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By Dean Bray

During the past three years, a new rear-dumping dragline bucket technology has been patented, developed and tested at North Dakota coal mines. Field testing has shown that this new concept in dragline bucket technology can improve strip-mining efficiencies by reducing cycletimes and increasing dumping radius. This article details the process, participants and the results for the development of a rear-dumping dragline bucket. Participants in the process In November 1995, the board of directors of Dakota Coal authorized the execution of a field test and option agreement and a license agreement with the partnership of D.F. Schmidt, electrical/maintenance supervisor, and Bill Lengenfelder, president of Modern Industrial. The board also authorized entering into a dragline bucket field-testing agreement with the Falkirk Mining Co.

Jan 1, 1999

At the Prospectors and Developers Annual Convention (PDAC) in Toronto, Canada mining and exploration companies of all sizes were on hand to discuss the year that was and those that will be. The following is a look at some of the companies with Canadian operations that were on hand for PDAC 2009. Iamgold Corporation is a leading mid-tier gold mining company producing approximately 31 t (1 million oz) of gold from seven mines on three continents. With record revenues of $870 million ? up 28 percent when compared to 2007 ? the company is focused on growth with a target to reach 56 t (1.8 million oz) gold production by 2012. During 2008, the company acquired the Essakane project in West Africa. The project is fully permitted, under construction and will contribute more than 9.3 t (300,000 oz) of lower cost production by late 2008. Iamgold increased its reserves by 55 percent, to 385 t (12.4 million oz) and its resources in-creased by 16 percent to 821 t (26.4 million oz) in 2008. Going forward, Iamgold has three areas of focus ? West Africa, Guyana Shield and Quebec ? with seven gold operations, five advanced projects and the Niobec niobium mine included. The Rosebel Mine in Suriname is Iamgold?s fl agship property. With measured and indicated resources of 300 t (9.6 million oz), it accounts for 30 percent of Iamgold?s production. Production there was up 20 percent compared with 2007 and further production increases are expected in 2009 and 2010. Mill expansion and optimization increased throughput from 8.9 Mt/a (9.8 million st) to 10 Mt/a (11 million stpy). In West Africa, Iamgold has joint ventures at Sadiola in Mali; Tarkwa in Ghana; Yatela in Mali and Daman in Ghana. Iamgold also has 100 percent ownership of the Mupane gold mine in Botswana and the Doyon gold mine in Quebec, Canada. Also in Quebec, Iamgold has 100 per-cent ownership of the Niobec niobium mine in Quebec. Niobium is used in high strength specialty steels.

Jan 1, 2009

By Andrea Koschinsky, Akira Usui, Michael Bau, Katja Schmidt, James Hein, Thomas Kuhn

Marine ferro-manganese (Fe-Mn) crusts and nodules are metal-rich chemical sediments that are archives of paleoceanographic proxies and potential metal resources and targets of deep-sea mining. Traditionally, crusts and nodules are subdivided into hydrogenetic, diagenetic, and hydrothermal types. While hydrogenetic Fe-Mn crusts are a potential resource for Co, Te, Pt, and REY, nodules are enriched in Cu, Ni, Mo, and Li, and hydrothermal deposits may be enriched in individual metals such as Mo, Ba, and Li, depending on the temperature and composition of the hydrothermal fluid. The different types of marine oxidic Fe-Mn precipitates, therefore, have different economic potential. Hence, a robust classification is not only helpful in the general geochemical characterization of such precipitates (and as such is a useful teaching tool, for example), but may also simplify the evaluation of their importance as a potential metal resource, which helps to prioritize exploration targets for deep-sea mining.

Sep 1, 2014

By Werner Burger

Earth Pressure tunnel boring machines are tackling difficult ground conditions that five years previous were not considered feasible. The technology has evolved that allows EPB TBMs to cross into areas that with the latest in conditioning and special design considerations are now possible to mine. This paper will review the various recent developments and those projects where these new techniques have been applied.

Jan 1, 2008

While SME is hosting its Annual Meeting at the Phoenix Convention Center, Feb. 28 to March 3, one of the finest collections of mining history will be on display just 15 blocks away at the Arizona Mining and Mineral Museum. Inside the museum, visitors will be treated to a treasure trove of minerals, gems, me¬teorites, rocks, fossils, mining artifacts, historical exhibits and interactive displays on modern mining. The museum is located at 1502 West Washington. For SME Annual Meeting attendees, this is a free, eight-minute Dash bus ride 15 blocks west of the Phoenix Convention Center.

Jan 1, 2010

By James A. Madonna

Several universities and colleges in Australia, Canada and the United States, recognized the need to establish or reorganize geoscience programs at the vocational and two-year technical levels. To accomplish this, a cooperative study with industry in one state or province from each country was initiated. These include Tasmania in Australia, British Columbia in Canada and Alaska in the United States. The objective of this work was to develop a diversified geoscience educational model at the two-year technical, vocational and continuing education level that provides the source from which any nation can draw the proper educational tools to create a new geoscience program, modernize an existing program or strengthen a weak program. More than 100 mineral industry organizations provided information regarding their specific training needs for support personnel. The data gathered have been used to identify training areas for semi-skilled, skilled and technical personnel in geochemical mineral exploration. These included geological, geochemical, environmental and computer skills. With the areas of major educational need defined for geochemical exploration, an educational field skills model was developed for the three levels of training. The international need for a study of this type was recognized as early as 1980, following numerous contacts from domestic and foreign geoscience educators regarding the structure and success of training within the University of Alaska Fairbanks Mining Extension program, located in Fairbanks. Contacts, correspondence and visits included educators from Australia, Brazil, Canada, Mozambique and the conterminous United States. The need was magnified between 1985 and 1989 at the University of Alaska Fairbanks, when an attempt failed at initiating and developing a two-year geoscience vocational-technology program leading to an Associate of Science degree.

Jan 1, 1994

By C. C. Clark, P. W. Patton, B. M. Stewart

Handling materials in underground mines continues to be a major safety problem. To help reduce materials-handling injuries, researchers at the Spokane Research Laboratory of the National Institute for Occupational Safety and Health are investigating those materials-handling tasks in underground mines that appear to generate a high number of injuries. Data from the Mine Safety and Health Administration for the years 1989-1999 were studied to find out if there were any trends in materials-handling accidents and if so, to determine what tasks were involved and the sources of injuries. Several underground coal and metal mines were visited to document innovative materials-handling technologies. Considerations for safety training and mechanization needs for continued reduction in materials-handling injuries are described.

Jan 1, 2002

By Charles L. Allie

Since Reserve Mining Co. began commercial operations at Silver Bay, MN, some 25 years ago, major improvements in taconite processing technology have become available. In addition, significant new government standards have been imposed on industrial operations. By implementing a $370-million modernization program, Reserve was able to accomplish two major company objectives: the quality of concentrates produced from the Peter Mitchell mine has improved, and the operation meets both present and foreseeable environmental standards. Process modifications at Reserve were designed to: •Reduce the pellet silica content from 9% to 5%; •Increase the pellet iron content from 62.5% to 65.8%; •Implement a tailings disposal system utilizing "best available technology" water quality controls; and •Reduce air emissions by installing "best available technology" air emission controls. By adding dry cobbing, fine screening, and flotation to the concentrating process, pellet silica content has been reduced; the process reclaims and reuses all process waters; all tailings are stored in a zero discharge tailings basin; and all air emission standards are being met. Initial Beneficiation at Silver Bay Reserve's Peter Mitchell mine at Babbitt, MN, is on the eastern end of the Biwabik iron formation. The open-pit mine is approximately 16 km long, 0.8 km wide, and presently has a maximum depth of about 50 m. Principal constituents of the ore body are magnetite, quartz, and iron-magnesium silicates. The company's large commercial plant began operating at Silver Bay, 75 rail km from the mine, in 1955. Facilities have historically had the capacity to process 31.5 Mt/a of taconite, containing an average 24% magnetic iron, into 11 Mt/a of iron ore pellets. Reserve's initial beneficiation process-which existed up to early 1979-consisted of two crushing stages at the Babbitt mine site, two additional crushing and screening stages at Silver Bay, grinding in a conventional rod-ball¬regrind mill circuit, size classification with cyclones, and concentration with magnetic and hydraulic separators. Concentrate produced by that circuit assayed 65% iron and 8.5% silica, with a screen analysis of 94% -44 µm, and a surface area of 9300 cm2/cm3. Pellets produced from this concentrate assayed 62.5% iron and 9% silica (dry basis). Construction began in 1977 to modify Reserve's operation. Process modifications were designed from pilot scale operations that had been operated and researched by Reserve for more than 10 years. There were two design restraints imposed on the process: economic constraints that Reserve continue to use much of the existing processes and structures in the new operation; and a substantial number of government-imposed permit constraints. In effect, the tailings process was designed first and then a concentrating process was developed that would "fit" the tailings disposal system. Operation of the modified process began in June 1980. Crushing Remains Unchanged No changes in process flow were made at either the Babbitt mine and crushing plant or at the Silver Bay fine crusher. Gyratory crushers reduce run-of-mine taconite to -90 mm-diam at the mine. Taconite is then transported to Silver Bay by intra-plant railroad. There are 10 fine crushing lines. Each consists of a double deck screen, followed by a heavy duty short head crusher, a second double deck screen, and second short head crusher. All screen undersize material bypasses the crushing lines, resulting in an open circuit crushing process. Fine crusher product is approximately 98% - 20 mm, 80% -12 mm, and 50% -10 mm in diameter. Each fine crusher line processes about 400 t/h of crude taconite. Cobbing Provides Aggregate for Tailings Dams The first major process change was the addition of dry cobbing, a dry magnetic separation step between the fine crusher and concentrator. Dry cobbing serves two major purposes in the new process. Its principal function is to provide large volumes of dry coarse aggregate for use in construction of tailings dams. This process rejects about 20% of the fine crusher product as tailings with a size analysis of 98% -20 mm and 50% - 10 mm. These tailings are free draining and have high frictional shear strengths-two key requirements for dam building aggregates. Fine crusher product is conveyed to a new dry cobbing building. Here crushed ore is discharged into one of two 30-minute capacity surge bins. Crushed ore is withdrawn by 12 constant speed conveyor belts; each discharges 500 t of crushed taconite into a dry cobbing machine. Each machine consists of a 3-m-long riffle splitter and two vari-

Jan 12, 1980

By Charles LeMoyne

The Cable belt Company has been building single flight conveyors for a number of years. The simple design concepts of this type conveyor, introduced over thirty years ago, when distances of one to two miles were considered major advances in technology, remain relatively unchanged. Conveyors that are 6 to 20 miles (9.0 to 32 kilometers) long are being built and are presently in operation through- out the free world. The Cable Belt conveyor is not conventional in its construction. Cable welt differs from conventional troughed idler conveyors in that the driving medium and carrying medium are separated. Motion is provided by two endless steel cables running the length of the conveyor. The cables are driven by a single drive unit incorporating a differential gear which insures identical cable linear speeds and equal tension in both cables at all times. The belting is located and supported by "V" shaped shoeforms moulded to the belt which form a wedging action. The friction between the belting and rope is sufficient to prevent slippage (See figure 01).

Jan 1, 1983

By Rick Coleman

PT Freeport Indonesia’s (PTFI) latest expansion has increased total mill throughput to 125kt/d (137,700 stpd). The most recent expansion included the installation of a semiautogenous mill (SAG) designed to treat more ore than any other single SAG mill currently operating in the world. Also included in the expansion were two large ball mills, rougher and cleaner flotation, including conventional and column cells, and a regrind circuit. All equipment is supported by a modern distributed control system. PTFI’s operations are located in the Ertsberg mining district of Irian Jaya’s Jayawijaya Mountains, the eastern-most province of the republic of Indonesia on the Island of New Guinea. PTFI, the operator, is owned by Freeport McMoRan Copper and Gold (81.3%), the government of Indonesia (9.4%) and private Indonesian investors (9.3%).

Jan 1, 1996

By Robert C. Freas

While on the surface limestone marketing may appear mundane, it has continued to provide a series of challenges beyond the realm normally envisioned with this industry. This paper presents a case history of a mature and well-established quarry company that has attempted to keep pace with an ever-changing economy. It examines the impact of socio- economic and technological factors on the company's marketing efforts, and looks at the role of both short and long range planning. The realities which have had to be faced and how product requirements have been kept in balance with production restrictions are also discussed.

Jan 1, 1981

By James Dunn

“The strongest argument of the detractor (of mining)is that the fields are devastated by mining operations ...They argue that the woods and groves are cut down, for there is need of an endless amount of wood for timbers, machines and the smelting of metals. And when the woods and groves are felled, then are exterminated the beasts and birds, very many of which furnish a pleasant and agreeable food for man. Further, when the ores are washed, the water which has been used poisons the brooks and streams, and either destroys the fish or drives them away.” Georgius Agricola, 1556, De Re Metallica, translated by Hoover, 1950. Technical problems associated with the cleanup of historic mines are not new. Nor are they unique to the mining industry or the governmental agencies addressing them. Both face the same issues and challenges of defining the problems, evaluating remediation options and finding the most economic and effective solutions.

Jan 1, 1999

By Günther M. Volkmann

Continuous developments in tunneling require knowledge transfer between designers and suppliers to optimize the application of support systems. This collaboration allows the designer access to the latest research results, technical innovations, and support specific measurement techniques as well as the supplier?s experiences on recent projects. Project specific requirements determine the information that can be used to increase support system efficiency, advance rate, degree of safety, or decrease costs. This cooperative effort results in not only an unambiguous tender document, but also an optimized design with reduced risk that is coordinated with safe and high performance construction techniques. This paper will address the benefits of an early collaboration to both the design and the specifications in the tender document by using the A3 Hindhead project (UK) as an example.

Jan 1, 2008

By Tony Szwilski

Indonesia has enormous mineral resources. Its population of more than 180 million people inhabit most of the more than 13,000 islands. The country is becoming a significant economic power in Southeast Asia. Indonesia is the largest Muslim country in the world. Java, its largest island, is the most densely populated area. The country's diversity is its strength. However, as only an estimated 16 million inhabitants speak bahasa Indonesia as the first language, communication problems endure. Although burdened with large debts, Indonesia has been able to service the debts better than most developing nations. This has given it high credibility and, with increasing frequency, creditor nations compete to provide Indonesia loans with the most the most favorable financial terms. Recent rising prices of petroleum crude has further improved Indonesia's economic status. It maintains a policy of stable oil prices that it promotes in OPEC, of which it is an influential member. As a result, Indonesia is becoming increasingly attractive to foreign investors. The South East Consortium for International Development (SECID) is made up of 34 universities in the southeastern US and Indonesian partners Lembaga Afiliasi Penelitian dan Industri (LAPI) of the Institute of Technology in Bandung, West Java. SECID bid successfully against international competition to develop new academic programs and campus for the Sriwijaya University UNSRI) in Palembang, South Sumara. Funding for the project was provided by the government of Indonesia through a loan from the Asian Development Bank (ADB). There are 47 public universities

Jan 1, 1991

By Georgene Renner, William R. Yernberg, Steve Kral

Agapito Associates (AAI) provides consulting services in geo-engineering, mining engineering and related disciplines. Founded in 1978, the firm operates out of offices in Grand Junction, CO, Golden, CO and Lombard, IL. Members of the staff include mining, civil and geological engineers, physicists, geologists, numerical analysts, computer specialists, instrumentation specialists, plus administration and technical support personnel. AAI has provided consulting and engineering services to mining companies producing base metals, precious metals, coal, potash, trona, limestone, oil shale and salt, and to defense and nuclear-waste disposal industries. AAI also provides services for measuring in situ horizontal stresses using an advanced biaxial overcore stress downhole measurement system developed by Sigra of Australia. Since 1978, AAI has measured in situ stress in copper, oil shale, molybdenum, trona, limestone and coal mines, and in tunnels and concrete structures. Since 1994, the staff has completed 527 overcore stress determinations. AAI has the equipment and personnel for overcoring, sample coring and instrumentation installation in limited access, surface and underground mines. Portable Longyear CP-65 drills, borehole deformation gauges and strain indicators are used for difficult-access overcoring and are permissible for use in gassy mines.

Jan 1, 2006

By Joseph L. Petrillo

In July 1997, Kvaerner Environmental signed a unique contract with Echo Bay Alaska called the Transfer Risk and Accelerate Closure (TRAC). The contract called for Kvaerner to assume the responsibilities and obligations associated with closeout of the Alaska-Juneau (A-J) Mine. Kvaerner is an international engineering and construction company with global interdisciplinary experience in the mining industry and environmental remediation. Echo Bay’s requirements called for Kvaerner to: •Provide a fixed price for closure with no change orders. •Negotiate, prepare and implement a final closeout plan as outlined by Echo Bay. •Complete a closure program that exceeded current regulatory requirements. •Improve, expand and maintain a proactive public and community relations program. •Hire Echo Bay employees where possible. •Provide adequate performance guarantees and judicial relief of environmental claims.

Jan 1, 1999

By Richard B. Stein

Section 25 has been assembled to give the geological, mining, or metallurgical engineer an overview of some of the important downstream operations that typically follow mining activities. This subject is obviously too broad and complex to be covered in detail within this Handbook. However, the engineer will be interested to learn about the basic fundamentals, and especially how they might affect the economics of the total project from prospecting and mining through to metals recovery and marketing. In this way, it is hoped that the engineer will have a better overall appreciation for the technical and commercial prospects of a mining and metal-producing project.

Jan 1, 2008

By S. G. Britton

"Strategies to improve performance in mining production, maintenance and mineral processing operations have evolved over time from straightforward time studies of individual machine performance in the 1960s-1970s to more sophisticated and better focused statistical and financial tools that have emerged in the 1980s-1990s. These newer strategies fall under the broad descriptive category of operational excellence.Operational excellence is the term that embodies a number of performance evaluating strategies, the most popular and relevant to mining include the following:• Six sigma for addressing errors within mining or milling process and work standards.• Lean manufacturing to optimize organizational and operational performance through continuous improvement.There are other strategies that can be applied as well and this paper is not focused on a review of the pros and cons of any one strategy. However, the common threads in these strategies embody the expectation that expected results from these efforts can be quantified and that value will positively benefit the targeted work process, organizational unit, equipment deployment or time schedule when applied to it as part of continuous improvement efforts.The priority for proceeding with any one or more of these efforts is based on the calculated net value of the required resources to make the change versus the estimated value gained. The practice is identified as the value mapping process.This discussion summarizes the value mapping process methodology used at a mature uranium mine and mill in northern Canada to work through the myriad of potential improvement efforts available through the operational excellence process for continuous improvement."

Nov 1, 2016

Invensys’ recently introduced Field Device Manager for Foxboro I/A Series distributed control systems provides the industry’s first solution that takes advantage of both the latest Enhanced Electronic Device Description Language (Enhanced EDDL) and FDT technologies. This combination provides comprehensive lifecycle support to configure, calibrate, commission, diagnose and optimize the performance of any vendors’ foundation fieldbus device. The I/A Series Field Device Manager enables users to take advantage of any EDDL, Enhanced EDDL and/or FDT host deliverables supplied by the device vendor.

Jan 1, 2007

By Jerry Pyatt

Lead has been used by mankind since before the Egyptian pyramids were built. Its durability provides for a continuum of innovation. As the largest integrated lead producer in the Western Hemisphere, The Doe Run Co. is committed to locating, mining, processing and sup-plying lead in ways that are responsible and sustainable. It takes ingenuity and resolve to successfully operate in the heavy industry field today. Doe Run is committed to applying responsibility through sustainability, lean manufacturing, safety, environmental stewardship, education and workforce development, and com-munity support.

Jan 1, 2008