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By Bruce Clements

The Bagdad mill, located near Bagdad, AZ, was built in 1977 with a designed mill capacity of 36.3 kt/d (40,000 stpd). An autogenous mill-ball mill crusher (ABC) grinding circuit was chosen. The original mill contained three independent grinding circuits. Each contained one 9.75m-diam x 4-m-long (32-ft-diam x 13-ft-long) fixed-speed autogenous mill, a4.7-m-diam x 6.7-m- long (15.5ft-diam x 22-ft-long) ball mill and one 2. 1-m-diam (7-ft-diam) short head cone crusher. Total installed power per grinding circuit was about 8.4 MW (11,350 hp), with 5.9 MW (8000 hp) in the autogenous mill, 2.2 MW (3000 hp) in the ball mill and 261 kW (350 hp) in the crusher (Fig. 1). The autogenous mills were designed to be able to operate semi-autogenously. However, they were never converted to semiautogenous grinding (SAG) mills. As a result of this design, only about 4.1 MW (5450 hp) of the designed power is used in the autogenous mills. The grinding circuits are closed, with 2.4 x 6 m (8 x 20 ft) double-deck vibrating screens. A series of conveyors re- turn screen oversize underneath the mill coarse ore stockpile to feed the crushers. Variable speed belts feed the crushers and control power draw. Crusher product reports directly to the tail end of the autogenous mill feed belt (Fig. 2). A magnetic sensor detects tramp iron in the autogenous mill-crusher circuit.

Jan 1, 1992

By H. Sevim, M. K. Mohanty, Y. P. Chugh

The economics of “Conventional” and “Advanced Fine Coal Cleaning” (AFCC) circuits for refuse pond reclamation as well as active mine/preparation plant applications have been evaluated. The benefits of innovative tailings management schemes on the profitability of mining enterprises have also been evaluated as a part of this study. Analyses have been conducted for scenarios involving generation of two different product qualities of 5.81%, a quality that was obtained during AFCC circuit operation at SIU, and a more typical 8% product ash. The inability of the conventional circuits to achieve profitability while producing the lower ash content product is revealed from this approach. The spiral-only circuit is unable to produce a 5.81% ash product. A different version of the same circuit involving spirals and column flotation produced the desired product quality but could not maintain profitability. The AFCC circuits on the other hand, achieve net present values greater than $6 million, with return on investment in excess of 50%, in the water-only as well as dense medium mode, with and without tailings management. Addition of tailings management system to any of the circuits is found to enhance the project economics. The comparison of water-only and dense-medium applications of the AFCC circuits indicate a better suitability of the dense-medium circuit for producing premium quality products. Application of AFCC circuits in active mines offer better economics compared to applications in refuse pond recovery operations. The superior project economics are a result of reduced overhead cost and use of existing material handling facilities. Sensitivity analysis reveals the significance of capacity utilization on project economics.

Jan 1, 2002

By M. Fornaro, E. Lovera, I. Sacerdote

"The analysis of the mining laws of the different European States reveals big diversities and, often, remarkable complications. This is due, firstly, to the history and culture of different States and, secondly, to the assets of natural resources. It is therefore difficult to find a common line between the text of the various mining laws, but it can be observed that nearly all the States distinguish the mining resources in two categories: the materials whose importance is considered strategic belong to the first category; in the second category the materials whose importance (above all economic) is mainly local are comprised. The paper, analysing in detail the planning procedures in some important Countries, investigates the possible perspectives of arranging some guide-lines for a correct approach to the sustainable exploitation planning/programming of mineral resources (with particular reference to "quarry" materials, such as aggregates), considering both the environment protection and the production needs."

Jan 1, 2005

The stability of surfactant-free foam films was studied using the thin film pressure balance (TFPB) technique. In pure water, it was not possible to produce foam films due to weak film elasticity and strong hydrophobic force. In the presence of NaCl, however, the hydrophobic force was sufficiently dampened to allow metastable films to form. At 10-5 M NaCl, the equilibrium film thickness reached a maximum of approximately 130 nm at pH 6.0-7.3. The thinner films obtained on either side of this pH range was due to the increased ionic strengths associated with the HCl and NaOH additions for pH control.

Jan 1, 2009

In 1988, at the request of members of the Society for Mining, Metallurgy, and Exploration (SME) Inc., the president of SME formed Working Party No. 79, Ore Reserve Definition. Its mission was to develop guidelines for the public reporting of exploration information, resources and reserves. These guidelines were published in the April 1991 issue of Mining Engineering (pp. 379-384), and as a document entitled “A Guide for Reporting Exploration Information, Resources, and Reserves” in January 1992. Work continued on an ad-hoc basis until 1996. Working Party No. 79 was then renamed the SME Committee on Resources and Reserves and became a standing committee.

Jan 1, 1999

By F. S. Kendorski

Several startup or longtime underground stone mines have experienced unanticipated roof control difficulties due to the variable geologic character of the roof strata. Careful mapping of roof conditions, and identification of controlling geologic and mine geometric factors, lead to an understanding of the mechanisms causing roof problems. Factors such as unexpected rolls of the roof strata resulting in a gradual change from strong to weak roof; encountering open water-filled master joints; roof strata delamination due to internal water pressures; local karst features with mud, sand, and water hazards; and sudden loss of limestone roof due to paleo-channel erosion are some recent problems described. Strategies for overcoming these problems are discussed and detailed.

Jan 1, 2002

By C. Asgaard

Asset availability has been a longstanding objective in mining and mineral processing plants around the world. Enormous resources in both dollars and manpower are invested in improvement efforts to achieve higher asset availability. One dimension of asset availability is the time equipment is out of service for large scale planned maintenance activity: grinding mills, kilns, furnaces, mobile equipment, shovels and draglines are all regularly taken out of service for extended repairs and service. The speed, cost and quality of these planned outages provide an opportunity to increase asset availability. Equipment shutdowns are projects that are executed in a compressed time period. This paper will describe how the overall time and cost of equipment shutdowns were significantly reduced at Cliffs Natural Resources Michigan Operations (CNRMO) through the introduction of the Critical Chain Project Management techniques.

Jan 1, 2009

By D. M. Abbott, H. J. Sandri

The geoscience matrix method has proven useful for valuing metallic mineral properties lacking delineated mineral resources or reserves. However, the method explicitly excludes commodity markets from the factors considered; marketability is assumed. When valuing industrial mineral properties, marketability cannot be assumed, it must considered. Market considerations may also significantly affect the standard weightings of geoscience matrix parameters such as the proximity to known deposits. In some cases, such proximity is desirable but in many cases it is undesirable. Application of the geoscience matrix method to industrial mineral properties therefore requires thoughtful, market-related adjustments to the basic geoscience matrix methodology.

Jan 1, 2000

By C. R. Landis

The Wyoming bentonite industry continued its run of stable, if not strong, growth in its complex markets. Growth at the macroscale was fueled by a strong domestic economy, the weakening of the U.S. dollar in the global market and strong worldwide global demand. Challenges to the benchmark of the industry were rapid and saw ongoing increases in raw material costs(pallets, bags and additives), higher energy costs and higher overall transportation costs for all modes of movement. Exports continued to be assisted by dollar depreciation (5 percent to 10 percent) from January 2004to January 2005. This depreciation followed the significant weakening of 2003. And it was most favorable during the pullback in fuel and shipping rates in the second half of the year.

Jan 1, 2005

By K. Tabra

In a mine operation, the proper strategy to handle residues is one of the main concerns, in particular when dealing with mine/plant liquid effluents. Most active water treatment systems at metal mines rely on standard alkali-addition procedures. However, the increase of mineral prices, stricter environmental standards and high metal content in some effluents, has led to the development of alternative treatment techniques for their removal and/or recovery. This article presents a roadmap to face mine wastewater treatment requirement, with focus on two active treatment strategies: 1) conventional lime-based technology and 2) the use of NaSH or Fe(OH)3 for metal precipitation and separation, including possible valuable elements recovery. The Roadmap consists of 1) Approach to effluent treatment 2) Characterization 3) Precipitation tests 4) Solid/liquid separation tests and 5) Economic analysis.

Feb 27, 2013

By H. Gurgenli

Mining companies require accurate short-term mining forecasts to meet budget targets and customer needs. Challenging mining conditions along with employee turnover and lack of standard geologic modeling and mine planning processes can result in time-consuming and inconsistent mine plans. Documentation and automation of the processes involved in mine planning, as well as proper software utilization, are critical in overcoming these challenges. This paper discusses the steps involved in achieving an optimized mine planning system to accomplish productive and cost effective operations. In addition, a case study is included to describe the process of implementing a semi-automated system whereby the geologic model and mine scheduling database are updated monthly to incorporate changes in geology in a relatively complex open-pit coal mine. This case study proves that the ability to update geologic models based on the latest information gathered from production drilling and mining activities can greatly enhance the ability to accurately predict short-term mining production.

Jan 1, 2011

By Richard Addison

Introduction A staccato beat rings out across the Australian bush. The stamps are at work, slowly pulverizing gold-bearing ore for a patient, grizzled prospector. This is the State Battery near Marvel Loch, a tiny 22.6-t/d (25-stpd) capacity gold plant operated by the Western Australia government. It is one of many such plants located in remote corners of Western Australia and the Northern Territory. They are miniature custom mills operated for the benefit of prospectors and small mine operators. These state batteries are so called because they are operated by state governments and because the principal item of machinery in the plants are stamp batteries. They are fascinating anachronisms - throwbacks to times past, a century ago, to the hard and heady existence of gold rush days. Marvel Loch plant Typical of these operations, and perhaps a trifle more sophisticated than most, is the plant near Marvel Loch, a small center for mining and farming about 400 km (250 miles) due east of Perth. Marvel Loch. The name evokes visions of a pristine lake set in a cool, green, misty glen of the Scottish highlands. Actually, it is probably a hot, dry salt pan somewhere nearby. Just where the "loch" is difficult to discern. There is no sign of it on the map.

Jan 7, 1986

By Lynn B. Hales

There is a large economic opportunity associated with improving metallurgical performance in mineral processing plants that use process control. Thus, future control systems will be developed towards more sophisticated user friendly, computer-based systems that use powerful software analysis and control techniques. Auto-tuning, adaptive control and process models will gain expanded use because of their transparent availability to the system designer. Control of individual unit operations will be optimized and coordinated through expert systems that monitor economic conditions and management directives and direct operations accordingly. Plant areas, once considered cost centers, will be integrated into plant-wide control systems for economic control and optimization. This article looks at new control hardware, process sensors, control strategies and software development tools. It also looks at the economics driving the continued development of advanced process control systems. Process control systems routinely used in the mining industry were born when the microprocessor was invented. They have continued along an evolutionary path from vendor specific processing hardware and proprietary operating systems to computer industry standard "open architecture" systems. The many economic forces that drive the development and functionality of these process control systems will cause this evolutionary process to continue. Two of the broadest categories are the needs of the end users and the desire of the system manufacturers to distinguish their products from one another. More

Jan 1, 1994

By A. Tobey Yu, W. Joseph Schlitt, Alfred Weiss, Frederic L. Kadey, Louis Kuchinic

Introduction The February and April 1984 issues of MINING ENGINEERING have already provided introduction to the long-range planning efforts of the Society of Mining Engineers (SME). These efforts are intended to provide the basis for effectively maintaining and improving the Society in the face of the changes that are besetting the mineral industry. This requires that SME recognize what changes are occurring and determine how these will impact the membership. Then a plan must be developed and implemented so that the Society successfully meets the challenges of the next decade. The Board of Directors has charged the Long Range Planning Commission with the responsibility for meeting these goals. This article provides a summary of the work done by the Management and Organization Committee of the Long-Range Planning Commission. This committee's task was to analyze the Society's current organizational structure and management process. Then a set of recommended improvements was to be developed. In doing this, the Committee has been careful to operate under that popular axiom, "If it ain't broke, don't fix it." Thus, changes were not proposed simply for the sake of change, but only where the present system appeared to be less effective than desired. Bases For Action The Committee began by establishing a set of premises about SME and its membership. These premises provided the bases for subsequent actions and recommendations by the Committee. Highlights from the premises included: • The Society should be run on a business-like basis. However, its "business" is that of a not-for-profit scientific, technical, and educational public institution. SME enables professionals involved in or associated with the mineral industry to serve the public purpose of benefitting mankind. • The Society operates as a national (US) organization with transnational (worldwide) interests. It recognizes its obligation to make its goods and services available to minerals professionals throughout the world. In addition, the Society recognizes its obligation to translate technology for the "lay" public, who then also become users of its goods and services. • The Society's Board of Directors is the policy-making body of SME and has final approval of all programs. These responsibilities will become greater when the Society becomes a separate corporation. • At present, the Society provides the following goods and services: publications, meetings/programming/short courses, academic education support, information dissemination - internal and external, and individual member services. • Planning is an ongoing process. It is best performed on a decentralized basis. That is, each major service category should have a responsible group authorized to conduct planning for that category, subject to the Society's master plan and the Board's approval. • The Society is privileged to have highly qualified and motivated members who volunteer their time and efforts on behalf of the Society. The best of these volunteers should rise to the highest positions of leadership - the Presidency of the Society and Institute (AIME). • The Sooiety is strongly committed to the protection and promotion of the history, traditions, and identity of AIME and the use of AIME as the unifying forum for the Constituent Societies. Identification of Potential Problems Once the premises about the Society and its membership were well in hand, the committee began examining the many facets of SME's organizational structure and management process. This was done in order to identify problems or potential problems in these areas. After considerable review and discussion, 10 areas of potential concern were called out for more detailed study and possible recommendations for improvement. These 10 areas include: • A lack of continuity at the Board level and among officers due to the established turnover policy. • A series of subboards that serve, by practice, to diffuse management authority and accountability, rather than enhance it. • A question as to whether the dissemination of information has been adequately planned, organized, and staffed. • An apparent illogical divisional organization. Two divisions are discipline oriented and two are commodity oriented. • A regional organization that does not adequately fulfill its purposes. • Uncertainties about the per-

Jan 6, 1984

By W. J. Kennedy, John D. Gardner

Introduction During the past 10 years, energy costs in mining have risen from about 4% to as much as 25% of total production cost. When combined with declining ore grades, these costs exert inordinate stress on mine productivity. Industrial engineering techniques have traditionally been aimed at improving manufacturing facilities productivity, but they have been applied to mining as pressure for productivity improvement has increased. These techniques can perform four useful functions for mining operations by improving methods, equipment selection procedures, energy use through scheduling, and managing energy costs rather than being managed by them. This article discusses some of the standard techniques for productivity improvement, and how they can be adapted to perform these four functions. Pre-Production The best time to seek high productivity is when a mine is being planned. During pre-production, when most options are still open, an optimum mine design is achievable. At this time, major equipment selections are made, the layout, material handling systems, and processes are designed, and critical energy source decisions are made. By including explicit energy cost projections, decisions can be made that will save significant amounts of money per ton of ore over the life of the mine. Attention can also be given to often overlooked details such as lighting. Some of the same tools used in new mine planning are applicable to productivity improvements at an existing plant. These tools are the charting and modeling methods that have been developed by industrial engineers over the past 75 years. Energy Consumption Before any analysis of energy consumption can be performed, preliminary work is necessary to find the kind of energy used, how much it costs the plant, and when electrical peaks occur. Past bills should be examined to determine the monthly consumption rate and the cost of each energy type. These data should be adjusted to remove effects caused by production fluctuations or weather. Knowing when electrical peak demands occur is necessary because these determine either the electrical capacity needed or the amount that must be bought. At $500-$800 per kW for construction or $5-$15 per kW per month for purchase, they represent a significant cost. By the time these data are collected, planners should be aware of the importance of energy in the total cost of mine operation, and should have the most crucial time data for electrical peak demand. Flow Process Chart Reducing costs can be accomplished by a thorough look at mine systems and how altering one system causes changes in others. By developing and exercising models of production processes outward to the transportation of the final product, otherwise obscured weaknesses may become apparent. There are tools available for analyzing the mine and its associated systems; one of the most useful is the flow process chart. The flow process chart gives a system analysis of a production procedure by classifying all actions into one of five types: operations, inspections, transportation, delays without paperwork, and delays with paperwork. Operation: In an operation, the nature of something is changed. Examples are blasting, washing coal, and processing matter. Denoted by 0. Inspection: Examining an object for identification or to measure some attribute. Examples are determining whether a drill hole is deep enough, deciding how far to cut under an unsupported roof when operating a continuous miner, or checking the lubricant level on a truck. Denoted bye. Transportation: Moving an object from one place to another. Examples are transporting overburden, moving coal on a conveyor belt, and pumping water. Denoted by =>. Delay without paperwork: A delay that is an inherent part of the system. Examples include idle time of a continuous miner while waiting for shuttle cars or for roof bolting, crushed ore in a storage area waiting for grinding and flotation, and people from one craft waiting for another craft to finish. Denoted by D. Delay with paperwork: A delay that can be terminated only by some written authorization. Examples are coal that cannot be removed until authorized by a bill of sale and transportation orders, personnel records, maintenance, or spare parts. Denoted by V. In practice, the flow process chart is completed after data collection and a detailed examination of the process. Data collection is needed to answer questions on distance, quantity, and time for each of the operations. As the analysis is being performed, each step of the process is subjected to these questions: • Why is the step necessary? • What is being moved? • When does the step take place, and why?

Jan 11, 1983

What decision making tools and methods are available to a project owner when there is no clear differentiator between construction alternatives? A team led by a joint venture of Parsons Brinckerhoff and PGH Wong Engineering (PB/Wong) has been providing preliminary engineering services to the San Francisco Municipal Transportation Agency (SFMTA). The SFMTA and PB/Wong team developed several alternative construction methods for the tunnels and stations of the San Francisco Central Subway Project, none of which could be judged clearly better than another using traditional approaches and metrics. The team employed a risk assessment and analysis frame-works as a means of comparative analysis, drawing upon the knowledge of industry experts in the geotechnical, tunneling and construction fields to assist in the effort. This paper presents the approach and results of a cost and schedule risk analysis for two such analyses designed to answer two different questions regarding the advisability of different construction approaches. These assessments paved the way for key decision making in the preliminary engineering phase of the project and formed the foundation for continuing risk management efforts on the project. The focus of this paper is primarily the first two stages of risk management?identification and assessment?and some of the organizational dynamic issues that arise in such efforts.

By MAHESH SHRIWAS, CHRISTOPHER PRITCHARD

Ventilation monitoring and control in mines are becoming an integral part of day-to-day activity for maintaining health and safety of miners. The authors evaluate potential real-time monitoring solutions for detecting and reducing diesel particulatematter, mine fires, and dust in situ, and examined the state-of-the-art use of ventilation monitoring and control in underground mines for detecting and reducing air contaminants to acceptable regulatory limit. Authors review relevant documents, including research papers, trade publications, and manufacturers’ website-based information, to identify research gaps. The authors also evaluate contemporary sensors (airflow, gas, dust, silica), control system and software technologies, data transport systems, Industrial Internet of Things, ventilation network simulators, and control devices to identify potential health and safety research gaps. In this study, examples of some mines from Canada, Australia, and the USA are included where ventilation monitoring and controls have been applied. Overall, this review identifies multiple challenges and research gaps in applying mine monitoring and control systems that could be the focus of future research, offering potential improvements to miner safety and health and financial benefits.

May 12, 2020

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 R. Graeme, J. Komadina

Gold Fields acquired an option to purchase the Cerro Corona Project, located in Hualgayoc, Cajamarca Department, Perú, in December 2003. In January 2006, the option was taken up and the transaction closed. During the intervening months, Project development occurred against the backdrop of a Presidential election, increasing national social activism and environmental regulation, rapidly escalating operating and capital costs, as well as unprecedented demand for engineering and technical skills. Project “Lessons Learned” are outlined and discussed in the context of an evolving strategy.

Jan 1, 2007

By Robert M. Matyas, P. E. Sperry, Robert J. Smith, A. A. Mathews

INTRODUCTION The first Dispute Review Board (DRB) was utilized on a tunnel project 20 years ago. Increasingly utilized on a wide range of construction projects, DRB's are becoming the norm on tunnel and underground projects. This paper summarizes the growth in this usage, uses observations and experience to establish that barriers to the utilization of DRB's are more perceived than real and that many arguments against the DRB concept are not valid, and notes some of the salient elements that should be considered in practice to optimize DRB effectiveness. The purpose of the paper is to provide an annotated checklist for current and prospective users. The basic concept, structure, and operation of DRB's are described elsewhere and will not be repeated here (ASCE, 1991). DISPUTE REVIEW BOARD USAGE A compilation of Dispute Review Board usage for tunnel and underground projects to January 1994 indicated use on 63 contracts with a cumulative construction value of $3.8 billion and a total of 60 disputes settled. As of that same date, DRB's were planned for another 63 contracts with an estimated construction value of $4.7 billion. (A listing of these 126 projects is available from the authors.) This success and popularity have spread to other civil projects as well as process and building construction. The increase in DRB usage has been exponential. See Figure 1.

Jan 1, 1995