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The inquiry into the explosion at the Moura No. 2 Mine in August 1994 recommended -?Emergency procedures should be exercised at each mine on a systematic basis, the minimum requirement being on an annual basis for each mine.? (Windridge et al. 1996). In December 1996 the ?Approved Standard for the Conduct of Emergency Procedures Exercises? was published and has been subsequently revised (Queensland Department of Mines and Energy Safety and Health Division 1999). This document provided guidelines for conducting mine site emergency exercises as well as the requirement for a test of state-wide emergency response by holding a Level 1 Mine Emergency Exercise at one mine on an annual basis. From 1998 to date (January 2008) ten Level 1 Mine Emergency Exercises have been held in Queensland, Australia. This paper discusses each of the exercises conducted to date as well as the logistics, scenario preparation, planning and organising required to conduct emergency exercises at this level.

Jan 1, 2009

By S. Lähteenmäki, P. Koivistoinen, J. Levanaho

Semi Autogenous Grinding (SAG) circuit is the most common grinding circuit to day. In Europe and South Africa fully autogenous (AG) circuits are also popular. SAG circuit has a lower capital cost and simple operation. SAG circuit requires the use of grinding balls, which increases operating costs and decreases availability. An AG circuit may produce a higher Net Present Value to the investment. The AG circuit is more complex to design and operate. However, operating experience from AG circuits illustrates that an AG circuit can be as trouble free as a SAG circuit with the benefit of lower operating cost.

Jan 1, 2001

By K. M. Kim

A site-specific blasting model has been developed for the Asarco Mission mine. The main inputs to the model are the in-situ block size (F80), the post-blast fragmentation (P80) and the intact tensile strength (To). The output from the model is the specific blast energy (ESE). Modern techniques are being used to obtain the input parameters for the site-specific blast fragmentation model. In particular, image processing software is used to obtain both the in-situ block size and the post-blast fragmentation, and the Schmidt hammer is used to obtain the tensile strength at numerous locations throughout the rock mass. An initial model was developed using five test shots in one area of the mine that contains Argillite and is relatively homogeneous. This also included calibrating Schmidt hammer readings against actual Brazilian tensile measurements. The model for Argillite will be updated as more tests are conducted, and the model will be extended to the other four primary rock types at the Asarco Mission mine.

Jan 1, 2011

By M. N. Chandraprabha

This paper discusses the role of mineral-adapted acidiphilic microorganism Acidithiobacillus ferrooxidans on the beneficiation of arsenopyrite containing multisulfides (pyrite and chalcopyrite). Adaptation to minerals altered the surface properties of the microorganism. Bacterial adaptation to arsenopyrite and controlled bacterial adhesion to mineral surfaces lead to selectivity in arsenopyrite separation. Bioremoval of arsenic ions (both arsenite and arsenate ions) by Acidithiobacillus ferrooxidans is also discussed.

Jan 1, 2009

By C. A. Young, R. G. Robins, E. J. Dahlgren

The formation of copper thio-complexes in sulfide solutions has been recognized for many years and the measured solubilities of certain copper sulfide minerals attributed to these complexes. Attempts to model this system have proposed either copper(I) or copper(II) thio-complexes, and these have been incorporated into computer programs for generating stability diagrams for the copper-sulfur-water system in order to delineate the region where the reductive dissolution of copper sulfide minerals is likely. In this paper it is proposed that the dissolution of copper from both ore bodies and sulfide tailings can be explained by the formation of the cupro-thio-complexes under anaerobic conditions. Stability diagrams are presented to depict the region and extent of the solubility.

Jan 1, 2001

By S. Cotten

The regulations for current coal mine refuge alternative (RAs) require that there be sufficient life support to sustain survival of the maximum number of RA occupants for a minimum of 96 hours. This minimum duration assumes that rescuers can access the RA through the mine within four (4) days of the onset of the mine emergency. But what if mine rescue teams cannot reach the miners within the RA before the RA air supply is severely limited or exhausted? What could be done to extend the duration of the RA life support capability into the 97th hour and beyond? In addition, what might be done to enable more rapid rescue of the miners if they could not be reached through the mine in a timely manner? This paper describes a systems approach to address the potential need to extend the duration of RA life support beyond current design limits. New capabilities that need to be developed in advance of such a dire need include more reliable emergency communications, highly mobile and efficient drilling rigs, enhanced directional drilling techniques, and a standardized RA external life support interface along with RA internal design modifications to accommodate use of an external supply. The following sections describe the need, intent, and technology gaps associated with each of these capabilities. Government agencies and the mining industry should consider initiation of a program to investigate, design, and develop effective means of extending the current 96-hour time restriction on coal mine refuge alternative life support. The development process should begin with a focused study to refine the overall operational concept, investigate the current state-of-the art of critical technologies, identify specific technology development priorities, and make recommendations for a development program to provide in an organized, efficient, and timely manner a solution for extended refuge alternative life support and occupant rescue.

Jan 1, 2011

By Hans W. Schreiber

Most geologic and mining engineering consulting firms* began to experience the recession with declining billing levels, number of inquiries, and proposal requests in late 1981 or early 1982. As of today, most of them have been functioning at reduced income levels for nearly a year. And while many consulting firms have apparently reached a stabilized income level, they can see little prospect for attaining normal (pre-late 1981) billing levels and income for the remainder of 1983. A few firms have escaped being affected by the recession. Such com panies almost without exception are small (fewer than 20 personnel), offer a limited range in technical capabilities, and tend to be highly specialized in a particular niche. They include those specializing in the heap leaching of precious metals ores, in ground water testing programs, and in the derivation of computer-aided programs to monitor particular mineral processing functions. Those firms affected by the economic downturn have instituted a variety of policies and undertaken actions to cope with significantly reduced incomes to bring fixed costs in line with the depressed demand for services. These changes fall into the following broad categories: • management and management practices; • markets and market definition; • marketing and the pursuit of assignments; and • administration and personnel relationships. Not all of the perceived changes have necessarily been instituted by every consulting firm, and any one appears sporadically instituted. Management and Management Practices In favorable times the managers, and often the owners of the equity, of consulting firms tend to concentrate their attention on the part of the business they find most satisfying and enjoyable. For some, this means acting as project or assignment leaders, even undertaking a specific technical aspect of the job. For others, it means constant marketing with the associated heavy travel and entertainment schedules. In unfavorable conditions, such as the current recession, managers tend to spread themselves far more thinly, expending time and effort on all facets of the business including marketing, proposal preparation and cost estimating, budgeting, general administration, accounting and cash flow monitoring, project/assignment overview, and actual client work. The manager who in favorable times concentrated on client work is now less billable. The manager who concentrated on marketing is somewhat more billable. The manager now needs to pay attention to and expend equal effort on each facet of the business just to keep all the facets in relative balance. Falling behind schedule on a client job or carrying an unduly large percentage of accounts receivable exact a cost to the firm. Clearly the absolute cost to the firm is the same whether demand for service is good or slack. But in periods of slack demand the firm is frequently less able or even unable to bear such costs. Marketing and Market Definition Markets appear to have undergone some significant changes: • Federal and state governments have assumed a greater importance as providers of work vis-a-vis both industry and private groups. • Projects with increase-in-capacity aspects have given way to projects with maintenance or reduced operating cost aspects. • Projects searching for new deposits of minerals in generally new locations have given way to projects reviewing known mineral districts or known deposits. • Industrial mineral and mining companies have exhibited a great propensity to cut back the use of consultants and to undertake as much work as possible in-house. Further-more, a number of industrial mineral and mining companies have entered the competitive arena with consulting firms, submitting proposals (usually to the federal government) in an effort to keep their staffs intact and occupied. In response, consulting firms have reevaluated their capabilities by reviewing old work and reassessing personnel. The purpose is to broaden the services offered and the potential client base, thus redefining the available market. For example, a firm specializing in assessment of technical and cost parameters of a deposit would normally assist a prospective lender in judging the deposit's suitability for project financing. That same company could easily expand into the field of analyzing production costs for an individual operation -something that is needed in periods when lower prices reduce profit margins. Similarly, a firm that has confined such economic assistance to commercial banks could expand to provide its expertise to other lending and even equity buying in-stitutions such as insurance companies. Marketing and the Pursuit of Assignments With few exceptions, consulting firms have significantly increased their

Jan 2, 1983

Most statistical and geostatistical methods of re-source and reserve estimation work extremely well for Normal (Gaussian) well-behaved information. However, most interesting mineral deposits exhibit far from this idealistic distribution of values. It seems that the more valuable the mineral, the less likely the data are to have a Normal distribution. Values tend to be "positively skewed" with a long tail into the high values. Using averaging techniques, such as inverse distance or ordinary kriging may result in consider-able overestimation of grades and tonnages unless such values are cut or otherwise modified. This paper presents some real case studies where distributions are (a) highly skewed and (b) the product of multiple phases of mineralisation. Practical methods are presented for solving such problems including combinations of indicator and log normal kriging methods. The emphasis of the presentation is on developing operational methods which can be used on project evaluation or grade control in producing mines.

Jan 1, 2000

By K. Burke, K. L. Myers, R. Espell

Barrick Goldstrike’s (Goldstrike) AA Heap Leach Pad is an HDPE lined facility used for gold recovery from low grade ores using conventional cyanide heap leach technology, operated from 1987 through 1999. Goldstrike prepared a unique reclamation plan for the AA Leach Pad Facility to provide for a cost-effective, environmentally sound facility closure and to fulfill the State of Nevada’s closure requirements. Traditional Nevada leach pad closure has involved rinsing to reduce cyanide concentration to an acceptable level, followed by reclamation. However, certain metals and compounds are not typically reduced by rinsing and some constituents may increase in concentration with rinsing. A closure scenario to effect limited infiltration through installation of a capillary cover for the leach pad was developed. The capillary cover was constructed by placing a fine-grained layer above the coarse-grained spent leach material to create a capillary break. In an arid climate such as Nevada, the fine-grained layer will rarely reach full saturation and the cover will be able to store water during precipitation and allow removal of water through evaporation and transpiration (ET) during the growing season. A 1.22 m (4 ft) cover thickness was selected as the optimum design cover thickness. The drainage network on the surface of the re-contoured AA Heap Leach Pad was specifically designed to enhance the revegetation, reclamation, and sediment yield control aspects of the AA Heap Leach Pad closure, while resulting in a natural looking surface, compatible with the surrounding topography. Adjacent natural topographic features were used to establish target design parameters for re-contouring and erosion control design.

Jan 1, 2001

By Theodore S. Jordan

The discovery of a major porphyry-type copper deposit on the Papago Indian Reservation in Pinal County, Arizona was announced by El Paso Natural Gas Company in 1968. The deposit, known as the Lakeshore Property, contained an estimated 470 million tons of sulfides and oxides averaging 0.75 percent copper. History and Geology of the area have been described by Harper and Reynolds (1969). El Paso subsequently&apos; entered into the agreement for joint development of the property with Hecla Mining Company, with Hecla as the operator. The ore body consisted of three types of mineralization: 1) Disseminated Oxide Ore, <1% Cu 2) Disseminated Sulfide Ore, <1% Cu 3) Tactite Ore, >1% Cu

Jan 1, 1985

By F. G. Crack, R. V. Ramani, R. L. Frantz

Management for mine construction and development differs from that needed for routine mine production and maintenance. An integrated approach to managing mine development projects must consider contract documents; management organization of a project; the project manager&apos;s role and the field supervisor&apos;s responsibility; and the use of scientific techniques for planning, scheduling, executing, and controlling projects. Professional project management encompasses the following: • Preparing contract documents that establish technical and financial schedules, and detail the responsibility for the physical work commitment. • Developing a project&apos;s organizational structure, to clearly define the roles of the project manager and the field supervisors. • Establishing project management and field supervisor relationships, to avoid ambiguity in assigning responsibility and to ensure desired project progress. • Using management science techniques, particularly networking techniques such as the critical path method for planning scheduling, executing, and controlling projects. Project Versus Production Management Project management differs from routine production management in the following ways: • Uniqueness: A project is unique. Production operations tend to be repetitive. The magnitude of one-time capital expenditures for many facets of mine development warrant special skills and attention. These professional project development skills must already be available by prior experience in the management team. • Personnel: In projects, personnel are usually assigned on a specialty basis and frequently change with the project activity. On the other hand, production personnel work together, more or less permanently. • Management Structure: In a project there may be several staff-line relationships that are not clearly defined and change with changing project activities. In a production situation, the lines of communication and authority are usually well defined. • Time Frame: A difference between project and routine production management is that project activities have comparatively less well defined durations and often tend to be relatively short-term. Production usually has both long-term and short-term plans and well defined long-term and shor-term goals. In project management, formal, critical, short-term reviews are frequently required. In production management, five year plans can be formally adjusted quarterly and annually. Short-term weekly or daily reviews can be informal. • Response to Delays: Delays in a development project may occur without anyone being immediately aware of their existence or suspecting the magnitude of consequence. In contrast, any delays in the production process can be easily identified from prior results comparison. Additionally, the response is quick, usually in a set routine. This can be traced back to the management structure and personnel. • Control Techniques: Measurements of project progress for control are not easily made due to the variety of activities that are carried on at the same time by different work groups. The yard-sticks of performance measurement for individual activities, let alone for the total project, are not easily established. However, due to the difficulty in detecting project delays, a workable control system is vitally important to a project manager. To apply a scientific project control technique such as "management by exception" requires specific planning and monitoring from the project manager for each activity in the project. Production and productivity are quick and effective yard-sticks of measuring performance in a routine operation. Control techniques required in production management usually revolve around these measures. Construction Contracts The construction contract is an important document that establishes contract scope, technical and financial details of the work, and achievement deadlines. It may also serve as the contract document to pay for work done and to verify field progress with planned progress. In practice, it is a good idea to develop a job-specific contract. This whole area is replete with legal precedence and procedures, and it is not the intent here to deal with the intricacies of establishing a contract document. But it is necessary to have an understanding of major contract types. Construction contracts are extremely important legal documents. They may vary in work specifications and enforcement of the provisions. Due to their nature, they must be composed with legal help and will take some time to compile. Even with all the precautions and provisions, it is not uncommon to find owner and contractor disagreeing. Therefore, it is important to include a way to resolve any difference quickly and to incorporate aspects of the contract as part of an overall management control tool for efficient project management.

Jan 7, 1982

Introduction Some people say it is almost impossible to get mining permits in California. Some say the day of the lone mining entrepreneur is past. And some say you cannot make money mining gold where old-timers have already mined it, especially in Tertiary gravels. But a young mining operator and SME member, Tim Callaway, is proving these ideas wrong. Callaway&apos;s company, Brush Creek Mining and Development Inc., has the necessary permits for its Gardner&apos;s Point gold mine in Sierra County, CA. And, Callaway has secured funds for the 7.7 km&apos;/d (10,000 cypd) Tertiary gravel operation. The company&apos;s initial goal is to produce 373 to 466 kg/a (12,000 to 15,000 oz per year) of gold at Gardner&apos;s Point mine at a cost of less than $6.43/g ($200 per oz). Feasibility studies are currently being conducted to consider product levels up to the 1555 kg/a (50,000 oz per year) involving additional plants and infrastructure. While exploring for other hard-rock properties, the Brush Creek company already operates the Brush Creek lode gold mine. The mine sits high on a ridge south of Goodyear&apos;s Bar, which is located on the North Yuba river. It might be noted that the Brush Creek mine has been the subject of media stories recounting how a mine can operate with sensitivity to the environment. Gardner&apos;s Point project In 1983, Callaway negotiated with the Gardners Point Ltd. Partnership for control of the Gardner&apos;s Point property. The Partnership had been engaged for three years in securing permits, mapping and drilling, and test mining. The Partnership actually mined about 43.5 dam3 (57,000 cu yd) of gravel, which yielded 25.2 kg (810 oz) of free gold. Later, the Brush Creek company acquired ownership of the property. The company then began its own exploration and development program. As underground development proceeded at the Brush Creek mine, plans matured for a high-volume operation at Gardner&apos;s Point. Australian and English investors contacted Callaway. A joint venture was negotiated. The Australian owners became majority participants; the Brush Creek company, a minority participant and the operator. The Australian investors agreed to contribute $3.5 million (60%) to the Brush Creek Joint Ventures. The Brush Creek company will contribute its expertise as well as assets and liabilities valued at $2.3 million (40%). About $2 million has been allocated to the Gardner&apos;s Point project. Later, Brush Creek Mining and Development Inc. sold 50.4% of the company&apos;s common stock to English investors for $5.4 million. Callaway negotiated this private placement, which permits further exploration of projects being investigated. Geography and history The Gardner&apos;s Point mine is located in the northern Sierra Nevada of California, about 9.6 km (6 miles) east of the little town of La Porte in Plumas County. The mine lies high on a ridge above Slate Creek, which divides Plumas and Sierra Counties. La Porte is accessible from the Sacramento area by a winding, paved, two-lane highway. But the mine is reached only by two different unpaved county and Forest Service roads. Both roads include steep grades in and out of the Slate Creek canyon. Mine elevation is about 1.4 km (4600 ft) above sea level. The area is thus threatened by occasional heavy winter snows, though it

Jan 3, 1987

By Raymond Sandiford, Kenneth Xu, Taehyun Moon

Tunnel approach structures situated in slow moving earth flows are subjected to significant earth pressures. The authors have developed a system, utilizing collapsible concrete columns, that limits such loading. The system uses an array of collapsible concrete columns in front of the structure to absorb downslope movement and limit-imposed loads. This concept has been modelled using 3D FEM analyses and a rudimental lab test. For implementation, the collapsible columns would be prefabricated in strengths to mimic the soil strength profile. This concept has merit, and analytical results demonstrate that collapsible columns are a viable means to limit loading.

Jun 23, 2024

By K. A. Grace

K.A. Grace&apos;s article advocates usage of the terms describing resources as defined by the US Bureau of Mines (USBM) and the US Geological Survey (USGS). Originally recommended in 1943, the terms were revised in 1976 and again in 1980. Mr. Grace further recommends that the term reserves should be severely restricted and that it should encompass mining and processing factors. The list of references quoted in the article does not, however, mention the study concerning reserves that was made over a period of almost four years by a joint Committee on Definitions. This committee was sponsored by three societies - the American Institute of Mining, Metallurgical, and Petroleum Engineers (AIME), the Society of Economic Geologists (SEG), and the American Institute of Professional Geologists (AIPG). Most of the detailed work was done by a working party appointed by the Society of Mining Engineers (SME) of AIME. After studying previous definitions in the US as well as in the United Kingdom, Canada, Australia, France, and other European countries, the following definitions were proposed and accepted in 1974 by the SME board of directors. (Ore reserve definitions in Rhodesia, South Africa, or New Zealand were not mentioned as having been reviewed.) Table 1 lists definitions from MINING ENGINEERING, July 1975. Notice in Table 1 it was mentioned, under Resources, that the definitions of reserves were recommended for the purposes of commercial evaluation. It was further stated that the terminology adopted by the USBM and the USGS, as released to the public, covering resources, was recognized as such. Mr. Grace also recommends that reserve calculations should allow for future losses in ore tonnage, ore grade, milling, and smelting. Unfortunately, it might take years to develop a prospect after it has been discovered. Mining methods have to be tested before being finalized in order to know what tonnage of ore is going to be lost, or how much dilution is likely to occur. The same problems are present in concentrating or in smelting. Operating mines usually know how mined grade compares with ore reserve grade. They can usually predict fairly closely what their final metal recoveries are probably going to be. It is, however, expecting too much to have to delay quoting reserves from say a recently drilled prospect. Any responsible mining geologist or mining engineer (or company for that matter) should state several things about an ore reserve calculation: that it is or is not a preliminary estimate only; that estimated grades have not been diluted to allow for a future, as yet unknown, mining method; that metal recoveries are or are not only tentative, based perhaps on drill hole samples only or on no metallurgical testing at all. Reserves of a partially explored prospect are always quoted when it becomes necessary to raise capital. If they are described as preliminary only (really just tonnage and grade estimates and not true "reserves") in addition to being accompanied by some of the items just mentioned, nobody is going to be misled. If, on the other hand, a report by a member of the SME or SEG is intentionally misleading, the individual must be reported and eventually disbarred from his or her society. To summarize, let us stay with the definitions of ore, ore reserves, and related terms as recommended and accepted by SME. I might add that on occasion I have used a fourth category in my ore reserve calculations, namely Geologically Possible Ore. This category is more or less the same as Inferred ore defined by the USBM and USGS. I have never given a grade to this category, which may be based only on geological mapping, geochemical sampling, or geophysical traversing.

Jan 8, 1985

The National Institute for Occupational Safety and Health (NIOSH) has continued study of the Personal Dust Monitor (PDM) developed by Rupprecht & Patashnick Co. Inc. through a CDC contract and currently being commercialized by Thermo Fisher Scientific. This report examines the effect of oversize particles, cyclone inversion, and cleaning procedures. Clean and exposed filters were examined using light microscopy and particulates counted before and after various instrument manipulations. The data presented show that the dry cleaning procedures do not cause significant (greater than limit of detection) sample contamination by respirable or oversize particulates and that the cyclone is resistant to particulate carry over during inversion.

Jan 1, 2009

By C. Strachan

This paper presents an evaluation of tailings dam incidents from the 1994 USCOLD Tailings Dam Committee report. Comparisons are also made with water storage dam incidents from USCOLD reports and recent tailings dam incidents. The evaluation results show that tailings dam incidents are due to a number of factors including overtopping, static and seismic instability, seepage and internal erosion, and foundation conditions, and that no particular type of tailings dam or operational condition is more susceptible to incidents. In addition, the results confirm that tailings dams should be located, designed, operated, and reclaimed with a thorough knowledge of site conditions, mill operation, site monitoring, and tailings characteristics.

Jan 1, 1999

By W. A. Wright

The use and abuse of social media restate common employee relations issues. Business solutions to these issues require advanced preparation. Employers should establish and enforce social media policies to guide their reactions to employees? social media posts that reflect on the employer and its business.

Jan 1, 2011

By Y. P. Chugh

During late 2010, a scientifically founded water spray system was developed for continuous miners (CM) (Patent Pending) that reduces respirable dust exposure for miner operator by about 30%. It includes engineered sprays around the cutting drum, outer bit-ring sprays, chassis sprays and side cutter boom sprays. About 3.6 ? 4.5m (12-15 ft) behind these sprays is additional sprays that spatially cover the area between the CM chassis and the mine roof and ribs. The spray system uses approximately the same volume of water as currently used on CMs with similar operating pressures. An Illinois mine decided to implement these concepts on a CM during rebuild stage. Dust control performance of the rebuilt CM was evaluated using gravimetric sampling and real-time monitoring using multiple personal dust monitors (PDMs). The average results based on about 105 cuts show about 30% and 20% reduction in dust exposure for the miner operator, and the haulage unit operator. Visibility in the mining areas was also significantly improved. The coal company has already decided to implement the system on all their CMs.

Jan 1, 2012

By Steven G. Vick

Effects of the August 1995 failure of the Omai tailings dam in Guyana continue to be felt throughout the mining industry. This article is taken from the final report of the independent body of experts commissioned by the government of Guyana to establish the cause of the failure. It explains what happened, why and how to avoid it in the future. Despite environmental, health and safety effects that were negligible by any objective measure, the failure has received wide international attention. Coming on the heels of the shift in exploration targets and development opportunities to developing countries, it has intensified interest in tailings dam safety and environmental management issues. An informed understanding of the nature of the failure and its effects is key to responding to these concerns.

Jan 1, 1996

By V. T. McLemore

In-situ leaching (ISL) operations have been proposed to recover uranium from sandstone-uranium deposits in NM. ISL (also known as in-situ recovery, solution mining, solution-leach mining, leach mining) consists of injecting a leaching solution into the mineralized zone through injection wells. The leach solution migrates through the formation, dissolves uranium and is recovered through production wells. The uranium is then precipitated through a conventional uranium recovery system. Several criteria must be met in order for in-situ leaching to be successful, most important is that the ore body must be amenable to chemical leaching. A number of ISL operations have been conducted in NM in the past (Mobil, Crownpoint; UNC-Teton, Section 23; Grace Nuclear, Hook?s Ranch, Seboyeta, Church Rock; Anaconda, Windwhip). Kerr-McGee (later Quivera Mining Co., Rio Algum) successfully produced uranium from mine-water recovery (recirculated mine water) from the Ambrosia Lake mines (mid-1960s to 2002). Despite some difficulties, ISL is a viable alternative to recovering uranium and could be utilized in the Grants district with proper aquifer characterization and monitoring.

Jan 1, 2009