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By A. A. Campoli

A stress control design strategy was developed to minimize the explosive failure of highly stressed pillars, during room-and-pillar retreat mining conducted between stiff immediate roof-and-floor strata. A confined core coal pillar strength model was based on in-mine geotechnical evaluations of successful room-and-pillar and longwall bump control designs. Tributary area and linear shear angle approaches were used to estimate development and gob side abutment pillar loads for supercritical section widths. Subcritical width sections separated by barrier pillars to control stress within total extraction panels were optimized with the boundary element program MULSIM/NL.

Jan 1, 1994

By Allen D. Graham

The coal industry in South Africa is briefly outlined. Test- work carried out on bulk samples of coal in the laboratory and used in the design of the Van Dyks Drift washery are described. Factors affecting the selection of equipment and the designed capacity of the plant are discussed. A description of the crushing plant, washery and load out section is given together with performance data obtained in the final acceptance tests. New features incorporated in the Van Dyks Drift plant and in more recent plants of the Group are outlined.

Jan 1, 1982

By Mark H. Johns

Leaching of waste material at Kennecott's Chino Mines Division at Santa Rita, New Mexico, has been accompanied by increasing difficulty in circulating leach solutions through the dumps. As a means of recognizing existing problems and considering alternative applications of the leaching concept, a leaching research program was proposed which could be applied to a specific, typical waste dump. Conclusions derived from the area could then be applied to other leaching areas at Chino. Associated with the program was an evaluation of the physical characteristics of the area using Chino's drilling and radiation logging techniques.

Jan 1, 1970

By P. Davis

With new mineral deposits found in areas of difficult terrain, and annual production capacity increasing in mines over the last decade, the aerial ropeway is proving to be a viable, economic method of transportation from mine to processing plant. Of the more conventional designs, a bicable ropeway is more suited to difficult country than the simpler monocable. The bicable, however, does have limitations in the difference in levels it can accommodate in one section at a given capacity. This is noticeable where hilly terrain and high capacity imposes a limit on the length of each section. Increasing the number of sections for a relatively short conveying distance tends, in the case of conventional bicable, to unbalance the normally favorable economics of the ropeway. In addition to analyzing hauling rope stresses, other areas have to be considered when looking at high capacity ropeways. Bucket capacity, speed, and the wheel load on track ropes are examples. These and other factors led British Ropeway Engineering Co., of Sevenoaks, Kent, UK, to produce the twin-track system. Using twin track ropes, larger capacity buckets, and, if the height differential warrants, the installation of twin hauling ropes, BRECO produced a ropeway design for areas of hilly terrain and at higher capacities than had been considered suitable for aerial ropeways. Designs have been produced for systems handling 1.5 kt/h (1,650 stph), and the potential exists for expansion to above 2 kt/h (2,200 stph). The arrangement of ropes provides high stability of the cars and is especially suited to areas where high winds occur during normal operation. This development allows the aerial ropeway to be applied economically in difficult areas and at the increasingly high capacities demanded by engineers. Ropeway Transports Limestone to Sudan Cement Plant Maspio Cement Corp. of Atbara, Sudan, will soon use an aerial ropeway to deliver its entire limestone requirement 20 km (12 miles) from quarry to plant. The Atbara plant is located north of Khartoum, near the east bank of the Nile River. The quarry is west of the river, in hills rising from flat desert country. The original transport system was a 24-km (15-mile) railway from the quarry to the west bank and a monocable ropeway that crossed the Nile and continued to the fac¬tory, a distance of about 2.5 km (1.5 miles). This original ropeway had a capacity of 60 t/h (66 stph). With the extension of cement-making capacity in the late 1970s, 2.5 kt/d (2,755 stpd) of limestone was required and a new mono-

Jan 3, 1984

By Leo R. Love

A comprehensive study of the environmental conditions of the area affected by the Colfax and Cheswick Power Stations is of extreme importance to Duquesne Light Company. The residents in the valley where the two plants are located have complained for many years about the emissions from the Colfax Plant which is of the 1920 to 1930 vintage and which has a capability of generating approxi¬mately 200 Mw. They were extremely happy to hear that the Company had plans for shutting it down, however, they were extremely unhappy to hear that we were planning to build another even larger one to take its place in the same vicinity, namely the Cheswick Plant with a capability of 570 Mw. They had visions of a plant twice the size of the Colfax Plant and belching out twice as much smoke. A few of the citizens from that area were most vehement at the public hearings that were held by the Allegheny County Air Pollution Bureau for obtaining an installation permit. With two power plants already existing in that area (Duquesne Light Company's Colfax Plant and West Penn Power's Springdale Plant), the primary concern of the Allegheny County Air Pollution Control Bureau was that the Cheswick Station might increase air pollution levels beyond what they considered to be dangerous limits. It became very evident that the Allegheny County Air Pollution Control Bureau would be extremely reluctant to grant installation and operating permits unless they were satisfied that the new plant would not increase local pollution levels and that we were taking sufficient steps to monitor the emissions from our plants and also the ambient air in the general area. We concluded that an extensive air pollution monitoring program must be conducted in the area to determine the effects of the operation of our plants. The program was conceived with our consultants, NUS Corporation of Rockville, Maryland, and was begun in June, 1968. It was designed to accomplish several things: 1. Determine the effect on the ambient air of the operation of each of

Jan 1, 1972

By Timothy D. Gardner, Christopher Mark

Coal mines in the Illinois Basin have not engaged in pillar recovery for many decades. In large part, this is due to the exceptionally weak nature of much of the roof in the region. But, as room-and-pillar mining is conducted at greater depths, and larger pillars become necessary, recovering them becomes more attractive. Recently a western Kentucky coal mine became the first in recent times to successfully employ full pillar recovery. This paper describes the many challenges that were overcome during the process. From the beginning, the focus was on protecting the miners from roof instability, using cable bolts, mesh, mobile roof supports (MRS), and engineered final stumps. Two short test panels were extracted first, and the results were used to adjust the support pattern and mining sequence. Further adjustments were made based on subsequent experience. To date, seven panels have been recovered without a ground fall injury.

Jul 1, 2023

By Walter R. Lawrence

Newmont Gold Company, formerly Carlin Gold Mining Company, is a publicly owned corporation, 95% owned by Newmont Mining Corporation. Newmont Gold Company has operated gold recovery operations North of Carlin, Nevada, since 1965. Development of the Gold Quarry ore body, 19 kilometers south of the original mine, resulted in the decision to construct gold recovery and ancillary facilities in what is referred to as the Southern Area. Plant No. 2, located 11 kilometers North of Carlin, Nevada, was designed to treat 6350 tonnes per day of oxidized gold bearing ore assaying 2.5 grams per tonne of Au at an average recovery of 87%. Flowsheet development conducted by Newmont personnel resulted in the decision to construct a carbon-in-pulp recovery circuit preceded by two-stage grinding, Detailed engineering was done at Toronto by Bechtel of Canada beginning on January 1, 1984. Actual construction began on March 1, 1984, and was completed in June, 1985. First feed was run on June 22, 1985.

Jan 1, 1987

By K. P. Chong

Fracture toughness of oil shale is an essential property in fragmentation to optimize particle sizes and permeability distributions in in-situ processes. Fracture mechanics of oil shale has been based on conventional fracture mechanics using notched samples and assuming the material to be isotropic and elastic. Oil shale is a layered material more accurately characterized as transversely isotropic. The senior author proposes to use a semi- circular core specimen with a center crack subjected to three point bending. Singular crack tip elements with isoparametric elements are used. The precracked semi-circular disk is modeled under displacement loading. The effect of crack length on the non-dimensionalized stress intensity factor is investigated by strain energy method, ellipse method, and stress method. Very close agreements are found. The fracture toughness is obtained by compressing the specimen in to failure. Parameters such as oil yield are investigated.

Jan 1, 1984

By John L. Shafer

Often an in situ leach is the only practical economic method for copper recovery from small low grade oxide deposits. The decision to develop a copper property by an in-situ blast and leach is strongly dependent on ore grade, tonnage, hydrology, and the copper extraction and acid consumption rates. The inherent "leachability" of the ore will in part determine the desired amount of fracturing of the ore deposit by the blast in order to obtain a copper extraction rate that is economical. For the last several years Occidental Research Corporation (ORC), the corporate R&D for Occidental Petroleum has under-taken a modest effort to address the question of "how to best identify and determine the information necessary to predict and control the operation of an in-situ leach for the economic recovery of copper."

Jan 1, 1977

By Gordon B. French

In order to better understand the relation- ship of underground and surface oil shale processing systems, a block flow chart is presented in Fig. I. From this figure only modified in-situ and Room and Pillar underground mining are currently committed and into the Detailed Design and Construction phases. Figure II illustrates the times required (Federal land site) to bring oil shale operation into production. As this example shows, only those companies having progressed beyond the exploration stage have a chance to obtain oil shale production within the next 10 years. A more detailed breakdown of the oil shale development for those on private lands or having already obtained Federal lease lands is shown in Fig. III for shale oil development (without major regulatory changes).

Jan 1, 1981

By Gregory M. Rumbaugh, Todd Kostecki, Christopher Mark

From 2015 to 2021, five massive pillar collapses occurred at four underground stone mines in the eastern United States. These events resulted in powerful airblasts that damaged mine infrastructure and mobile equipment, seriously injured miners, and disrupted underground travelways. Each of these pillar collapses propagated through the overlying strata, causing a subsidence basin on the surface. Pillar collapses are particularly hazardous for miners because they can occur with little warning and can affect miners that are far from the pillar collapse area. The following case studies show that certain factors may increase the likelihood of a pillar collapse. For instance, each of the five events involved the collapse of at least twelve benched pillars with width-to-height ratios (w/h) of 0.8 or less. This study elaborates on

By R. Schipper

Two bench scale biochemical reactors (BCRs) were operated over a period of 3 months for the removal of uranium, radium, and selenium from mining influenced water (MIW). A BCR is an anaerobic reactor comprised of organic and inorganic substrate including woodchips, straw, sawdust, and limestone. Uranium and selenium are removed in a BCR by biological reduction of oxidized species (i.e., selenite, selenate) to less soluble forms (Pahler et al. 2007, Blumenstein et al. 2008, Rutkowski et al. 2013). It is believed that radium may be removed through absorption to the biomass in the BCR. The bench scale BCRs were constructed of 6 inch PVC columns with a top to bottom flow configuration. The bench influent water consisted of three different water ratios from two adit seeps. BCR hydraulic retention times of 24 to 36 hours were targeted during the study. Influent concentrations ranged from 19 ug/L to 1.86 mg/L for dissolved uranium, 12 ug/L to 270 ug/L for dissolved selenium, and 4.9 pCi/L to 24 pCi/L for radium 226. The average and maximum dissolved uranium removal was 93.6% and 98.5% respectively, the average and maximum dissolved selenium removal was 93.3% and 98.9% respectively, and the average and maximum radium 226 removal was 89.5% and 100% respectively.

Feb 23, 2014

By W. B. Greer

The performance of seals in boreholes, shafts, and tunnels is an important concern in mine safety, in the control of effluents from operating and abandoned mines, and in the underground containment of hazardous wastes (Einarson and Abel, 1990; Mining Waste Study, 1988). Despite the clear need for effective seals, few documented test results are available concerning the performance of in-situ seals. Some evidence indicates that horizontal or near-horizontal holes are especially difficult to seal properly (Kelsall and others, 1982). This research involved the installation, extensive hydraulic testing, removal, and post-test examination of a l0-cm-long by 10-cm-diameter cement grout seal in a near-horizontal borehole in limestone. The work was performed in an underground mine on Marble peak in the Santa Catalina Mountains, Arizona. A test hole was diamond cored in the re-crystallized limestone of the Escabrosa formation. The hole is 33.24 m long, 10 cm in diameter, and dips at 10.4 degrees. The hole extends between two drifts and thus is accessible from both ends.

Jan 1, 1992

By E. McCullough

"Fostering positive community relations is a principal tenet of sustainable development, but conflict can test even the strongest of relationships. While conflict surrounding resource development projects has the potential to be destructive, it may actually pose opportunities for partnership and collaboration when managed effectively. It is therefore not only important for mineral resource professionals to recognize the financial and social costs associated with legal disputes among project stakeholders, but also for them to prioritize resolving social conflict using alternative channels that allow for win-win outcomes. A variety of dispute prevention and resolution techniques do exist, but successful practice is not yet the norm. Here we review the sources and consequences of social conflict in the context of mining projects, and discuss typical and alternative approaches to conflict management in light of their respective benefits and drawbacks. We also suggest implementation of conflict resolution lessons into resource-related university curricula as a critical step in the continued shift of the mining industry towards sustainable development. INTRODUCTION Social conflict is a recurring phenomenon in the human experience and serves as a critical mechanism for change [1-5]. It occurs when two or more parties perceive that their needs and interests are in direct competition with each other and believe they cannot be reasonably accommodated. Conflict over mineral resource activities, particularly the distribution of benefit and risk, has become an omnipresent issue throughout the world [6-7]. Contrary to common perception, however, conflict can be a positive, transformative encounter in some instances [2, 8-11]. For this to be possible, society and its acting agents must reconsider how to address conflict. What if conflict were only a challenge to try something different? It is well-understood that the mineral industries must manage an increasingly significant volume of social conflict [12-13], which can be a costly externality impacting all of whom are involved. We commonly consider conflict in a two-party sense, but this deeply over-simplifies the true number of stakeholders. Besides mining companies and community members, government policymakers and regulators, public interest groups, and judicial systems, to name a few, bear the social expenses of poorly-managed conflict [4, 6, 12, 14-22]. It is desirable for interested parties to participate actively in a constructive way to pursue their needs rather than contributing to adversarial relationships, operational problems, and legal costs [1, 4, 12]. Some mining companies are of course already working to develop more productive relationships with their stakeholders, but there is undoubtedly still a gap between ideal and common practices. This gap can inhibit collaboration and threaten the potential for mutually-beneficial resolutions to complex social issues [12]."

Jan 1, 2016

By E. McCullough

"Fostering positive community relations is a principal tenet of sustainable development, but conflict can test even the strongest of relationships. While conflict surrounding resource development projects has the potential to be destructive, it may actually pose opportunities for partnership and collaboration when managed effectively. It is therefore not only important for mineral resource professionals to recognize the financial and social costs associated with legal disputes among project stakeholders, but also for them to prioritize resolving social conflict using alternative channels that allow for win-win outcomes. A variety of dispute prevention and resolution techniques do exist, but successful practice is not yet the norm. Here we review the sources and consequences of social conflict in the context of mining projects, and discuss typical and alternative approaches to conflict management in light of their respective benefits and drawbacks. We also suggest implementation of conflict resolution lessons into resource-related university curricula as a critical step in the continued shift of the mining industry towards sustainable development. INTRODUCTION Social conflict is a recurring phenomenon in the human experience and serves as a critical mechanism for change [1-5]. It occurs when two or more parties perceive that their needs and interests are in direct competition with each other and believe they cannot be reasonably accommodated. Conflict over mineral resource activities, particularly the distribution of benefit and risk, has become an omnipresent issue throughout the world [6-7]. Contrary to common perception, however, conflict can be a positive, transformative encounter in some instances [2, 8-11]. For this to be possible, society and its acting agents must reconsider how to address conflict. What if conflict were only a challenge to try something different? It is well-understood that the mineral industries must manage an increasingly significant volume of social conflict [12-13], which can be a costly externality impacting all of whom are involved. Conflict is commonly considered in a two-party sense, but this can deeply over-simplify the true number of stakeholders. Besides mining companies and community members, government policymakers and regulators, public interest groups, and judicial systems, to name a few, bear the social expenses of poorly-managed conflict [4, 6, 12, 14-22]. It is desirable for interested parties to participate actively in a constructive way to pursue their needs rather than contributing to adversarial relationships, operational problems, and legal costs [1, 4, 12]. Some mining companies are of course already working to develop more productive relationships with their stakeholders, but there is undoubtedly still a gap between ideal and common practices. This gap can inhibit collaboration and threaten the potential for mutually-beneficial resolutions to complex social issues [12]."

Jan 1, 2016

By W. L. Dalke

The Minntac complex is a facility for production of iron ore pellets located on the Mesabi Range at mountain iron, Minnesota. It consists basically of a mine, crushing plant, concentrator, and a pelletizer producing twelve and one-half million tons of pellets annually. This paper deals with some of the aspects of the grinding circuits; but prior to that discussion, it might be well to briefly describe the flow of material in the operation. The crude ore, containing from 20% to 25% magnetic iron, is mined by 14-yard electric shovels. .the blasted ore is loaded directly into 50-yard side dump railroad cars and hauled to the crushing plant. Crushing is done in three stages, originally, two 60" primary crushers; four 7-foot standard secondary crushers; and six 7-foot short head tertiary crushers were installed, when the plant was expanded to double its capacity, five secondary and ten tertiary crushers were added. These were duplicates of the original 7-foot standard and short head crushers used in the original construction, there was no expansion of the primary crushers but a one-half-million-ton surge pile of tertiary crusher feed was added.

Jan 1, 1976

By J. P. Kennedy

Process data managers or historians are recognized as essential for reengineering projects in industrial plants. With increasing automatic data collection, the knowledge of how to use these data profitably grows as well. This paper is a summary of the data historian and its components plus examples of benefits including environmental reporting, performance monitoring, and exception reporting to management.

Jan 1, 1994

By Om P. Garg

The purpose of this paper is: 1) To summarize the capabilities and some of the limitations of the existing mine planning software. 2) To provide some guidelines for acquiring the software. 3) To identify problems and challenges in terms of how to justify increased use of computers (particularly the 32-bit microprocessor based super micro computers), for various activities related to a mining operation No attempt has been made to review the contents of available software packages in detail. Also the scope of this paper is limited to mine planning related computer applications. Applications related to accounting, inventory control, preventive maintenance, equipment scheduling, etc. have not been covered.

Jan 1, 1983

By G. Davis

Mineral properties and mineral firms often trade at a market value that is significantly greater than the value indicated by discounted cash flow (DCF) techniques. A possible explanation is that DCF analysis does not consider the value derived from managerial flexibility. Presumably, then, at least some of the difference between DCF value and market value is due to managerial flexibility. This paper surveys the recent attempts to empirically quantify the value of managerial flexibility using option pricing theory. The results indicate that managerial flexibility, at least as measured by the option pricing methodology, falls well short of explaining the gap between DCF value and market value.

Jan 1, 1995

By Steve Kral

In December 2013, the Colorado Department of Transportation (CDOT) completed the widening of the eastbound tunnel on Interstate 70 (I-70) from two lanes to three. Work on the westbound tunnel began earlier this year and is scheduled for completion in December. The Twin Tunnels project is located in the mountains about 55 km (35 miles) west of Denver. They were bored during the 1960s when I-70 was being built and became the main access to Colorado?s growing number of ski areas and the state?s Western Slope. Throughout the decades following their construction, traffic on I-70 continued to increase and now the tunnels have a major bottleneck. Com-mutes to and from the mountain resorts, particularly on weekends, have become long and slow. Adding a third lane through the tunnels will help alleviate the congestion. (A complete report on the project can be found in T&UC, December 2013, page 61.) Once the eastbound tunnel was completed late last year, CDOT authorized the funding to begin work on the westbound side. That made economic sense, as the equipment used on the eastbound tunnel needed to only be shifted across I-70 to begin work on the westbound side, rather than removing it in December and bringing it back in March when construction began on the westbound tunnel. Work on the westbound tunnel uses essentially the methods that were used on the eastbound tunnel ? removal of the existing concrete lining and using drill-and-blast methods for tunneling widening. The main difference between the two tunnels is that the westbound side requires more blasting on both ends to widen I-70 to three lanes.