new transient workforce. Changes in the last two years as a result of evaluating and incorporating various Taskforce inquiries into underground mining fatalities later led to the development of the MARCSTA Underground Safety Induction. This logical development added to the run away success of MARCSTAÆs General Safety Induction and was seen to be essential for many surface mines that were planning to develop underground operations. There are many lessons that MARCSTA learnt during its development that Pacific and South East Asian mining operations can benefit from. The most important of these are the support of stakeholders within industry and the recognition of higher safety and health expectations from workers and government. This goes hand-in-hand with the productivity and return on investment expectations of companies and their shareholders.

Jan 1, 1999

By Taylor G. H

The proposed classification scheme is based on two primary parameters, one for petrographic composition and the other for rank, both being determined with microscopical techniques. The scheme has been applied to a wide range of Australian coals and found to provide a useful means of relat- ing their inherent properties to properties such as volatile- matter yield, crucible swelling number, and calorific value, which will determine how these coals might be used coimierciallyti,

Jan 1, 1969

By E Bouchard March, F Lavoie, B Legare, K Bourassa

Quebec Iron Ore (QIO), a subsidiary of Champion Iron Limited (Champion), completed the restart of the Bloom Lake iron ore mine located in the heart of the Labrador Trough region of Northern Quebec, Canada in February 2018. Prior to its restart, the concentrator flow sheet underwent major upgrades which brought the iron recovery to the highest of all Labrador Trough operations. After two profitable years of production, QIO, supported by Soutex, started to look at technologies to improve its current performance and integrate into its expansion project flow sheet. From the lessons learned while optimising Phase 1, the addition of a scavenger-cleaner processing stage was identified as an improvement opportunity to increase recovery, produce a higher-grade product, and further improve the stability of concentrate quality. In 2019, the NI-43101 feasibility study for the Phase 2 expansion, aiming to double the production of high-grade iron ore concentrate, was published. Based on the metallurgical test work, the hydraulic classifier was selected to perform the scavenger-cleaning duty for its well-established performance and known behaviour at the cleaning step in the Phase 1 plant. To validate laboratory results, a pilot scavenger-cleaning hydraulic classifier was installed in Phase 1. Although the hydraulic classifier was selected for the feasibility study, metallurgical test work performed with the REFLUX® classifier showed interesting potential. It was thus decided to also install a pilot RC300 Reflux classifier at the scavenger-cleaning stage in Phase 1. Despite their apparent great similarities, the metallurgical performance was significantly different, and many dozens of sampling campaigns highlighted the different performance of both pieces of equipment considering the feed material particle size. This article presents the pilot plant results in terms of recovery, selectivity and stability for both the Reflux classifier and the hydraulic classifier operated in a scavenger-cleaner stage at the Bloom Lake iron ore concentrator.

Nov 8, 2021

By D Kent, J Bullock, M Wilkinson

Over the last few years at Glencore’s Mount Isa Copper Operations (MICO) mining conditions have become increasingly challenging through lower head grades and higher work indices. MICO has had great success improving operating efficiencies and increasing productivity through focusing on technology, innovation and operational discipline. The recent implementation of the Mine Site Technologies (MST) ImPact System has supported the continued transformation of the MICO operations through improved personnel safety and direct measurement of productivity. The ImPact System has implemented new safety systems such as the heavy vehicle proximity detection system, underground personnel tracking system and emergency evacuation dashboards improving the overall safety of the workforce. The ImPact System has facilitated productivity improvements via real-time equipment and personnel monitoring, and the implementation of exception reporting (personnel productivity), KPI reports and production dashboards, and transparent reports highlighting developing maintenance issues.This paper discusses the components of the ImPact System, the current installation at MICO, and critically analyses the implementation processes and right sizing of the system to meet the needs of the business today and into the future.CITATION:Bullock, J, Kent, D and Wilkinson, M, 2017. Productivity and safety improvements supported by MST’s ImPact System at Glencore’s Mount Isa Copper Operations, in Proceedings 13th AusIMM Underground Operators’ Conference 2017, pp 279–286 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 16, 2017

IT is very difficult for a founder engaged in jobbing work, comprising all sizes and classes of castings, to appreciate that the analysis of the iron he is using cannot entirely fill the situation he desires for his varied classes of work. Neither is there any panacea in the shape of an iron mixture that will suit the whole of his floor for the day.From his own experience he generally alters his cupola charges during the cast, endeavouring to meet at the same time the requisite metal composition for the castings he is about to pour.The founder on repetition work is in a much better position to stabilise his methods, arrive at a certain pig-iron' analysis, regulate...

Jan 1, 1926

By T N. Little

The aim of any rock breaking activity is to achieve success by developing designs that are blasting objective-specific and geology-specific, and then implementing such designs. This paper targets mining geologists with the aim of extending their knowledge of the rock fragmentation processes and providing insights to the significant relationships between geology and blasting. There are two main relationships, and if mining geologists appreciate both these relationships, then they can play a key role in optimising production. The business risk continuum is introduced to support this understanding. The first relationship is between geology and potential blasting hazards, and the operational complexity required to manage those risks. The risks associated with eight different ground types are discussed in terms of ground conditions, hazards and controls. These types are: reactive ground, hot ground, geothermal ground, fibrous ground, cavernous ground, combustible ground, pyritic ground and conductive ground.The second relationship is between the bench geology and blasting results. The blasting results discussed include: muckpile characteristics, remaining rock faces and blasting emissions. In this regard, some detailed insights and graphical examples are given for the influence of geology on blasting emissions, in particular, vibration, airblast and flyrock.A detailed description of the geological materials themselves can convey much useful information for blasting operators provided they are able to utilise this knowledge. Geologists are ideally suited to provide this description more effectively if they are familiar with the blasting process and the rock mass properties that influence blasting hazards and blasting results. It is also important to have clear statements of blasting objectives and associated operational targets, and this will maximise the likelihood of achieving the desired outcomes. The main aim of the paper is to highlight that geology is currently not fully utilised in the blasting process. In this regard, geologists are often not entirely aware of the blasting process and how they can contribute. The two significant relationships discussed above are integral parts of this process, and thus they are discussed as separate issues in the main body of this investigation.

Aug 22, 2011

By A Densten, C Gimber

Surface water management and drainage is a key aspect of mine rehabilitation and closure planning. In the authors’ experience, drainage related problems are amongst the most common forms of failure in mined landscapes. The appropriate design of surface water infrastructure is therefore a key focus of practitioners. While there is currently a trend towards distributed drainage networks and avoiding hard engineered structures, in many situations (especially for existing landforms) engineered drainage structures cannot be avoided. CITATION:Gimber, C and Densten, A, 2018. A risk-based approach to drainage design standard selection for mine rehabilitation and relinquishment, in Proceedings Life-of-Mine 2018, pp 116–118 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 25, 2018

By L Klemettinen, A Jokilaakso, D Attah-Kyei, P Taskinen, M Tiljander, D Sukhomlinov, D Lindberg

In this study, the use of carbon neutral biochars as reducing agents in the pyrometallurgical treatment of nickel slag was investigated at 1400°C in order to recover valuable elements such as copper and nickel from the slag. A large amount of slag is generated during the nickel matte smelting. Nickel slag contains valuable elements such as copper, nickel and cobalt, which can be recovered. Disposal of this slag results in loss of resources and may cause pollution of the environment. It is important to retrieve these metals for environmental and economic reasons. In this study, the slag was reacted with non-fossil reducing agents (biochar) which were produced from hydrolysis lignin and black pellet biomass pyrolyzed at 600 and 1200°C and with metallurgical coke for comparison. The reduction experiments were done at 1400°C for 15, 30 and 60 mins under inert gas atmosphere. The samples were quickly quenched and analysed with Electron Probe X-ray Microanalysis (EPMA). The results showed that the use of biochar resulted in faster reaction kinetics in the reduction process compared to coke. The fast reaction kinetics is attributed to the relatively high content of volatiles in this biochar, leading to gas formation and thus mixing of the sample material. Moreover, thermodynamic modelling was also performed using FactSage™ to simulate equilibria with different amounts of biochar. The metal to slag distribution coefficient calculated from the results of thermodynamic modelling were consistent with experimental results. In addition, thermodynamic calculations confirmed that nickel is reduced rapidly and it deports to the metal alloy phase. As the reduction progresses or extra reductant is available for reactions, more iron is deported to the metal phase. The calculations also revealed that Zn vaporises into the gas phase.

Jun 19, 2024

Professional engineers of today require a wide array of experience and knowledge. It is true that commonly engineering degrees do teach the technical requirements well, but do fall short in the way of teaching other non-technical issues of professionalism to the student. Today calls for an engineer who does not only have a high standard of the technical knowledge required for their degree, but also has a broad range of experience in areas that are becoming increasingly important in engineering. The importance of social responsibility, liability and interpersonal relations is high. Through the face of the changing world, it has become clear that there is a need for a new type of engineer, who has a broad range of expertise, as well as the typical technical abilities required. This paper will outline these non-technical issues and propose ways of combining these ideas into the mainstream engineering degree.

Jan 1, 2004

By D Phillpotts, S M. Mantsho, P Strobos

A challenge on many industrial flotation circuits is controlling concentrate mineral grades using measurements that are provided infrequently. The mineral grades in concentrate streams are a critical performance indicator in any industrial flotation circuit. Failure to achieve concentrate mineral grade targets has significant financial consequences on a flotation operation. A violation of a gangue mineral grade limits by the concentrator may also result in significant penalties. Online grade analysers which can provide reliable real-time grade measurements are essential for effective grade optimisation. The Blue Cube MQi analyser (by Blue Cube Systems) has recently come to prominence for its ability to rapidly determine mineral concentrate grades online and in-stream. This has provided excellent insight into the actual process dynamics in the flotation circuit, and hence enabled real-time control and optimisation of concentrate mineral grades. MintekÆs Measurement and Control division, specialising in advanced control solutions for mineral and metallurgical industries, has had the opportunity to link the FloatStar Grade-Recovery Optimiser to the measurements provided by the Blue Cube system at a nickel concentrator plant. The project initially focused on stabilising the final concentrate grade without directly accounting for nickel recovery. The site later procured additional Blue Cube MQi analysers, resulting in the expansion of the FloatStar Grade-Recovery Optimiser to incorporate recovery component in the performance. This site already had the FloatStar Grade-Recovery Optimiser for several years, but the original grade measurement device was unreliable and ultimately failed. The system was reactivated once the Blue Cube system was installed, replacing the old analyser.CITATION:Mantsho, S M, Phillpotts, D and Strobos, P, 2012. The implementation of FloatStar grade-recovery optimisation control solutions using Blue Cube online grade analysers on industrial flotation circuits, in Proceedings 11th AusIMM Mill OperatorsÆ Conference, pp 363-368 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 29, 2012

By S Shafiee, N Abbate

The evaluation of mining projects requires a methodology that will give flexibility and manage the existing uncertainty within the projects. The discount cash flow (DCF) and other traditional evaluation approaches, which are widely used in evaluating a significant number of mining projects, have simply assumed that the main variables remain constant in their evaluation; elements such as discounted rate, mine life, operating cost and production rate. The DCF ignores managementÆs flexibility to adapt and reforecast and revise decisions. Real options valuation (ROV) is one of the modern evaluation methodologies that provide a tool to adapt and revise mining projects under uncertainty and future variables movements. ROV brings more variables into the evaluation model compared to DCF and assumes them as uncertain and dependent. Finally, ROV provides a range of solutions that can assist in managing this flexibility.This paper endeavours to compare ROV and DCF for mining projects comprehensively and applies these two techniques in the model. The paper shows that ROV will be inclusive of extra value in mining projects due to variables not allowed for, or even ignored, when the DCF model alone is used. One of the significant advantages of the ROV method is being able to evaluate mining projects under different scenarios from the inception of the projects. Furthermore, ROV gives the ability to evaluate the mining project while allowing for abandonment, temporary suspension, or expanding the mining project. In other words, the ROV evaluation process creates an analytical environment, which allows for optimisation of the mining plan within the mining project, as well as the ability to change the capital structure dependant on existing circumstances over the life of the project. The ROV is a new evaluation method that can add value in mining project analysis and offers opportunities to amplify gains, or to mitigate losses. This paper also discusses some of the reluctance to use ROV instead of DCF in current project evaluation.CITATION:Shafiee, S and Abbate, N, 2012. Now, this is the time for mining companies to choose - Real option valuation or discount cash flow, in Proceedings Project Evaluation 2012 , pp 225-234 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 24, 2012

By M Boon, M Franklin

This paper outlines the journey of cultural maturation and management system development at the Mt Rawdon (MRO) gold mine from its acquisition by Evolution Mining Limited (Evolution) in late 2011 to 2016.Evolution embarked upon a series of projects that aimed to improve the operational consistency and implementation of change on-site, while leveraging off the existing strengths of the operation. This document describes the gaps that were identified, the processes used to close them, and the resulting cultural change and production outcomes, with a specific focus on how to optimise the culture at any mining operation.MRO had a history of four owners in less than three years when it became a key asset of Evolution. The site leadership team (SLT) decided to influence the culture at MRO by reviewing and upgrading the existing management processes.The first priority was to improve transparency and collaboration at the SLT level, followed by improving competency in project management. The next phase was to strengthen the internal communication using a deliberately designed network of meetings, communication screens and other initiatives. Once there was some traction, the focus moved toward increasing production volume and decreasing cost per unit by improving short-term planning and execution capability. Together with other initiatives, this resulted in improved collaboration between all functions, which in turn netted over 37 per cent mining production uplift.Following solid success, a process of prioritisation and alignment management was implemented. This supported the ‘Mine to Mill one operation’ ideal and allowed the SLT to decide month-by-month what actions were to be prioritised. These priorities incorporated production realities and longer term imperatives of the balanced business plan.Much of this work was completed during a period of declining gold prices and a relentlessly strong Australian dollar, making it difficult to justify spending money on improvement projects. This work proved critical for the operation’s long-term survival.CITATION:Boon, M and Franklin, M, 2016. Improving consistency of delivery at Mt Rawdon Operation, in Proceedings International Mine Management Conference, pp 305-320 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By X Li, W McKeague, M S. Powell

This paper explores the importance of operators in the overall efficiency of mineral processing plants. With the potential of future control configurations becoming more remote, it is time to review the implementation of control and utilisation of operators. This paper is based on a preliminary review of operators and control room operations and clearly shows that, in the minerals industry, operations are typically run in a reactive mode (with a focus on ensuring equipment operation), rather than in a proactive mode (with a focus on optimising the process performance). The primary reason for this misguided approach is the short sighted thinking applied to the challenges of designing technology and organisational tools capable of addressing the essential operational needs: an approach which inevitably results in a disconnect between people and technology. Contrary to the popular approach of replacing operators with expert systems, the thesis of this paper is that the shift to more complex circuits, with higher demands on processing capability and control, will require the actual upskilling of operators. Experience in mineral processing and other industries indicates that expert systems cope well with small changes but are typically unable to respond to major changes in feed material and this is where the expert operator becomes crucial. Providing operators with ongoing high level training in process understanding, and restructuring how they interact with the plant and interface with the control system is the approach being proposed here - an approach surprisingly underutilised and often absent in the minerals industry today.CITATION:Li, X, Powell, M S and McKeague, W, 2012. Unlocking processing potential by empowering our operators, in Proceedings 11th AusIMM Mill OperatorsÆ Conference, pp 333-340 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 29, 2012

The Gold Ridge Mine is an open-cut gold mine in the Solomon Islands. The mine is owned and operated by Gold Ridge Mining Limited, a wholly owned subsidiary of Ross Mining NL. At the invitation of the Solomon Island Government, project construction commenced in July 1997 and gold production commenced in August 1998. The mine is the countryÆs first, and represents a major milestone in the development of the Solomon Islands. At the time of project approval and construction, there was a growing awareness in the country of the potential impacts of mining in the tropics, partly due to unfavourable publicity surrounding a number of other mining operations in the Pacific region. The management of environmental impacts was therefore an important consideration in the approval of the project, and continues to receive a high level of attention from the Government and community. Ross Mining did not commit to the Gold Ridge Project until it had satisfied itself that all waste rock and tailings could be safely contained on-site, and that the standards normally expected of a mine in Australia could be met. Ross Mining approached the approval, construction, and operation of the Gold Ridge Mine with a set of operating principles that met Government and community concerns. These were:best practice environmental management; operation of the mine in accordance with standards expected of mining operations in Australia; independent peer review of key technical aspects; on-going consultation with Government and community; and equitable transfer of wealth to landowners and the local community. As a consequence, the Gold Ridge Mine has developed into a successful mining operation with a high level of support from local landowners, the general community and the Central and Provincial Governments of the Solomon Islands.

Jan 1, 1999