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By A T. Job, P R. McAree

There is significant value at stake in the mining industry from the implementation of new technologies that support the enhanced profitability and sustainability of mines. However, in order to realise this value, new technology must be implemented in a way that is both effective and sustainable. The industry has a mixed history for technology implementation that provides fertile ground for understanding what is necessary for innovation to deliver value. This paper describes early stage research investigating why this is so, with the aim of improving how to deliver value. Several case studies are provided covering both successful and unsuccessful technology interventions. The paper identifies the common factors that emerge from the case studies, and offers a path forward for further research in this area.CITATION:Job, A T and McAree, P R, 2017. Three case studies on the implementation of new technology in the mining industry, in Proceedings Iron Ore 2017, pp 407–414 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 24, 2017

In mining industries, materials loading and handling costs represent a significant component of the total (capital and operation) costs. A variety of methods have been applied in surface mine equipment selection in order to select the suitable loading and haulage system with the lowest total cost. The optimal size and number of equipment calculation are very important task for mining engineering because loading and haulage equipment are major proportion of open pit mining cost. Capital and operating cost are considered in objective function with respect to interest rate, insurance and tax in non-linear form. Shovel and truck annual productivity constraint, fleet matching constraint and number of truck per shovel constraint are incorporated in this optimisation problem with continuous variables. This formulation will yield total cost minimisation per hour and good accuracy compared to previous methods.

Dec 6, 2010

IN the underground department of a mine, we may fairly say that "good management is based upon three elementals: first, sound engineering; second, proper coordination and efficiency of every human unit; third, economy in the purchase and consumption: of supplies.This paper is practically an analysis of the second element; which stands out prominently as the most important in the winning of successful results. The human units are divided into officers and men. The officers intermesh. One man takes responsibility where another throws it down; incessantly new conditions are arising where they may be doubtful of their powers; and always, on account of the three shifts, varying methods of work are coming into conflict. This very often results in disorganization. What is most necessary to guard against this is an esprit de corps, which would influence officers to stifle personal feelings for the general welfare of the department, To secure co-operation and loyalty of the staff, the writer recommends for the mines of the field a system of profit-sharing. Distributed on a salary basis, together with liberal holidays (not less than three weeks in each year) on full pay...

Jan 1, 1912

By X-F Zhao, J-W Li, L-P Zeng

"An EXTENDED ABSTRACT is available for download. A full-length paper was not prepared for this presentation. The formation of Kiruna-type deposits has been ascribed to either immiscible iron phosphate melt separated from silicic magma or precipitation from magmatic-hydrothermal fluids. The early Cretaceous Ningwu volcanic basin in Eastern China contains tens of Kiruna-type iron deposits. The orebodies are mainly hosted within the top zones of subvolcanic dioritic intrusions and along the contacts between these intrusions and adjacent volcanic rocks/strata.The orebodies are commonly associated with widespread brecciation and wall rock replacement. Magnetite formation was closely associated with extensive hydrothermal alteration that may extend kilometres, with both vertical and horizontal zonation. Field and textural data indicate that magnetite formed slightly later than albitisation but coeval with apatite and actinolite. Elemental analysis of magnetite and apatite from ores shows distinct features to those as igneous accessary minerals in the host dioritic intrusions, suggesting a genetic relationship to magmatic-hydrothermal processes. Magnetites have elevated TiO2 (up to 5 wt per cent) and V2O3 (up to 0.7 wt per cent), which implies that they are derived from incipient high-temperature magmatic fluids. It is concluded that the Kiruna-type deposits in the Ningwu basin most likely formed from high-temperature magmatic-hydrothermal fluids. The emplacement of dioritic intrusions into a subvolcanic setting likely plays a critical role in the development of Kiruna-type deposits.CITATION:Zhao, X-F, Zeng, L-P and Li, J-W, 2015. Kiruna-type iron deposits in the Mesozoic Ningwu volcanic basin, Eastern China – origin and relationship to subvolcanic dioritic intrusions, in Proceedings PACRIM 2015 Congress, pp 657–662 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 18, 2015

Underground equipment owners and users in order to compete and succeed in being viable business propositions must continually balance costs with productivity. By reducing their hourly ownership, operation and maintenance costs and increasing their hourly production, the cost per unit of material mined will be optimized.

Jan 1, 1990

By J L. Mauk

 Broken Hills is an adularia-sericite epithermal Au-Ag deposit, hosted in flow-banded rhyolites and overlying rhyolitic pyroclastic rocks in the eastern Hauraki Goldfield. The 7.1 Ma deposit was the largest producer of gold in the eastern Hauraki Goldfield, and was one of very few economic deposits hosted in Pliocene rhyolites. This paper presents the results of a recent study in the upper levels of the deposit. Maps and cross-sections constrain structural and lithological relationships, and the lateral and vertical extent of a breccia pipe û the major feature of the upper levels.   Previous studies in the upper levels of Broken Hills have shown that gold and silver values are concentrated around and within a large breccia pipe, mined by a series of æcaveÆ stopes and in veins. Contour diagrams of Au-Ag data from channel samples indicate that the breccia pipe was a major fluid channel-way for mineralising solutions.   The breccia pipe deposits are part of the dynamic geothermal system that formed the Broken Hills ore bodies; they developed as a result of hydrothermal brecciation in areas of structural weakness within a rhyolite pyroclastic unit that overlies a massive rhyolite lava-flow unit. The main breccia pipe begins near the rhyolite/pyroclastic contact, having the shape of an inverted, inclined cone, and consists of silicified breccia, stringers of quartz, and irregular patches of clay-altered country rock. Smaller zones or pockets of hydrothermal eruption breccia are silicified and contain low grade gold in the matrix and in the adjacent silicified wall rocks.   Quartz has been classified according to its physical characteristics as seen in situ and hand specimens indicate that vein definition decreases upwards, perhaps as a result of changing lithological conditions and/or increasing proximity to the paleosurface. Hydrothermal quartz is widespread as veins and as a replacement mineral, or lining fractures and cavities and overgrowing rock fragments. Breccias contain vein quartz, but some quartz veins cross-cut breccias, indicating that vein and breccia formation was relatively synchronous and overlapped in time.   Disseminated gold-silver mineralisation is associated with vein quartz and silicic alteration of the wall rock within the breccia pipe. The auriferous zones are highly irregular and erratic, and sampling results show a wide range of gold-silver ratios, suggesting that highly volatile physiochemical conditions prevailed during mineralisation.

Jan 1, 2005

The area around Big Bell was actively explored and sporadically mined for gold from 1904 onwards. The lease was named Big Bell in 1913. The property became established as a major mining centre with the development of the Big Bell underground mine in 1936. Mining operations commenced in late 1937 and ceased in January 1955, after milling 5.56 million tonnes of ore and producing nearly 21 tonnes of gold. In 1969 Australian Consolidated Minerals Ltd (A.C.M.) acquired the deposit then explored it alone and in joint venture until the current joint venture agreement with a subsidiary of Placer Pacific Limited (PPL) was negotiated in 1984. Following exploration and evaluation of near surface mineralisation, and a reassessment of the remnant pillars underground, the concept of a large open pit in conjunction with an underground mine evolved. The feasibility study was completed in October 1987, and the decision to go ahead was formally announced on 2nd December 1987. Placer Dome Technical Services Ltd were contracted to be the Project Managers, commencing construction on site early in January 1988 and handing the plant over to the operators 13 months later. The capital cost of the project at handover was estimated to be $133 million. The operating team commenced pre-production stripping of the open pit on 1st May 1988. By 31st January 1989 almost 16.0 million tonnes had been stripped and 350,000 tonnes of ore stockpiled.

Jan 1, 1989

Detailed investigation was carried out on the dephosphorization of a number of phosphorus-rich manganese or samples of India by leaching with dilute sulphuric acid. Various process parameters like concentration of acid, liquid-solid ratio, temperature of leaching, time of leaching, and particle size of the ore were studied in detail for the three samples of manganese ore from central India, and optimum values were worked out on a laboratory scale. Preliminary studies show that certain ores which are not easily amemlible to appreciable dephosphorization by leaching with dilute sulphuric acid can be made amenable by :roasting to 700-900°C before leaching.

Jan 1, 1974

ALTHOUGH it has been a matter of about one hundred years since the idea of the internal-combustion engine entered the mind of the inventor, the practical application of its use was not attained till 1860, when Lenoir produced an engine similar to the ordinary highpressure steam engine, with the valves arranged to admit the explosive mixture and the discharge of the exhaust gases. In this case no attempt was made to compress the gas before ignition, as it was then considered that the explosion under these conditions had a detrimental effect, inasmuch as it would act as a sudden blow to the working parts. Indeed, he went so far as to inject steam and water sprays to reduce the explosion.Under these conditions the consumption of gas was exceedingly high-about 106 cub. ft. of coal gas per b.h.p. per hour but the mechanical effect showed that the engine ran in every respect as smoothly and quietly as in best steam-engine practice.The extravagant consumption of this engine was clearly pointed out at the time by Gustav Schmidt in a paper before the German Society of Engineers, wherein he states :-" The results would be far more favourable if compression pumps, worked from the engine, compressed the cold air and cold gas to three atmospheres before entrance into the cylinder. By this means a greater expansion and transformation of heat is possible."

Jan 1, 1912

By Nicol S. K, Firth B. A

Much effort over the years has been put into the task of devising parameters which adequately assess the metallurgical efficiency of mineral processmg operations. One of the most celebrated of these methods is the so-called "release analysis" method of Dell (1953) which tackles the problem in terms of an ideal separation based on sequential retreatment of the products and tails of a given separation process. Other methods have also been proposed by Jowett (1969) and by Holland-Batt (1971 ). While these procedures are appropriate to multi-component mineralogical separations, they perhaps do not lend themselves to the much more simple two-component systems encountered in coal preparation. However Dell (1962) has suggested the use of the term "specific profit" in coal preparation in order to assess the conditions that give maximum economic gain. Specific profit is derived from data relating washability data with equipment performance and operating costs. The procedure for using this criterion for comparative purposes is therefore somewhat cumbersome as is illustrated by its lack of widespread acceptance in the coal preparation literature.In contrast, an efficiency index, E, which is both simple and meaningful from the utilitarian standpoint, has been proposed by Tsiperovich and Evtushenko (1959a). This index is defined by the relation, E = Yield X Tailings ash/Product ash (1) A cursory examination of this parameter shows that it increases when yield and tailings ash increase and also when product ash decreases; all of which are desirable circumstances in coal cleaning operations.Further, it will be shown that slight variations in operation are amplified by this function which makes comparisons simple and direct.While the use of this index is quite extensive in the Soviet coal preparation literature for some reason it has not received wide usag~ elsewhere.

Jan 1, 1978

By Arthur A. F, MacKenzie I. H

Copper in zinc/lead sinter charged to the Imperial Smelting Furnace operated by Sulphide Corporation Pty Limited at Cockle Creek, New South Wales, concentrates in a complex lead dross which forms as the bullion is cooled to around 400°C. The 0.35 mm portion of this dross, containing approximatelY 67 per cent of the total copper, is treated via a hydrometallurgical route to produce 5000 tonne/yr of CuSO4 5H2O crystal.Around 3000 tonne/yr of copper-lead dross containing 49 per cent copper is leached at 55°C in continuous leach reactors with ammoniacal ammonium carbonate leach liquors to convert copper to soluble copper amine complexes. Leach ettlciencies of 80-85 per cent are obtained. Leach residues are repulped with ammoniacal liquid diluents from the plant and heated in a four stage steam distillation unit to reduce ammonia levels to between 0.5 and 1.0 g/Iitre. The resultant slurry is directed to an effluent treatment plant for final treatment, and separation and return of solids to the sinter plant.Copper is extracted from leach liquor by solvent extraction techniques based on the use of L1X 54 diluted 3:1 with Shellsol 2046 to give a nominal copper loading of 30 g/litre. The loaded organic is contacted with a sulfuric acid solution of pH 5 to remove the bulk of ammonia and zinc, then stripped at 55°C with a 60 g/Iitre H2SO4 95 g/Iitre copper solution to yield a 15 g/Iitre H2SO4 125 g/Iitre copper solution.This liquor is fed to an adiabatic vacuum crvstalliser operating at 35°C and 5 kPa vacuum where crystals of CuSO4 5H2O are formed. Crystals are separated from mother liquor and washed in a two stage pusher centrifuge, then dried in a hot air rotary drier. The crystal product obtained is of a high chemical purity and readily conforms to both Australian and overseas standards.

Jan 1, 1983

By D Hope, D K. Mukhopadhyay, J D. Harvey

South32 (S32), a globally diversified mining and metals company, is listed on securities exchanges around the world (ASX, JSE, LSE), with its primary listing being on the Australian Securities Exchange (ASX). Chapter 5 of the ASX Listing Rules (Australian Securities Exchange (ASX), 2019b) requires a mining entity to provide a summary of governance arrangements and internal controls with respect to its estimation processes, estimates and reporting of Mineral Resources and Ore Reserves annually. As a global company, it is also important to design and implement all governance processes and internal controls which can be used consistently across the organisation. The three lines model (previously known as the ‘three lines of defense’ model) is employed across South32 to manage risk where the first line (Practitioners) designs, implements and executes processes and controls to manage risk; the second line (Stewardship) identifies material gaps and improvement opportunities in the first line by monitoring conformance with the group requirements, legislative and regulatory obligations. Second line also assists with the development and improvement of core fundamentals based on industry good practise. The third line (Group Assurance) provides independent and objective assurance over the Group’s system of risk management and control. The estimation of resources and reserves for most of the operations within South32 is managed by the Planning function. The estimation process is part of the annual Life of Operation Plan (LoOP). The LoOP identifies and assesses the strategic alternatives for the development of an operation and recommends the preferred pathway based on value and risk. The LoOP starts with opportunity framing and the updated resources as an input and ends with the short-term plan and annual budget (the outputs). Ore Reserves estimates are one of the outputs from the LoOP. All the inputs and outputs follow internal standards and procedures which includes peer review and performance reconciliation. Stewardship (Second line) which is a centralised function has standards in place to ensure compliance to internal controls and external regulatory requirements. This includes assessment of the competence of Competent Persons, technical reviews, independent audits and training in the relevant chapters of the ASX Listing Rules, Guidance Notes and Appendices. Group Assurance (Third line) which reports to the Risk and Audit Committee of the Board of Directors ensures the design and operating effectiveness of the processes, standards and procedures associated with the estimation and reporting of resources and reserves. While the level of scrutiny has a different intent for each line in the three lines model, the overall purpose is to achieve a consistent outcome across the organisation

May 24, 2023

The disasters between 1920 and 1979 in coal mines in Queensland and New South Wales due to underground fire, gas or coal dust explosion or to gas or coal outbursts, have been assessed. The evidence relating to disasters caused by gas explosion points strongly to divergence from safe mining practice as the main cause. There is a need for greater training and education of personnel, closer analysis of gas reports, better monitoring and testing procedures, improved ventilation standards and a policy where safe working practice is actively encouraged. Conditions in the New South Wales occurrences of gas explosion were similar to those at Collinsville, Queensland in that dykes, igneous sills, burnt out coal and faulting were common to all. Information on outbursts indicates that contributing factors were intrusions, depth of cover, fault zones and other geological disturbances, methods of work, pressure and type of gas.

Jan 1, 1982

Development and Validation of Ore Characterisation Test and its Use in Variability Campaigns of Comminution Circuits Impact testing was developed by assessing the fragmentation characteristics of ore samples after controlled impact. Standard methods are, however, limited to relatively large and coarse samples, which thus precludes their use in early stages of projects, as well as where only drill cores are available. The method described in this paper is based on the same concepts of controlled ore breakage, but using relatively smaller samples. It is particularly useful in assessing the variability of ore characteristics in early stages of greenfield projects, as well as in predicting the performance of existing grinding circuits. A validation program was carried out in which a good adherence to the original test results was obtained. The results were used for (a) simulation of a copper comminution circuit as a function of the ore characteristics, and (b) evaluation of sampling protocols used for assessing fragmentation characteristics.

Sep 13, 2010

By R Cunningham

The E26 Lift 1 North Project took 37 months from the approval on 1st January 2019 to the commencement of production on 1st March 2022. This was five months ahead of the feasibility plan. When compared to the previous E48 Block Cave construction 12 years prior, which was of a similar size and design with ten extraction drives, crusher and conveyors, the E26 Lift 1 North project has been delivered at 29 per cent less capital cost. Key metrics achieved by the project include 12.7 km of development, 240 km of production drilling for drawbells and undercut blasting, 107 drawbells fired ready for production as well as only three Lost Time Injuries compared to 16 during E48 construction. The Lift 1 North Project Team has established a significant point of difference with the delivery being completed by the ‘Owners Team Model’ not Lump Sum or Turn-key. E26 Lift 1 North is now supplying the Northparkes processing plant for the next eight years. This paper discusses major milestones achieved throughout the process, modifications to processes from previous block cave construction at Northparkes as well as novel approaches to work to achieve the successful delivery of the project.

Mar 29, 2023

This evening I would like to speak about men for the mineral industry.It is trite to say that the mining industry is expanding rapidly and that technically trained men are in short supply. How short is difficult to assess and impossible to quantify.The industry has been traditionally managed by technically trained men experienced in the ways of their fellow men. Let us start with the assumption that men with this training and experience are essential to management of mining and metallurgical enterprises.I suggest that we do this as it avoids argument with those who are beginning to suggest that such men are not so important as they used to be; who are suggesting that the latest sophisticated business management schools can produce managers who can straight out of school join the upper echelons of an organization and successfully manage it by the use of modern systems and techniques without the need to rub shoulders with men of all callings and get their hands dirty in the process.This kind of thinking brings to mind the modern cargo ship which is equipped with all the latest gadgets of science. It can find its way from Sydney to Auckland with no one in the engine room and the man on the bridge spending most of his time writing to his wife or reading the latest novel.How often do we read of this ship being tied up in Sydney because the crew sympathizes with the cook who has been slighted by some uncomplimentary remark about his toheroa soup? Here is a pieceof sophisticated machinery stopped through no technical fault, but held up by the whim of man. The understanding of man by man can spell the success or failure of any endeavour. A single man can leadan organization to the pinnacles of success, or doom it to utter failure in spite of modern systems and techniques.So let us start from the point that people matter.Through the years our Institute has been fortunate in having many members who have felt strongly...

Jan 1, 1970

As a minerals company, obtaining the appropriate consents under the Resource Management Act 1991 and getting permits granted for exploring, prospecting and mining under the Crown Minerals Act 1991, is necessary for actively exploring and mining in New Zealand. But the essential mix of ingredients for a viable and healthy Industry go way beyond this.   In the short term, an individual company seeking to operate on or within the Crown minerals estate of New Zealand must chart a course through the requirements raised by new cornerstone legislation, the Resource Management Act, the Crown Minerals Act and, the Conservation Act 1978 (where the minerals sought coincide with this estate).   However, this paper suggests that in the longer term for individual operators within the Industry and for the Industry at large to remain viable and sustainable and for New Zealanders to continue to enjoy its benefits, much more is required. Not least of which is a better balancing of competing uses and attitudes, which will require an opening of minds, a change in mindset, topped off with those two most essential of ingredients advocacy and leadership.   New Zealand has undergone massive restructuring in the last 15 years. Is it complete? Have each of its fronts evolved to the end point which was envisaged by the designers of the regime? What are the advantages? What is left to be done? What are the impediments from an incomplete transition which are left to either dog the Industry or remain as a challenge to be removed to ensure the Industry's smooth sailing into a prosperous and environmentally clean and friendly future? A future wherein an educated and understanding public welcome and are proud of the Minerals Industry to whom they owe the standard of living which they enjoy.   This presentation will examine the role of the New Zealand Minerals Industry Association (NZMIA) in paving the way for an optimum operating environment in which to couch a healthy industry into the future.

Jan 1, 1997

By Lumley G, Rowlands D

The overburden slusher (OS) is proposed as a stripping tool that is expected to find application in overburden stripping operations including open cut coal and oil shale mines. OS is expected to combat the effects of increasing depth on the productivity of conventional dragline stripping.Although previously developed stripping techniques have included the use of drag scrapers the OS is sufficiently different as to constitute a new stripping method.A study undertaken at the University of Queensland during 1985 is believed to be the first major study on the use of the OS and preliminary economic results are very encouraging. It appears that the OS has the capacity to remove overburden at a cheaper unit cost than the equivalent powered dragline stripping machine at any comparable depth of overburden. The OS is not adversely affected by increasing stripping depth to the same extent as a dragline. In addition, the action of the OS machine allows for the lowering of spoil face angles, thereby reducing spoil slope stability problems encountered in deep open cut strip mines.

Jan 1, 1986

The areas of concern lay in the processing of, and the subsequent hearing into, Waihi Gold's resource consent applications to extend Martha Mine. The proposed amendments to the Resource Management Act 1991 might see the introduction of contestability in the processing of applications - which would have assisted Waihi Gold; and the use of commissioners to hear the applications, with a right of appeal to the Environment Court on points of law only. It is also proposed to have major applications heard directly by the Environment Court. If Waihi Gold's applications had been heard at first instance by the Court, the delays in time and associated costs would have been reduced. However a hearing by commissioners only would not have been satisfactory, there being no right of appeal against the conditions of consent, which if implemented as granted by the Councils would have had a significant impact on the costs associated with the extended project.

Jan 1, 1998

The labour question is one that has caused mine managers much thought and anxiety and is likely to continue to do so as long as human beings exist. The difficulty is to devise some arrangement whereby the interests of miner and mine ownerare identical. Mines cannot be worked without capital, and capital is no good without labour, yet, though both have the mine in common, their interests are not exactly the same. Some men are happy so long as they can scrape through by exerting themselves as little as possible, but capitalists do not work mines for charity, they want some return for their money.Where a large number of men are employed there are bound to be examples of all sorts, good and bad, and it is because one cannot depend on all, that different methods of employment have to be adopted. Which method is selected depends to a great extent on the labour market, local conditions, nature of the ore and the way in which it occurs.A big step towards success is obtained by securing the services of good bosses, not only those who know how work should be done, but men who have a knowledge of human nature. It is a big mistake to be too lenient with a man, also to be unnecessarily harsh. A good boss will always be sought out by good men who have worked under him before, or who have heard of him from others. By a good boss we do not mean one who employs two men where one would do, or who lets the men loaf...

Jan 1, 1901