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By Rosaire Emond

Le concept du forage horizontal a été développé voilà de nombreuses années. Différents types de plate-formes permettant le forage horizontal depuis une cheminée ont été conçus par divers manufacturiers ou opérateurs miniers. Entre autres, on connaît bien la griffe de montage Alimak à laquelle peut être fixée une plat-forme sur laquelle est montée une foreuse. En 1992, Ross-Finlay a développé sa propre plate-forme de forage qui à notre opinion améliore la flexibilité du concept du forage horizontal, en augmente la productivité et en diminue le coût d?ensemble tout en assurant une sécurité accrue des travailleurs. Tel que montré à la figure 1, la plate-forme employée à la Mine Kiena est composée d?un toit de protection contre les chutes d?objets et de deux passerelles de forage de forme carrée. Le toit et les passerelles sont fixées à une structure de 6.5 m de longueur équipée de deux assemblages de rouleaux (non montrés à la figure) permettant de faire glisser l?ensemble sur des rails Alimak. L?angle du toit et des passerelles peut être ajusté pour des cheminées dont le pendage varie de 65 degrés à 85 degrés.

Oct 1, 2001

By Dwight Newman

This paper discusses the author?s work identifying international law norms of consultation with indigenous communities and poses a potentially counterintuitive argument that corporate stakeholders? interactions with indigenous communities may have effects on the content of those norms. The claim is counterintuitive because the international law of pertinence is customary international law, which arises from consistent state practice and opinio juris (a belief by states that they are acting in a way they are legally bound to do so). Customary international law traditionally has no reference to corporate conduct per se. The paper first surveys several sources on developing international law on consultation obligations. Then it references the impact these norms can have on corporate stakeholders in industries like mining. Then, it poses an argument as to an economic ratcheting effect that can occur through various agreements between corporate stakeholders and indigenous communities that then feeds through into international law via several mechanisms. The consequences for mining companies are diverse and include the possibility that conduct by one company can have longer-term implications for the obligations of other companies and, indeed, of states. The effects will differ in the context of different competitive environments and may actually have effects on the economics of different competitive models.

Aug 1, 2013

By Ken Norris

"Campbell Mine which has been in continuous operation since 1949 has undergone numerous operational changes in the past 3 years. This paper describes the process changes which have occurred at the Campbell Mill since 1991. The paper discusses the engineering, construction and startup of the effluent treatment circuit, the new oxide filtering and merrill-crowe precipitation circuit, and the changes to the pressure oxidation circuit. Particular attention is paid to startup problems and solutions to these problems. A review of the benefits and results of these process changes is also discussed. Future changes are also briefly reviewed with anticipated goals and expectations.IntroductionCampbell Mine is a gold mine 100% owned and operated by Placer Dome Canada. It is located in Balmertown, Ontario which is located 300 kilometres northeast of Winnipeg, Manitoba. The Campbell Mine has been in continuous operation since 1949, producing nearly 8,000,000 ounces. In 1993 Campbell Mine is budgeted to produce 289, 750 ounces of gold at a cash cost of $157 US/ounce. Daily mill tonnage is budgeted for 1,430 tons/day but has milled as high as 1,600 tons/day on a consistent basis. Recovery in 1993 is 93.4% and is budgeted to average 94.5% in 1994.In the 1992 edition of the proceedings of the Canadian Mineral Processors conference I described the changes that were made at Campbell starting in 1989. This paper continues where the 1992 paper ended and discusses the changes to the Campbell mill since that lime. The changes to Campbell since January 1992 have been numerous with capital expenditure in the mill exceeding $14.1 million. This paper describes three primary projects since that lime: the effluent treatment project ($5.5 million), the oxide leach/filtering and merrill-crowe project ($4.6 million) and the pretreatment project ($2.81 million). The focus of this paper is to highlight the justification of each project, the design and engineering, and some of the initial operational problems and solutions applied to those problems."

Jan 1, 1994

By Barara Rose

Presentation Outline ?Introduction of BMS ?Resource Integration Process ?Methodologies ?Tools ?Case Studies ?Zone 01 : 725 SOZ ?Zone 16/17 : 1000 NRP ?Conclusions

Oct 1, 2010

By Craig Naudé

"An enhanced gravity concentrator was installed in conjunction with an Intensive Leach Reactor at the Sadiola plant in Mali last year and commissioned in Dec 2007.There has been much debate over the years as to the effect of gravity concentration on overall plant performance. The late Dr Laplante suggested that for every 10% of gold recovered by gravity, there was a corresponding 0.1% to 1% additional overall plant recovery. The results at Sadiola are consistent with this hypothesis with an overall 4% gain in plant recovery.With total gold recovery of 12% in the gravity section, grades are increased from 3.54g/t in the gravity feed to an average of 2 600g/t in the concentrator feed to the in-line reactor. The recovery of gold in the in-line reactor is in excess of 98.5%.This paper discusses the background to the project, the laboratory testwork prior to the equipment selection, the operational results of the system, as well as the benefits of the future application of high mass yield centrifugal concentrators in base metals, sulphides and industrial minerals. Bench scale, pilot scale and plant practice examples are also presented.INTRODUCTIONBesides picking nuggets off the ground or out of riverbeds, gravity concentration is arguably one of the oldest methods of recovering gold. In circa 6000BC people discovered that gold can be found behind the rocks and in depressions of creek beds. By placing rocks in a stretch of channel with the proper slope the first sluice is built, probably around 4,000 BC, and this method is still practiced today."

Jan 1, 2009

By Elizabeth Wademan

Recessions Eventually End ??Companies aggressively cutting production and inventories ??these will come in-line with demand ??U.S. home inventories are declining ??Housing becoming more affordable ??Global trade recovering after collapsing ??Lower oil prices should act as a stimulus Protracted Deleveraging Process Beginning ??Era of leverage-driven consumption is over ??Greatest destruction of consumer wealth since WWII ??Consumers will no longer be able to substitute capital gains for savings ??Shift towards savings will be a headwind to economic growth ???Paradox of Thrift?

May 1, 2009

By A. Rajan

"Drawing upon the experiences of a gold extraction plant startup in the Southern Pacific, this paper will describe the importance of the commissioning phases to the project outcomes to achieve early target production despite an overall time compression to attain full plant production. Some of the highlights of the paper include: impact of roles played by the Owner’s construction and operations representatives during project commissioning, the formation of a capable and competent “Mod Squad,” availability of trained operating personnel, control over work priorities and the scope of work needed to bring the plant to safe initial operations. The commissioning team comprised subject matter experts skilled in process technology supported by “generalists” thoroughly conversant in overall plant operations. The merits of a structured team approach to brainstorm and resolve commissioning challenges as opposed to direction from individual subject matter experts is discussed. IntroductionStartup or commissioning is a unique period in the life of a project. Each stage of a project-exploration, feasibility, design, construction, commissioning, initial operations and continuing operations-requires special talents, know-how, and practices. Each stage makes particular demands of the people involved. Initial operations are no exception.Having experienced the 1997 startup phases of oxide and sulfide facilities for a gold extraction plant at a remote island in the Southern Pacific, I can attest to the many challenges and rewards. Commissioning for both facilities was extremely successful and brought the entire project on line well ahead of the targeted completion dates. Using this specific project as an example, this paper will highlight some of the key features of project commissioning. In this paper, the term “pre-commissioning” denotes all activities that lead to mechanical completion; “commissioning” occurs when feed is introduced; and “initial operations” are defined as the duration when operations accepts the system/facility and takes over."

Jan 1, 2000

By R. Dahlke, J. A. Finch

"A campaign was undertaken during the greater part of 2001 at Noranda’s Brunswick Mine Concentrator to investigate the role of gas (air) superficial rate distribution (Jg profile) to the cells in the final Zn cleaning stage (bank of seven cells). Three profiles were tested: Balanced (each cell with same Jg), Increasing (from cell 1 to 7), and Decreasing, along with an “as found” profile in a parallel control bank. The experimental design allowed for two confounding factors, changes in ore type and circulating load. The Increasing profile consistently gave the best metallurgy (down-the-bank grade / recovery). The reason for improved performance was traced to the response of the first few cells. The Increasing profile gave the highest selectivity of sphalerite against non-sulphide gangue (NSG) in these cells with relatively even recovery per cell down the bank (10-15% based on feed to each cell). The other profiles gave lower selectivity and higher zinc recovery in the first cells (up to 25% in cell 1), which combined to reduce overall bank performance. The increased selectivity with the Increasing profile is attributed to the low gas rate in the first cells reducing water recovery and hence limiting entrainment of NSG gangue. The Increasing profile was subsequently configured for all four stages in the zinc cleaner circuit.INTRODUCTIONThe performance of a flotation circuit is largely the result of the operator’s response to visual clues. This includes manipulation of the gas (air) input and how it is distributed to cells in a bank. A lack of sensors prescribes this approach. Over the past ten years the Mineral Processing Group at McGill University have developed a set of gas dispersion sensors including one to measure gas superficial rate (or simply “gas rate”), i.e., volumetric gas rate per unit cell crosssectional area, Jg (Gomez and Finch, 2002). The device collects bubbles in a tube immersed in the pulp and infers Jg from the pressure-time curve generated after a valve is closed and air starts to accumulate. The usual units are cm/s. It is robust, reliable and suited for plant use.A version of the Jg sensor was tested extensively during 2000 at Noranda’s Brunswick Mine Concentrator (Dahlke et al., 2001). The results were sufficiently encouraging that a sensor was fabricated to suit local requirements (Insta-Jg). The sensor detected malfunctioning field instruments and flotation mechanisms, and demonstrated that gas distribution to cells in a bank “as found” had no particular pattern, or profile. Preliminary testing suggested that a balanced profile (i.e., all cells with the same gas rate) gave superior metallurgy (grade / recovery down the bank) than the “as found” profile. This observation prompted a focused campaign to explore the impact of the gas rate (Jg) profile, introducing the notion of “gas distribution management”."

Jan 1, 2004

"The application of telerobotics to mining is currently being introduced into production systems around the world. Mining companies in Canada, Sweden, South Africa, and Australia have tended to lead the international charge to this form of technology for mining. While this introduction is taking place, a few basic questions have yet to be answered. How many machines can a single operator run? How many types of machines can a single operator run?A Canadian Research Chair in Robotics and Mine Automation has been established at Laurentian University to investigate these questions and many more through a series of experiments in a telerobotics laboratory that connects Laurentian teleoperation workstations to model mining machines at Cambrian College’s eDome. The laboratory supports many experiments allowing researchers to physically run multiple robot scenarios differing the numbers and types of machines at one quarter scale. Further experiments are being designed to investigate the potential for managing time delays in telerobotics. This paper describes the laboratory, experiments, and some preliminary results."

Jan 1, 2005

By Lloyd Rowson

??Several factors have led to a review and reoptimization of the Midwest uranium deposit by AREVA Resources Canada Inc., the project operator, on behalf of the owners ??The current proposal is to mine the deposit using open pit methods and then transport the ore by truck on a dedicated road linking the Midwest site with AREVA?s McClean Lake Operation (JEB mill) for processing ??A decision has been made to begin mining the deposit by 2010 (pending regulatory approvals)

May 1, 2008

By K. Bruce Hodgins

The North American mining industry faces challenging emissions regulations in coming years with the introduction of new standards for off-road diesel engines. In order to remain competitive, industry stakeholders must invest in new technologies that are economically and environmentally sustainable. Westport Innovations Inc., of Vancouver B.C. has developed high pressure direct injection (HPDI) technology that allows diesel engines to run primarily on natural gas with no intrusive engine modifications, reduced emissions of NOx, PM, and CO2, with no loss in performance. This is accomplished through late-cycle high-pressure injection of natural gas directly into a diesel engine combustion chamber. The natural gas is injected at the end of the compression stroke. A small amount of diesel fuel is injected first to initiate combustion, followed by the main natural gas fuel injection. The diesel cycle and its operating characteristics are fully retained including high combustion efficiency, low speed torque, high-power output, no engine knock and fast response to load changes. Natural gas has not been an attractive fuel alternative in mining operations due to reduced performance associated with spark ignition engines and the added weight and space required for compressed natural gas tanks. However, liquefied natural gas (LNG) can be stored in a similar manner and volume to diesel fuel by virtue of its increased energy density over compressed natural gas. Cummins, Inc. of Columbus, Indiana and Westport have formed a joint venture, Cummins Westport Inc. (CWI), under which agreement the HPDI technology is being applied to a Cummins QSK engine series for high horsepower applications such as mine haul trucking. CWI, along with Komatsu Mining Systems, ENRG Fuels, Placer Dome, and Cortez Joint Venture are performing a feasibility study for the development and demonstration of an LNGfueled HPDI QSK engine in a large mine haul truck. The goal would be to demonstrate low emissions consistent with EPA ?Blue Sky? standards, high efficiency based on HPDI technology and good economics resulting from the high fuel consumption of 2,000+ hp trucks.

May 1, 2002

By Nick D. Rose

Outline ?Background ?History of inverse-velocity for failure prediction ?Methodolog ?Case Histories ?Three case examples of predicted slopefailure to actual date of occurrence ?One case example of mitigated slope failure using inverse-velocity to forecast failure time and schedule remedial measures ?Conclusions

May 1, 2006

By Neil McMillan

"By any measure of common practice, Claude Resources' Seabee Gold Mine in Northern Saskatchewan should not now be operating. Not because reserves dwindled, or grade dropped or prices weakened or technical problems arose, but because a host of unimaginable other problems beset the project, any one of which would normally have led to the mine's failure.The success of the Seabee Mine, and it is extremely successful, is a story of the vision and blunt determination of two men. Neither is remarkable in his own right but each possesses the characteristics which were necessary to forge a highly productive and profitable narrow-vein mine in the midst of the most bizarre and unpredictable events which likely have ever beset a mine start-up in Canadian history.Together, Bill MacNeill, a Saskatchewan born, former bush pilot and Ray Gagnon, a big hearted, hard-fisted, miner with 44 years of experience in Canada's underground, built the Seabee Mine.They didn't accomplish this with brilliant geology, outstanding engineering or nimble corporate manouvering but rather a stubbornness and raw common sense which likely are all too often, ingredients missing in failed projects.The Seabee Mine is 100% owned by Claude Resources, a Saskatoon based company taken over by Bill MacNeill, its current chairman, in 1982. The company is listed on the TSE and produces 1200 barrels of oil per day and about 60,000 oz of gold per year. The company has a strong balance sheet, is very profitable and has 18 million shares outstanding.The Seabee property in Northern Saskatchewan started out like many other gold exploration properties in Canada.It was discovered in the l 940's by what is now Cominco, and, while highly regarded by that company the property sat largely dormant until acquired by Claude Resources in 1985.Claude did what most junior exploration companies would do and went looking for a company with a depth of expertise to joint venture the property.That company was Placer Development who could earn a 55% interest in the Seabee by delivering a bankable feasibility study on the Project by July 1988 and providing financing to production.Placer Development was an excellent company and spent over $8 million dollars on the Seabee over a 3 year period. Unfortunately for Claude Resources, Placer Development merged with Dorne Mines in 1987 and the new merged company, Placer Dome, established a minimum production threshold greater than the 50,000 oz per year which the Seabee appeared capable of supporting at that time. Placer Dome's request for an indefinite extension of the joint venture agreement to allow it to drill off a larger ore body was rejected by Claude Resources and the Seabee Property was returned to Claude in 1988."

Jan 1, 1998

By Zetti Gavelán

Lack of skilled workforce in mining industry during the current decade has been a serious concern for most mining organization globally. At the beginning of this decade the major envisioned difficulty was related to generational breach of mining professionals. By 2003, mining industry recover from a low metal prices cycle following by a worldwide mining investment boom in 2005 that triggers a talent war among mining companies that was not only limited to professional level but skilled operators as well. Despite world?s economy collapse in October 2008, impact on mining industry was small comparing to other industries and appears to show evidence of healing. Under this context, fundamentals that have been driven lack of skilled workforce for the mining industry in previous years still valid. Starting in 2007, Minera Argentina Gold SA - Barrick Veladero, subsidiary of Barrick Gold, initiated an innovative selection and training program for candidates without exposure to mining. Following our corporate social responsibility mandates, Barrick Veladero decided to change its hiring process entirely, concentrating on selection and training of local people with no experience rather than hire experienced mining operators. This paper shares Barrick Veladero experiences on its hiring program, challenges faced, and current results.

May 1, 2010

By Tim Martin, Dave Tahija

"In April, 2014, Hecla's Greens Creek mill, near Juneau, Alaska, switched from sulphuric acid to the use of dissolved carbon dioxide for lead flotation circuit pH control. The Greens Creek mine uses paste backfill, in which mill tailings are mixed with cement and used to fill mined areas. Some backfill inevitably becomes part of mill feed during subsequent mining cycles, resulting in high feed pH levels and increased dissolved calcium in the lead flotation circuit. Sulphuric acid is traditionally used to lower pH in such cases but it produces undesirable side effects, including poorer lead-zinc separation and unstable froth. The amount of sulphuric acid used at Greens Creek was limited due to these effects, resulting in higher than target pHs when feed backfill content was high. Dissolved carbon dioxide can be added without these limitations so pH levels have been under much better control since the switch. Additionally, lead-zinc separation and froth characteristics have significantly improved.IntroductionThe Greens Creek Mine, owned by Hecla Greens Creek Mining is an underground mine located on Admiralty Island near Juneau, Alaska, producing silver, gold, lead and zinc in the form of lead and zinc flotation concentrates and a gravity gold concentrate (McDonald, Morgen & Hancock, 2012). The lead and zinc concentrates are produced in conventional flotation circuits preceded by a graphite removal flotation step.The underground mine utilizes cemented paste backfill, of which a certain amount is inevitably re-mined in later mining cycles and returned to the mill, mixed with fresh ore. The Portland cement used in the paste backfill is highly basic so that, from the point of view of the mill, the net effect is to introduce a good deal of lime to run-of-mine mill feed, producing a very high natural pH. This high pH needs to be lowered to obtain good metallurgical results."

Jan 1, 2016

By P. J. Noakes

Remote and isolated, located in a frigid, hostile environment, the Black Angel mine in Greenland had to create a warm social environment which would help attract and retain a stable work force of miners and support staff. The high cost of personnel turnover plagues many mines and, when the mine is inside the Arctic Circle, accessible by helicopters which are highly vulnerable to unpredictable weather conditions during the long, dark winters, the potential costs of personnel turnover become critical factors in the success or failure of the mining venture. Manpower planning should start from the date the engineers begin the technical design of the new mine. The plan should include provisions not only to ensure an adequate, skilled work force, but also to ensure a stable work force of people who are happy enough in the mining environment to want to remain, take their vacation and return to work at the mine. The skilled work force was assured with training courses of four months, designed to produce highly specialized underground workers from unskilled Danes and Greenlanders supported by trained Swedish and other Scandinavian miners. The stable social unit was assured by plans the primary attribute of which had to be flexibility. The accommodation changed from shared accommodation with communal washroom facilities to single accommodation with private washroom facilities. A recreational director was hired to help the workers make use of elaborate recreational facilities. A closed-circuit TV and radio system was installed to operate as a private broadcasting system using taped programs originally broadcast on European TV networks or developed by the mine personnel themselves. The liquor rules were changed and the mine manager became a licensed innkeeper responsible for the orderly operation of the Black Angel Bar in accordance with the Danish laws governing the services of a public bar. The result is a relatively stable work force. Some 35% of the people have more than two years' service with the company, Greenex A/S, and some 62% complete 10 months of service.

Jan 1, 1978

By Marc C. Bétournay

Under the requirement to define the economic advantages of using hydrogen fuelcell vehicles, a broadscoped project was initiated to quantify the costs associated with operating fuelcell vehicles and diesel vehicles. While ventilation savings are clearly an advantage for the former, a complete and detailed analysis of this and other operational and capital cost elements was undertaken in order to provide the mining industry with factual information in considering the changeover from one technology to another. This article outlines the results of the investigations to date defining the costs/benefits associated with: capital purchases, operations (electrical/diesel, mine air heating fuel, ventilation, openings, surface and underground infrastructure, maintenance, labour, etc.), delivery of energy, regulatory obligations, and mine production. Considerations are given to the type and size of a mining operation, the depth, and location in North America. Significant ventilation power, equipment and infrastructure savings are possible with the application of fuelcells for shallower mine applications. At depth, where heat is an issue, there is a reduction in benefit. Specific qualifiers such as minimum air velocities, dust dilution, shaft and heating system velocity limits must be considered on an individual mine basis. While the capital cost for fuelcell mining equipment is currently higher than diesel versions, the high cost of fuelcells is anticipated to be reduced significantly in the near future with the intensification of manufacturing. In either case the operational savings would probably be sufficient to balance the supplementary capitalization costs. A comprehensive cost-benefit report will be issued in the near future.

May 1, 2003

By Scott Hopkins

Simulation tools are preferred for evaluating complex systems due to its ability to mimic reality and quickly evaluate many different what-if scenarios and find global solutions. A simulation model is capable of representing variable and dynamic disturbances that are typically encountered in day-to-day operations; this is where spreadsheet models or linear programs fall short because they cannot account for the dynamic behavior and relationships. The simulation model used for this work was developed by Xstrata-Nickel (previously Falconbridge). The simulation tool is very flexible and can be used to simulate different mining and development methods. The scope of the modeling included production mining, geology, equipment fleets, equipment maintenance and random failures, manpower, shift schedules, and cycle activity times. A case overview of the 170 Orebody will be presented along with the challenges associated with data collection for the model inputs. Results and lessons learned will also be discussed.

May 1, 2008

By Andy Cole

Barrick Gold recently implemented an oxygen roasting process to treat carbonaceous ore from its Goldstrike property in Nevada. One of the key project challenges was the design of the roaster gas cleaning system, which was driven by the requirements of a strict air permit and the need to achieve very high reliability. The roaster gas systems include multiple stages of wet particulate collection, a dual-alkali SO2 scrubber, mercury scrubbing, CO oxidation and NOx reduction. This paper describes the gas system, the influence of regulations on project implementation, and performance of the system.

May 1, 2002

By P. P. Rosario, D. M. Maijer

The primary crusher is a key component in the comminution process applied in open pit mines. A collaborative research project between the University of British Columbia and Highland Valley Copper (HVC) was conducted aiming at understanding gyratory crusher liner wear in the overall context of the crushing process. This paper presents an analysis methodology applied to data collected using a laser-based tool for assessing wear in gyratory crushers. Data from the wear measurements was correlated with crusher production information such as current draw and throughput. As a result of the knowledge developed during this work, an innovative way to evaluate crusher liner profiles was created and new mantle profiles were designed. This led to a reformulation of HVC’s standard liner management policy with a resulting estimated annual savings of 13% in total crusher liner cost and a 15% reduction in liner replacement downtime.

Jan 1, 2006