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By Robert Harris, David Duncan

The Samira Hill gold mine represents the first commercial gold project for the landlocked country of Niger in West Africa. It began production in October 2004 as the result of over 10 years of exploration and development work. There were several administrative, social and technical challenges that had to be overcome to realize the successful development of the project. The Samira mine is located on the geological structure known as the ‘Samira Horizon’ which is developing as a promising district for additional discoveries and other mine developments.

Jan 1, 2005

By Mohammad Djavid

The one-pass tunneling pipe jacking method has often been the most schedule and cost efficient method for the pipe line installation. The main challenges in jacking pipes larger than 108 inches and for longer runs are: transportation and logistics, requiring high jacking forces, keeping line and grades, control of ground surface settlement, providing adequate external lubrication, and the potential of damaging the joints and pipe spigots. In recent years, 144" diameter pipes have been jacked for short runs of up to only 300 feet. In this article design and construction of installation of up to 1,000 linear feet run of 144-inch internal diameter, reinforced concrete pipes without intermediate jacking station in Chicago O?Hare International Airport are discussed. The article also presents discussions regarding the subsurface saturated silt formation, shallow cover, dewatering, jacking and receiving shafts, jacking forces, lubrication and settlement data.

Jan 1, 2008

By John Heter

An alum/sulfur deposit (USDA organic registered) was mined underground for alunite (K,Na) Al3 (SO4)2 (OH)6 from the early 1900s to the 1930s. It is now being mined as an open pit quarry. A larger assemblage of minerals is included with this method (Alunite, Potassium?Alum, Jarosite, Gypsum, Native Sulfur and K-feldspar). This assemblage of minerals provides the necessary requirements as a Volcanic Soil Conditioner Sulfur-Potash. Heart of Nature? Company has been marketing this product to farmers on the west coast as a (1) pH reducer, (2) soluble sulfur and potassium source for plant growth and (3) soluble calcium. Recently, a new market has been tapped. This product has been found to solve many odor, bacteria and algae problems faced in the dairy industry.

Jan 1, 2008

By John Dasher

In 1980, some US cars were designed and built to metric dimensions; wine and gas were sold by the liter; and the March of Dimes Walkathon was measured in kilometers. Although the US Congress has taken a ''soft" approach to metrication, and public resistance to the idea remains strong, the use of metric units is becoming more and more widespread. As the minerals industry becomes more international in scope, US mining companies are converting to the metric system-particularly those companies with business interests overseas.

Jan 2, 1981

Editor’s note: As usual, the June issue features an industrial minerals review. And some thanks are in order. Thank you to the industrial minerals annual-review editor, to the technical committees chair and vice chairs and to the authors of the individual commodity profiles. Jim Norman of GeoTrans Inc. is the industrial minerals annual-review editor. Gary Tomaino, Specialty Minerals Inc., is the chair of the SME industrial minerals technical committees. Technical committee vice chairs include: •Lucy McCartan, U.S. Geological Survey, agricultural minerals as well as sorbents, filter and process aids. •Steve Herron, Oglebay Norton Performance Minerals, ceramics and refractory materials. •Srinivas Veeramasuneni, U.S. Gypsum, chemical raw materials. •William Langer, U.S. Geological Survey, construction materials. •Vanessa Santos, Independent, fillers and pigments. •Richard Berg, Montana College of Mineral Science and Technology, specialty minerals. Their help makes possible this June industrial minerals issue. On behalf of the readers, the editors thank them.

Jan 1, 2003

By Li Jiuping, Zhong Gang, Chen Yong Zhang, I. Michael Gowring

The Liaoning Dahuofang Reservoir Water Transfer Project is an important development for the Department of Water Resources of Liaoning Province in northeastern China. The 85.3 km water conduit will transport water from the Hun River downstream of the Huanren Reservoir to the outlet on the Suzi River leading to the Dahuofang Reservoir. The additional water is required to sustain the growing cities of Fushun, Shen-yang, Liaoyang, Anshan, Panjin and Yingkou. The project is divided into seven contracts. Three TBM contracts comprise almost 75% of the work and the others are drill and shoot. The focus of this paper is about the creditable TBM performances achieved and some of the problems encountered by Chinese contractors; notably two having had no previous TBM experience.

Jan 1, 2007

By S. C. Tadolini

Roof support systems have evolved from standing posts and timbers to a generation termed ?big nails? where steel bars are inserted into boreholes and anchored with expansion shells and/or resin cartridges. These systems have been effective but are limited to mining height. Additionally, the properties of steel do not resists shear forces or have the flexibility being required in difficult ground conditions. The next generation of roof support systems is coupling the best parts of the ?big nail? and resin grouted cable bolt systems. This paper will present the advanced technical solutions of the next generation of cable systems that includes an indented high-capacity PC-strand used with a variety of fixtures. Case histories of support applications will be presented.

Jan 1, 2012

Your thoughts on the current status of the global minerals industries? The global economic, technological, social and political changes of the last two decades of the 20th century resulted in the emergence of a restructured minerals industry. This industry is now based on a new cost-cutting philosophy; utilization of modern technology; productivity gains rather than production tonnages; diversification of mineral markets; and globalization of exploration, mining and processing. Quantity and tons used to be the focus. The emphasis today is on remaining competitive in the marketplace by lowering per-unit production costs as much as possible. What factors and trends will impact the minerals industries in this, the 21st century? A number of parameters will impact minerals operations and shape the future sustainability and growth of the minerals industries. Increased demand for minerals will be accompanied by the demand for technical advancements. We will also see a continued emphasis on health and safety, environmental stewardship, and education and training. Let me elaborate.

Jan 1, 2002

By Steve Kral

Competition from foreign coal producers could displace as much as 9 Mt/a (10 million stpy) of US coal bound for power plants located near waterways. But, according to a Maryland-based coal consultant, it could be worse. Theoretically, about 52 Mt (57 million st) of domestic coal could be vulnerable to imports by 1990, said Forrest Hill, of Hill & Associates of Annapolis. Hill was speaking to about 150 coal industry executives and experts at the third annual Coal Marketing Strategies Conference in November. Most were at the Denver, CO conference to pick up tips on how to sell coal in an oversupplied market. Imports threaten domestic markets Of the 200 utilities studied by Hill and his staff, 119 are situated near major waterways, he said. However, most of those waterways are not equipped to handle coal from the shipping lanes. Good news for US coal producers. But don't breathe too easily. Foreign coal still poses a major threat to domestic markets, Hill continued. The strength of the US dollar is an obvious factor. But easy access to US utilities located on waterways combined with low rates for ocean vessels give foreign producers another edge. And foreign mines are typically low cost producers. For example, Hill said Colombia's huge Cerrejon mine can deliver coal to an Illinois power plant for $47.87/t ($43.39 per st). That compares to $52.85/t ($47.95 per st) from a Kentucky coal mine. Also, Colombian coal producers can generate a cash flow even if the coal sells for $27.50/t ($25 per st). The main competition US producers face from abroad, as Hill sees it, comes from Australia, Canada, Colombia, Poland, South Africa, and, perhaps, from Venezuela. Domestic producers, however, do have some things going for them. Most US coal buyers, Hill said, "are not wild about the idea of buying foreign coal." A 10% price advantage or pressure from public utility commissions would be needed to force some of them to buy foreign coal, he said. Some of the utilities contacted said they would not commit to more than one-third of their stockpiles to a foreign source. Another advantage for US producers is that they have room in their long-term contracts to cut prices and still maintain a profit, Hill said. Railroads, too, have high profit margins written into their rate structures. They are also aware of the import threat. Therefore, they may reduce their rates accordingly to keep their markets. Marketing's role The energy price shocks of 1972 and 1976 caused major adjustments in world economics. Coal was no exception. High oil prices caused many utilities to look at less expensive coal. As the market improved, coal prices began to respond, said R. Gale Daniel, of Anaconda Minerals Co. But clean air legislation and the strengthening dollar caused havoc in the coal markets, he said. The price of oil crashed, taking with it predictions of record coal use. The result is an oversupply of coal that has led to price cutting. Now, coal marketing must be recognized in its "true leadership role," Daniel said. Marketing people must know when to use spot sales to balance production objectives and maintain cost-effective-

Jan 1, 1986

By J. Wagner, P. Eger, G. Melchert

In 1991, LTV Steel Mining Company decided to close an open pit taconite mine in northeastern Minnesota, using a passive treatment approach consisting of limiting infiltration into the stockpiles and wetland treatment to remove metals. Over 50 million metric tons of sulfide-containing waste had been stockpiled adjacent to the mine during its 30 years of operation. Drainage from the stockpiles contained elevated levels of copper, nickel, cobalt and zinc. Nickel is the major trace metal in the drainages, and prior to closure annual median concentrations ranged from 1.5-50 mg/L. Copper, cobalt and zinc are also present but are generally less than 5% of the nickel values. Median pH ranges from 5.0 to 7.5, but most of the stockpile drainages have pH greater than 6.5. Based on the chemical composition of each stockpile, a cover material was selected. The higher the potential a stockpile had to produce acid drainage, the lower the permeability of the capping material required. Covers ranged from overburden soil removed at the mine to a flexible plastic liner. Predictions of the reduction in infiltration ranged from 40% for the native soil to over 90% for the plastic liner. Five constructed wetlands have been installed since 1992, and have removed 60-90% of the nickel in the drainages. Total capital costs for all the infiltration reduction and wetlands exceeded $6.5 million, but maintenance costs are less than 1% of those for an active treatment plant. Since mine drainage problems can continue for over a hundred years, the lower annual operating costs should pay for the construction of the wetland treatment systems within seven years.

Jan 1, 1999

By David M. Spatz

The way people interact, collaborate, learn and improve can have a profound impact on a company’s efficiency, performance, productivity and return on investment. This is the motive behind corporate efforts today to replace the traditional hierarchical structure with team-oriented organization. The increased importance of communication and collaboration during the past 20 years has been propelled by rapid advances in technology and increased availability of information. Companies must take advantage of the information that is required for competitive performance and for the continued production of quality products. So it is essential that outstanding communication, cooperation and collaboration take place among multidisciplinary specialists assigned to work together to solve common problems and achieve common goals. Companies are searching for ways to increase knowledge transfer and learning, particularly among people who work on related topics. This will improve efficiency and quality and reduce redundancy and costs.

Jan 1, 2000

By F. Freme

Coal production in the United States reached a record level in 2005, ending the year at 1.03 Gt (1,133.3 million st) according to preliminary data from the U.S. Energy Information Administration (Table 1). Production in 2005 was 19.2 Mt (21.2 million st) higher than the 2004 level of 1 Gt (1,112.1 million st) and surpassed the prior record set in 2001 by 5.1 Mt (5.6 million st). Although total U.S. coal consumption rose in 2005, not all coal-consuming sectors had increased consumption for the year. Coal consumption increased in the electric power sector by 2.2 percent and declined in the other industrial sector, while coking coal consumption decreased slightly.

Jan 1, 2006

By D. M. Lane, J. M. Berkoe

Engineers and Owners share a common desire to build reliable, efficient plants on schedule at reasonable costs. This paper describes one tool that Bechtel finds can integrate these objectives by “putting innovation into practice”. Examples of such innovative engineering practice include the use of computational fluid dynamics (CFD) to determine efficient designs. This paper outlines several examples of CFD applications on actual Mining and Metals Projects from around the world. The focus here is to highlight the modeling objectives, analysis strategy, actual benefit obtained from the work, lessons learned to improve future efforts and the common mistakes that can obscure the correct or best results, despite impressive graphics. The tools are powerful, and the results are more powerful when applied with skilled and well-directed human effort and ingenuity.

Jan 1, 2000

By J. M. Ekenes

New approaches that increase hydrometallurgical recovery from refractory minerals in below-mill-cut-off-grade sulfide copper ore can add significant value, improve profitability and increase ore reserves. This paper describes the development and implementation of an engineered heap (EH) approach to leaching low-grade, chalcopyrite-bearing ore at Freeport-McMoRan?s mine in Morenci, Arizona. The technical evolution of the engineered heap concept is described together with the challenges and benefits following implementation.

Jan 1, 2012

By S. Ersayin

In 1998, the Concentrator Modeling Center was established within the Coleraine Minerals Research Lab, Coleraine, Minnesota, to develop models for simulation of iron ore processing plants, and to assist plant operators in improving performance of their aging plants. The short-term objective was to develop necessary models for reliable simulation using conventional techniques, while the long-term objective was set as liberation-based modeling and simulation of these plants. The short-term objective was achieved in 2002 after the development of models for magnetic separators, hydro-separators and fine screens. A project funded by the U.S. Department of Energy was carried out to demonstrate the capability in improving iron ore processing at the Minorca plant. As a result of this study, a 10% improvement in throughput at the plant was obtained, and simulation became a desired tool for plant operators. A significant step in the long-term objective was reached in 2005 with the development of a liberation model. This was followed by incorporation of models capable of processing liberation data into the software. By early 2007, the Concentrator Modeling Center had the capability of performing liberation-based simulation of entire plants.

Jan 1, 2009

By Samuel A. Reipas

Introduction The ore mining industry has been successful because of technological progress and huge sums of capital investment. But new technology and plants have not come cheap. The problem now is companies will run out of money before they run out of ideas. Survival Strategies Industry survival strategies demand restructuring and new plans. Inland's prescription for the future includes: • Continued emphasis on technological improvements to upgrade pellet quality and lower costs; • Effective use of human resources resulting in employee satisfaction and improved planning and productivity; • Deliberate, well planned, and documented cost-control programs for the short- and long-term; and • Capital investments to support the first three initiatives. Technology Technological changes are not only required by the need for operational improvements, but by product quality improvement dictated by the user - usually the blast furnace operator. Established ambient measurements of pellet quality, such as tumble index, compression strength, porosity, size distribution, and chemical composition, are no longer considered meaningful in predicting pellet performance in a blast furnace. New specifications, called low temperature and intermediate temperature properties, have been recently introduced. Low temperature specifications are characterized by disintegration of pellets in the 500°C (930°F) range in the upper portion of the granular zone during the hematite-to-magnetite transformation in blast furnace stack. Intermediate temperature properties (measured by 1000°C or 1800°F) are characterized by swelling, reducibility, and compression strength after reduction, reflecting conditions in the lower portion of the granular zone of the furnace. These new parameters are being used for pellet quality evaluation at Inland, and will be introduced at its Minorca mine for more routine analysis and correlation with the pellet furnace operation. With increased emphasis on quality, effective communication between the blast furnace operator, research, and the pellet plant operator is critical. At Inland, this is accomplished through technical meetings where the opportunity is provided to solve problems, establish a common understanding on the value of quality, and develop future quality standards and programs. With the degree of sophistication in determining pellet quality as it affects blast furnace operation, the future pellet plant operator will actually be producing a custom pellet. Human Resources Technological change has been a strong point at Inland, and will continue to be. However, human resource management is equally important. Is management giving sufficient attention to employee motivation and involvement? It is a way to improve productivity, reduce costs, and enhance employee job satisfaction. The industry is beginning to understand the principles and the potential for tapping employee brainpower. The payoff can be handsome. Management has to be willing to share both information and power if participative management is to live up to its potential. It has to become more flexible and be willing to adapt to change on the human side. Management should embrace rather than fear employee involvement. Given time, joint problem solving will replace adversarial attitudes and pay dividends for both sides. Productivity and product quality will improve and new dimensions of employee job satisfaction will be achieved. But, it will not happen overnight. Attitudinal change must permeate the organization from top to bottom. This change is needed to support the working relationships and give everyone a sense of direct and meaningful involvement.

Jan 11, 1983

By T. Wang

A new generated NaNO3 ? NaNO2 ? KNO3 ternary thermal energy storage system which has low melting point as 124°C and high specific heat capacity was studied for the short and long?term thermal stability by using the Thermogravimetric Analyzer (TGA). Based on the actual working condition of molten salt in solar two, the simulated cyclic thermal stability measurement was also conducted. The ternary system demonstrates excellent short ? term thermal stability and thermal reliability after cyclic heating and cooling processes. However, in the long ? term as well as the simulated cyclic stability measurement, large amount of weight loss was observed. Moreover, the stepwise long ? term isothermal study reveals that below 440°C the weight change is minimal and this temperature is viewed as the upper limit temperature of thermal stability for this ternary system. To determine the lost phases at high temperature above the upper thermal stability limit, techniques such as XRD and SEM are used to compare the condition of the salt mixture before and after the long ? term thermal stability study. On the basis of the comparison, it can be concluded that the major weight loss was due to the decomposition of sodium nitrite.

Jan 1, 2012

By H. L. Barwood

Luminescence excited by electron bombardment, or cathodoluminescence (CL), is a very useful tool in petrographic examination of rocks, minerals and ores. Differences in luminescence colors and intensities allow detection and delineation of mineral species and composition zones difficult to separate visually by normal polarized light microscopy. The cold cathode CL chamber at Indiana University is used with a binocular microscope that has interchangeable attachments for a normal film camera, a digital camera and a fiber optic spectrometer. This allows imaging of the specimens as well as limited spectrographic analysis of the emitted luminescence. The chamber on this CL unit is large enough to accommodate several thin sections, polished mounts, grain mounts or rock slices at one time. Luminescence petrographic techniques were used to study alkali syenites and carbonatites from the Arkansas. Alkali feldspars in the syenites reveal a history of growth, fenitization and replacement through color and intensity differences. Primary orthoclase luminesces bright blue and is often zoned with a duller blue overgrowth of microcline. Fenitization of the feldspars is demonstrated by dull to bright red luminescence and replacement veins of albite often have a bright yellow green luminescence. Late microcline and perthites from the syenite pegmatites have a dull yellow to orange luminescence. Easily visible on this background of feldspars are grains of apatite (yellow), fluorite (violet), zircon (greenish), sodalite (orange) and mosandrite (green). Complex pseudoleucite syenites from Magnet Cove, Arkansas show similar minerals but also include xenolithic quartz (violet), manganwollastonite (bright orange), benitoite (intense blue) and lorenzenite (green). Carbonatites from Arkansas contain a wide variety of calcite textures and intensities of luminescence. Grains of carbonatite in well cuttings are easily distinguished from sedimentary calcites by their complex “flame” luminescence and the frequent presence of euhedral apatite grains (yellow). Apatite crystals separated from the Arkansas River Valley carbonatites by acid digestion show complex zoning. The cores of these apatites are yellow luminescing due to CL activation by Mn enrichment while the rims are violet luminescing due to REE enrichment. Complex zonation between the cores and rims is easily visible using CL.

Jan 1, 2001

By M. J. Blattman

Upon completion of an underground mine design, the planning engineer is faced with a surprisingly complex problem, “What development and mining sequence should be implemented so as to maximize the return on investment?” The problem relates to the scheduling of development headings to access stope production areas in such a way that the most money is made as quickly as possible for as long as possible. The total dollar value of the stopes, the average grade, the total tonnage, nor even the profit margin do not accurately give an indication of the “proper” mining sequence on their own. This paper will outline a method being developed by the author that can create a sequence of events that maximizes the net present value (NPV) of a given development and production design using information already being generated during the design process.

Jan 1, 2003

By Christy Z. Lueders

Introduction More and more women engineers are joining the traditionally male mining industry. Are they successful? Do they encounter special problems? How do men in mining respond? How can the mining industry effectively use its female resources? What contributes to the success of a woman in mining? What can male engineers do to ease the entry of female professionals into the workforce? An STM survey conducted last spring provided some answers to these questions. All BS graduates in mining, mineral engineering, and extractive metallurgy from 1960-1979 were surveyed. Nearly 60% of the female graduates, from 17 universities, completed questionnaires. The women were asked why they chose mining, how they relate to predominantly male co-workers, what job skills they have gained, and what areas of work they most enjoy. They were also asked how problems of a two-career family are solved. Data were gathered on salaries, titles, specialties, and products handled. Respondents, assured of confidentiality, are identified only by title. Many male mining executives were also questioned for their advice to women in mining. Profile of the Survey Participant The "typical" female mining engineer works with coal, is employed by an operating company, feels she works very hard to prove her abilities, does not want to be treated as an anomaly, and someday wants to be an independent consultant. Of the respondents, 44% listed coal as the most familiar product, 12% said copper, and the rest listed products from industrial chemicals to oil. Titles varied widely but women managers are rarely found. However, the majority of the survey population graduated after 1976 and thus lacks substantial experience. Of 102 female graduates, only 25 graduated before 1977. Since then, there has been a steady increase. The American Association of Engineering Societies reported that in 1980 more than 100 degrees were awarded to women in minerals engineering. Education Highly Valued Twenty-two percent of the women surveyed had graduate degrees, 38% planned further education, and 12% listed a PhD as their goal. The majority of graduate degrees are in technical fields. There were only two MBAs. Five women intended to pursue law degrees, and one woman, with a mining engineering degree and an MBA, is a part-time law student. Along with advanced education, the women agree that production experience is needed for career advancement. However, only 28% of the women have worked in production. Many women, especially younger grads, commented that these are the toughest jobs to get. This is a universal complaint, from males as well as females, though women seem to encounter more opposition. Several women mentioned they were small or slight of build and managers tended to shy away from hiring them for production jobs. Two-Career Marriages The most difficult problem for two-career couples is relocation. Whose career takes priority? Fifty percent of the women said transfers or offers would be examined on a case-by-case basis, weighing pros and cons for both parties. The husband's career took priority with 47% of the women; their own careers, with 3%. These statistics conflict with comments from two employee relations managers. Both said most female engineers they've encountered are married to men who follow their wives' careers. Seventy per cent of the married respondents said their husbands were also engineers. Four said their husbands were engineers at the same company. Some male and female engineers met on the job; others joined the company as a "package deal." Both partners being engineers can ease relocation problems, since an area or company offering one spouse a job can often provide a spot for the other. A company may benefit by getting two new hires for the relocation costs of one. Most companies contacted have policies that allow married couples to work at the same division, but discouraged them from working in the same department. With 40% of today's marriages ending in divorce, one risk is that one or both parties may quit. One personnel executive said there were several couples, each spouse in a different discipline, who were work¬ing out very well at his division. However, he recognized the potential for problems if, for instance, one gets promoted and the other doesn't, or salary increases are unequal. The personnel executive said he has actively recruited married couples, and would again, were each person competent.

Jan 10, 1981