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By Jagger N. D

Lead residue from the Zinc Leach Plant at Pasminco's Port Pirie Lead Smelter was previously filtered on a vacuum drum filter and further dried in a gas fired rotary kiln prior to stockpiling and transport to the Sinter Plant. This process involved several materials handling stages, recycled significant amounts of zinc and often resulted in poor environmental conditions. These problems have been overcome by pumping the thickened leach residue approximately 450m to the Sinter Plant where it is filtered in a Larox Automatic Pressure Filter. The filter cake is discharged onto a conveyor belt, held in a storage hopper and then fed directly to the main sinter plant feed stream. Filtrate is returned to the process for additional zinc recovery. The laboratory and pilot plant filtration results are briefly discussed and compared with the operating plant data. The filter installation and ancillaries are described in detail along with the commissioning, operating and maintenance experience over the past 4 years. This installation has overcome the environmental and materials handling problems and resulted in annual savings of approximately $1 million.

Jan 1, 1989

Aspiring to be excellent makes you a good leader as it shows a capability for strategic thought, defining and implementing a vision, making a job easier, more efficient and effective. Every great business leader can generate additional revenue or cost savings for their company. Becoming excellent requires the desire and action to follow it through. There are many established methods of excellence: benchmarking, target setting, supply chain and market analysis, employee suggestions and knowledge sharing forums. In BHP Billiton, practices benchmarking is a key tool in generating improvements for functional areas such as processing, mine operations and mine planning. Practices Benchmarking involves organisational and technical questions that allow the site to self-assess their maturity and generate a prioritised improvement path. Not only does it benchmark and identify gaps, but the approach also facilitates networking, education and team building. For new leaders it is important to remember that you are not alone. Chances are your problem has been solved before. Networks û internal, external, formal and informal can get you started and often save you time and effort. Any leader can achieve success in excellence through a proper process of problem formulation, data and analysis. Again, using key players can make the process more effective. It is important to remember that the people side of the solution is the key to success and that monitoring will ensure the solution will work. In the words of BHP BillitionÆs CEO, Chip Goodyear: Excellence is a mind set. ItÆs something that comes when people get rewarded forthinking outside the box and applying their skill and knowledge. It happens, not in$50 million chunks, but in hundred thousand and million and $2 million chunks.When you get 35 000 people thinking that way, then youÆve really got somethinggoing.

Jan 1, 2005

By S Carr-Cornish, K Moffat

Social licence to operate is developed and kept through managing both operational impacts and the relationship between local community and company. However, CSIRO research has demonstrated that in determining how accepting community members are of a mining operation, relational factors, such as procedural fairness and trust, are much more important than operational impacts, such as impacts on employment and the environment (Moffat and Zhang, 2015). Companies seek to develop relational factors through their engagement with local community; such engagement has many aspects, including, initially identifying stakeholders and positioning the company as part of the local community (Lacey et al, in prep; Thomson and Boutlier, 2011). These relational factors involve the social identities of people living in the community. Social identities are a part of people that shape their beliefs, based on their connections with various groups in their lives (Hogg et al, 2004).An engagement process, intentionally or not, inevitably interacts with the social identities of stakeholders (Crane and Ruebottom, 2011). For example, traditionally, at the very beginning of engagement processes, community members are assigned to categories using conventional stakeholder mapping and categorisation methods, often based on assumptions about stakeholders’ interests, which equates to assumptions about stakeholders’ social identities (Colvin, Witt and Lacey, 2016; International Council on Mining and Metals, 2012). Yet, there has been limited empirical inquiry into whether such categories reflect the social identities of stakeholders and if there is a bearing on relational factors, including, the perceived fairness of consultations and trust in mining companies (Crane and Ruebottom, 2011). Also at this time, companies commonly seek to create a presence in communities, for example, joining Chambers of Commerce and participating alongside community members. Again, there has been limited empirical inquiry into whether community members and companies identifying with the same overarching group and thus sharing aspects of social identity, influences relational factors (Crane and Ruebottom, 2011). In this study, we examined the effects of changing aspects of social identity by changing how stakeholders were identified and companies were positioned, on how stakeholders’ perceived a new mining operation, specifically how they perceived the procedural fairness of the proposed consultation process and trusted the company, two factors that underlie a company’s social licence to operate.CITATION:Carr-Cornish, S and Moffat, K, 2016. Out of the box – the power of social identities in engagement processes, in Proceedings Life-of-Mine 2016 Conference, pp 180–182 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

Prospecting in arid terrain can produce substantial environmental impacts, comparable to or greater in magnitude than the impacts associated with actual mining or petroleum production. Impacts are likely to be particularly severe where prospecting involves intensive geophysical exploration, especially in areas which have escaped degradation by other land uses such as pastoralism. With appropriate environmental planning and management, however, the environmental impacts of prospecting in arid terrain can be greatly reduced and mitigated, at low cost. In many countries, prospecting licences, exploration leases and associated tenements now carry a range of conditions relating to environmental protection. The assessment, avoidance and mitigation of environmental impacts is therefore an important component of and-zone exploration. My aim here is to give an overview of some of the main aspects of an environmental planning and management (EPM) programme for prospecting in arid terrain (PAT). Detailed operational prescriptions for environmental protection procedures are necessarily specific to particular areas and types of prospecting: see. e.g., Buckley (1982a, 1984, 1985a, 1986a), Klepacki et al. (1985) and Stone (1986). The intention here is to provide a checklist rather than a recipe book: as an aid in incorporating environmental aspects into the overall planning and management of an exploration programme, and in liaison with company environmental staff, consultants and regulatory bodies. I also hope to show that whilst some of the techniques used in particular environmental disciplines certainly require specialist expertise, the overall design of an EPM programme is not in the least esoteric, but simply an exercise in straightforward common sense. Perhaps this paper could be subtitled: "Demystifying environmental Planning".

Jan 1, 1988

The paper describes the preparation of new rail guides, removing existing rails, and replacing with new rails in a vertical winding shaft.INTRODUCTIONThe general practice in coal winding shafts is the use of two cages, with one or more decks in which men and materials are raised or lowered. Winding speeds vary according to depth, the type of winding gear, and whether winding is done in downcast or upcast shafts. Each cage occupies a position between the centre and side of the shaft, with a clearance depending on the type of guides used. The function of the guides is to keep the cage in position throughout the entire depth of the shaft. There are three types of guides, two of which are in general use.1. Selected wood of about 6 in. square section, fixed to the side of buntons.2. Solid strand steel made up similarly to that of an ordinary wire rope, suspended from the head frame with weights attached to the lower end.3. Standard T-rail sections fixed to end or side buntons. Of the three types, 2 and 3 are in general use. The type used in the particular case, the subject of this paper, is T-rails of the standard section used in railway work.GENERAL DESCRIPTION OF SHAFTDetails of the shaft are as follow: Diameter of shaft: 22 ft. inside lining.Depth of shaft: 900 ft., including sump.Concrete lined throughout.VENTILATIONThe ventilation shaft is used for the upcast, through which all vitiated air passes to the main ventilation fan. Quantity of air passing up the shaft is 400,000 cu. ft. per minute. The air is highly saturated during the summer weather and slightly less...

Jan 1, 1947

Much has been written about leadership over the years. It is probably one of the most written about but least understood and defined concepts in business. Leadership and management are often confused and blurred, and inspirational words such as mentor, coach, motivator and the like, are often interspersed when describing a leader. There are a few things we do know about leadership:The only thing common to all leaders is that they are different.Leadership is not the sole domain of business; it applies to every aspect of human endeavour. We are all required to lead at times, and we all have it in our ability to lead. There is no set of predetermined competencies, which a leader must possess to be effective. Hence there is no course in the world that can teach you to become a leader. There is no such thing as the perfect leader. Leadership is a verb, not a title; you actually have to do it to be judged a leader. All leaders no matter how you define the term, must leave a legacy. Thus in the busy world we all live in, what are the lessons in leadership that we can all learn from, that will assist us all in our pursuit of leadership. The purpose of today is to put forward a framework for leadership that I have been researching and working on for many years. It is not the definitive framework, merely a framework. Out of today you will take your own collective thoughts, learnings, observations, experiences, education and training, and collective wisdom, and apply it to yourself.

Jan 1, 2004

By P Gnnther, A M. van Niekerk

Coal mining operations in the Upper Olifants River Catchment in the Mpumalanga Province of South Africa are challenged with the increasing production of excess mine water that cannot be fully managed by existing practices of pollution control at source, recycling, and reuse on mining sites, storage and limited release to the natural water course. In contrast to this, the Olifants River Catchment is experiencing water stress and insufficient water is available to satisfy all water quantity and quality requirements for future industrial and municipal growth. It is estimated that the catchment has a deficit of 192 million m3 per annum if the reserve water requirements are taken into account. The future increased water requirements can be met by water transferred to the Olifants River Catchment from adjacent catchments. The cost of transferred water is likely to be substantially higher than the current cost of water supplied to local municipalities, commerce and industry. BHP Billiton and Anglo Coal Corporation are working together to jointly implement water management strategies that will contribute to the achievement of in-stream and dam water quality and aquatic objectives for the catchment. Consideration is now being given to the treatment and beneficial use of excess mine water. This will inaugurate a new era for the coal mining industry in South Africa, in which a pollution threat to the water resources in the Upper Olifants River Catchment is converted into a water source for beneficial use. Three potential mine water reclamation and reuse schemes have been identified and this paper details the technical, institutional, legal and financial considerations in the implementation of these schemes.

Jan 1, 2006

Papua New Guinea has a long history of mining, with gold being produced from deposits on islands in the south east of the country over a hundred years ago. Before the Second World War, the mining and dredging of gold made the Wau-Bulolo area a

Jan 1, 1994

By E Baafi, G Brassington

Coal mining operations can impact on various types of surface infrastructure or natural features, including cliff-lines, steep slopes and natural watercourses. Longwall mining leads to a subsidence depression due to the changing geometry of the mined out area. The current regulatory process for managing subsidence in New South Wales (NSW) involves the preparation of a Subsidence Management Plan (SMP). This paper demonstrates the use of a Weights of Evidence (WofE) technique applied within a Geographical Information Systems (GIS) environment to predict potential areas for rockfalls along cliff-lines in the NSW Southern Coalfield. The WofE is a ædata-drivenÆ method that can be used to predict subsidence impacts prior to mining. The WofE method was applied to ten known rockfalls along the Cataract River to evaluate the reduced impact of not mining within 50 m of cliff-lines along the Nepean River. There is significant reduction of probabilities of rockfall occurrence when mining is avoided within 50 m of cliffs.

Jan 1, 2006

The products required by customers today have become far more complex and consequently more demanding to handle. And thereÆs the dilemma. Nowadays, people tend to stick to a trade for just a few years instead of for a lifetime, and this means that the customerÆs employees cannot be expected to get more than general knowledge of how to handle modern mining and construction equipment. To meet this challenge, major steps are being taken by suppliers to make their æmusclesÆ more user-friendly. Also the supplier is assuming a larger share of responsibility for the product including operators training, supply maintenance services and, in many cases, performance guarantees. In other words, the supplier is today supplying a function or an activity rather than just muscles. Some of the new generation drill rigs have been on the market for a few years and reliable experience has been collected and is addressed in this paper. Some of the information is well supported by figures while others are just statements from users of the rigs.

Jan 1, 2005

New South Wales mining legislation reinforces a systematic approach to safety management. It is now a requirement of all mines in the coal, metalliferous and quarrying sectors in NSW to prepare a Mine Safety Management Plan. The paper briefly outlines work currently being undertaken by the Safety Operations Branch of the NSW Department of Mineral Resources (DMR). The DMR is working proactively with NSW mines in the preparation and implementation of effective Mine Safety Management Plans. There is a growing realisation that a systematic approach to safety management, underpinned by the process of hazard identification, has real potential to improve safety in the workplace. The paper briefly describes the framework used in a current æmines education programÆ and its æduty of careÆ foundation. Particular attention is paid to the role of mining operators in the implementation of Mine Safety Management Plans and their expected behaviour in demonstrating compliance. One challenge is convincing some mining operators that they must adopt new ways of working. Safety Operations officers are often reminded of the need to translate Mine Safety Management Plans into practical safety systems during audits and inspections of mines and through investigations into accidents and incidents. To have a real effect on the mineÆs safety performance, using these systems must be a normal way of going about a dayÆs work for all persons who work at the mine: not a safety manual collecting dust on the mine managerÆs bookshelf. Mine Safety Management Plans are important to mining operators. Not only will positive involvement in the development and use of safety systems ensure they meet their obligations under mining legislation, but it will also help prevent themselves or their workmates being injured or killed.

Jan 1, 2002

By S J. Schafrik, M Long

There are several factors that are increasing the need for new graduates to be ready to design and manage more autonomous operations at mines. Autonomous controls and systems range from the start-up, control, and shutdown of processing plants to the autonomous operation of vehicles. These operations require the workers, engineers, and management to have additional skills for programming, debugging, tasking, and maintaining the equipment. The future survivability of many mining operations will be influenced by a company’s willingness and ability to understand, accept, and utilise this technology for safe and productive operations. This is an educational opportunity and challenge that needs to be addressed throughout the student’s experience, from first year to graduate level. This paper discusses the lessons learned from a decade of multidepartment effort at all student levels and many courses that are able to incorporate data science, controls, and autonomous design into the already topic-rich national curriculum. This approach also exposes other engineering disciplines to the mining industry which is a valuable recruiting tool for talent outside of the mining engineering departments.

Sep 1, 2024

The ore deposits investigated are composed primarily of hcmatite and can be grouped into three categories depending on the amount of leaching of silica and carbonate which has occurred from the original iron formation, and on the amount of recrystallization of the hematite. Minor constituents are magnetite. goethite, and quartz.Texturally. there are five different types of hematite, formed at different stages during the genesis of the ores.These are1. anhedral hematite grains formed by recrystallization of hematite already present in the original iron formation.2. hematite formed by martitization of euhedral magnetite, 3. massive aggregates of fine- to medium-grain hematite formed by recrystallization of (l) and (2).4. tabular or prismatic hematite grains occurring around the boundaries of the massive aggregates or martite euhedra. and in fractures and5. specular hematite. which is present in fractures in ore types (l) to (4).Minor and trace-element analyses, determined using an electron-probe microanalyser. indicated that only silica (less than 0·01 per cent) and cobalt (less than 0·002 per cent) were present in the magnetite and hematite from unaltered iron formation and in the hematite from the ores. Low concentrations of trace elements are typical of magnetite in ores formed as marine precipitates. On the basis of the analyses alone. it proved impossible to distinguish between the five hematite types. A determination of the variation in rare-earth trace element contents between iron oxides in the iron formation and iron oxides in the ores indicates that the rare earths were depleted during ore formation. A possible explanation is that they were removed in solution with silica as it was leached from the iron formation.

Jan 1, 1971

By G Solly, P J. Leevers

Day-to-day operating practices at existing operations need provide high quality data for decisions that will impact directly on the potential value of the available resource, in addition to meeting standards of quality expected of data used in feasibility studies that will be completed to obtain additional capital required to finance operational improvements. Drill hole location, down hole survey and assay data standards of accuracy and precision have received considerable attention in recent years. The authors propose that geological descriptions of both cored and non-cored drilling warrant at least equal attention, considering their fundamental role in establishing the framework used for geological modeling and resource estimation. The iron ore deposits of the Middleback Ranges have been a major source of iron ore for almost a century. High-grade hematite-dominant ore is currently mined by OneSteel from three open pit operations supplying ore to the companyÆs integrated steelworks at Whyalla. A review of OneSteelÆs future iron ore resources, commenced in 2002, highlighted the need for more flexible and comprehensive management of all forms of geological data used in resource evaluation. Driving this program was the information needs of feasibility studies of the Iron Magnet deposit, located beneath the existing Iron Duke and Iron Duchess mines. Prior to the beginning of 2003, resource evaluation drilling data collected by OneSteel was managed using an in-house system based on industry standard relational database software. The system was demonstrably effective in ensuring the fundamental integrity of basic drilling data, but lacked necessary capabilities for the acquisition and management of geological descriptions, geotechnical and geophysical data obtained by down-hole logging. OneSteelÆs existing system for the management and interpretation of geological descriptions was restricted to storage of a single three digit code for each lithological description interval. The original logs for a large number of older drill holes could not be located, having been either poorly archived or culled from the database in the belief that they did not contribute to the understanding of the resources currently being mined. The three digit codes represented a combination of lithological and stratigraphic descriptions, including many subtle variations in iron ore colour and texture believed to be associated with variations in geochemistry, but subsequently demonstrated to be either incorrect or inconsistently applied. This resulted in the establishment of a plethora of codes for a relatively small number of distinct lithologies. Improvements implemented by OneSteel geologists addressed these shortcomings by ensuring the new data management system: facilitated the objective description of lithological characteristics; distinguished between obsevations and interpretations (eg lithology versus stratigraphy); promoted consistency between descriptions provided by different geologists; and helped to ensure data integrity by developing an audit trail for alterations made to data subsequent to its acquisition. The data used to develop interpretations of mineralisation distribution and characteristics are fundamental to the effective utilisation of a mineral resource: any mineÆs most important asset. Resource related risk is widely recognised as the principal source of technical risks affecting resource development projects, whether they are new mines or expansions of existing operations. A key lesson from this work is that most commercial or æin-houseÆ developed geological data management systems are able to handle basic data validation tasks effectively. Geologists, however, need to ensure that the data management system is appropriately structured to help promote the acquisition of objective and consistent data for interpretation.

Jan 1, 2003

Conceptually coal reserve assessment is simple but in practice it presents many problems. These arise from the origin and geological history of coal seams and from the diverse nature of the coal itself. The suitability of a coal for a particular use depends upon its type and so sheer quantity of reserves does not guarantee the adequacy of coal reserves for all requirements. Codes have been formulated to counteract the effects of subjectivity in reserve assessment. The code for calculating and reporting coal reserves published by the Standing Committee on Coalfield Geology of New South Wales has wide acceptance but the Committee itself recognises that it has shortcomings. Currently the Committee is engaged on the commendable but difficult endeavour of formulating a code that will meet the needs of scientific rigour and professional and commercial ethics and that will allow the specification of an assessment method without constraining it. It is generally agreed in the coal industry that the assessment of coal reserves can not conveniently be incorporated into codes formulated for other resources.

Jan 1, 1979

This paper attempts to draw together the experience of over 30 years of research and practice in the United Kingdom on the rehabilitation of abandoned metalliferous mining wastes. The reliance on water when the mines were operating has implications for water quality and the techniques used to restore sites to alleviate the principal impacts of the mines. Drivers of reclamation included concerns about human health from wind blown dust and pollution of watercourses as well as perceptions of dereliction. Techniques of reclamation used involved removal of spoil from near to surface watercourses, capping of spoil, diversion of watercourses, use of impermeable membranes, prevention of surface sinks into underground workings and the use of constructed wetlands. The issues to be dealt with in mine reclamation have become more complex and sometimes diverge. The schemes in the 1990s described have been effective in dealing with pollution from spoil heaps and small but significant adit discharges; however, significant issues, particularly those of large flows of polluted water from mine sites, still need to be dealt with. Although the paper describes the legacy of mining, which largely finished in the late 19th/early 20th century, similar issues but on a larger scale are to be found in more recent mining, for example Eastern Europe. In many of these areas minerals still remain to be won and dealing with this legacy may fall on new mining developments.

Jan 1, 2006

Diamond drilling was first carried out at Norseman in the Princess Royal Mine, early in this century. Little concentl'ated drilling was done from then until Western Mining Corporation commenced drilling in 1934. Since then Central Norseman Gold Corporation N.L. has continually employed diamond drilling in exploration of the field. After 1946 the advantage was seen of applying broad pattern surface drilling at Norseman in the reef exploration. In 1953, as a result of the steeply rising cost of drilling and the time taken to penetrate surface material by light equipment, heavier drills and new rigs were introduced. The surface drilling programmes called for a greater monthly or annual footage and to satisfy this new techniques were introduced. The Mitchell-21 machines were discarded and A-3000 machines were installed, firstly under a 48 ft. fixed tower, then mounted on a truck with a 20 ft. tower, and finally on a truck carrying a 40 ft. tower. With the mobile units a compressed air compressor is attached. By use of compressed air with either the Reed roller or Hawthorne bit, rate of penetration of overburden is greatly increased. The mobility of the truck mounted machines has greatly reduced the time required to move from one hole to another, and the use of heavier machines on a three shift per day basis has considerably increased the footage per shift. The general result is an increase to 1,500 ft. of drilling per month per machine, while costs have been greatly reduced in spite of increased wages and diamond prices.The underground drilling technique is described. Analysis of performance has not been made because the drillers performance is subject to shaft routine and service.INTRODUCTIONGold was first discovered at Dundas in 1894, and at Norseman, 14 miles north, in 1895. From that tirpe until 1935 mining activity fluctuated. Following the mining revival in 1935, production in the field has remained comparatively stable. This stability in part has been due to the broader scale of operations of Central Norseman Gold Corporation N.L., and in these operations diamond drilling has played an increasingly important role.

Jan 1, 1956

Truly launched during the 1939-45 war, b¬,osted since by huge increases in demand for food, shelter and manufactures of ill kinds, petrochemicals have rocketed into prominence' all'oVer''th'e world and are accelerating to even greater heights.Manipulation of the hydrocarbons in petroleum or natural gas provides raw materials for a wid.e'variety of plastics, resins, detergents, rubbers, chemical intermediates, fibres and fertilisers. These in. turn.. go into a host of products essential to our way of life.A5 a source of chemicals, petroleum has achieved a high place. because of its abundance, relative.eheapness acid ease "f transport and because it can,be' economically processed.'If a nation's industrial' progress is measured by ' the ' modern yardstick of petrochemical production,'Australia has reasonto be proud, for it now has 1S petrochemical plants worth'156 million, either in operation or under construction.At several locations near Sydney and Melbourne, these plants produce petroleum ethylene, propylene, butadiene and benzene, or convert these building blocks into the three major thermoplastics (polyethylene; polyvinylchloride and polystyrene)-a.nd"S.B.R.synthetic" rubber. "A number bf other imr-ortant petrochemicals, including carbon black, and ammonia, also are made, or-planned...Most petrochemicals find application. in seven principal industries - rubber, fibres, detergents, surface coatings, automotive, agriculture and plastics. They play a .part in many other industries, including mining and metallurgy.In Australia, population growth,.an -incr.easing standard of living, greater industrial activity and the replacement of older materials all should considerably expand the markets for established petrochemical plants and lead to the introduction of new manufactures.Unless thwarted, these positive forces should propel petro-chemicals into a future glittering with promise;' ò 'However, some help for the infant industry seems needed if petrochemicals, while growing with the nation, are to contribute as they can to our national development.

Jan 1, 1962

By Ross R

Although mining is an old industry its management is quite a new science, and its complications are now being recognised as demanding expert knowledge in many branches of technical and professional education. Not the least amongst these isaccountancy, for probably its most important problem is "How to control the expenditure." Unlike most businesses a mining company stands almost entirely in the light of a purchaser in the world's markets, and not as a seller, except say for product so the established and perfected systems of modern industries cannot be adopted for mining purposes. For this reason it has been left for late years to consider the matter seriously, and now a number of well-managed concerns have devised costs systems to suit their own requirements.Very little, however, has been published and even that is disjoined and difficult to make use of. Some of the costs systems in vogue, although elaborate and imposing, are not of very great value for keeping check on wasteful expenditure, or for displaying the commercial effect brought about 'by any particular change in practice, or by an addition or alteration to a portion of existing plant.

Jan 1, 1911

By P Stoker

The need for quality assurance and quality control (QA/QC) in the sampling and assaying of minerals is fundamental to the reliability and confidence of a mineral resource estimate, reserve estimate and possibly profitability of a mine. In spite of this, QA/QC practices in the mining industry are commonly applied poorly, or misunderstood. As New Leaders, we should aim to correct the poor practices and become fully informed on appropriate procedures. This paper uses worked examples that show the usefulness and importance of best practice QA/QC procedures. Fundamentals of reviewing the performance of the laboratory by examining the results of client inserted standard reference material (standards), blank material and duplicate samples are discussed. To do this, three examples from Australian data sets have been used. For each example, simple and efficient plotting techniques are suggested with subsequent evaluations of each plot. The first case study compares the results of internal standards from a laboratory with blind standards (where the expected value is unknown to the laboratory) submitted by the client. It was demonstrated over time that the laboratory was unintentionally analysing the internal standards in a different manner to the remainder of the sample batch. In this example, not understanding the cause of a high negative laboratory bias could have led to poor understanding of the depositÆs grade and in the extreme a proposed mining operation may have reached operational stage with a subeconomic grade. The second case study discusses the quality of blank material submitted by a mining operation to monitor cross-contamination within the laboratory. The blank material contained background levels of the element under investigation. This created uncertainty in the assay results, which could have led to the need for additional assays and drilling programs. Finally, the third case study demonstrates the use of the relative paired differences (RPD) technique to cross-validate the results from duplicates and repeat analyses from two laboratories. The three examples given show either laboratory or operational error. If left undetected, each example could have had serious implications for the mineral resource estimate and ultimately, the mining operation. These examples are not isolated occurrences; poor QA/QC practices are an industry wide problem exacerbated by rapid staff turnover and increased contractor positions on-site. New Leaders must be equipped with a thorough grounding in QA/QC best practices to improve its application and confidence in the results of sample analysis.

Jan 1, 2009