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By N. B. Prenn

Case Studies in Open Pit Design Using Whittle 4D will be discussing the following four examples: 1) Optimization of process plant design using Whittle 4D as a sizing tool. In this case, the home office and project team had different views of the size of the final project. The home office wanted to reduce the size of the project to reduce capital expenditure, while the project team suggested a larger project. Whittle 4D was used to determine Net Present Value and Internal Rate of Return using the Whittle scheduler (FDAN) to schedule many alternatives, and calculate the NPV and return for each alternative. 2) Comparison of pit optimization methods: Lerchs-Grossman vs floating cone. Many pits are developed based on floating cone economics. A comparison of methods in one large gold mine resulted in the stripping ratio of the pit being reduced by 10% in the Whittle 4D optimization as compared to the floating cone optimization. 3) Pit optimization to determine if a new mill is justified. A large heap leach gold and silver mine needed to determine if a new mill was justified. The planning and scheduling would take several man months if completed without pit optimization and scheduling software. Whittle 4D software proved to be very effective in providing optimized pits and a mine schedule in a short time frame. 4) Pit optimization to determine how to mine and size. Open pit optimization determined where the underground operation should start, and whether the material should be processed by milling or heap leaching. One of our clients asked for help in determining where the pit should end and a new underground operation start. We used Whittle 4D to help determine where the pit should end and where to go underground. In addition the operation needed to determine how to process the material.

Jan 1, 1996

By R. C. Keaney

The metals industry is in complete chaos with mines being shut down, profits becoming non-existent, and continual losses to imports from other countries. Yet the raw material supplier to the glass industry has many opportunities to grow and to produce profits. Fortunately, the cost of most glass raw materials are low enough that competition from imports is not anywhere as critical as it is in the metal industries, such as copper, aluminum, lead, and others. But the glass raw material supplier must develop new products, both chemically and physically, to effectively compete in the future. The purpose of this paper is to point out generally where these opportunities exist and to suggest how they may be further developed. As the glass industry looks for energy saving materials, they look once again towards finer materials. A glass furnace is now approximately 40% efficient. Glass engineers are constantly striving for energy savings and it is well known that finer materials melt easier so that the manufacturer can operate his furnace either at lower temperatures for the same production or he can produce more material at the same temperature. The old 20 mesh sand specification is no longer sacred and as the mesh size for sand changes so do the specifications for all other raw materials used in the melting process. Highly instrumented glass furnaces can now measure quite accurately the energy needs to produce glass and can also measure the energy loss in each furnace. Glass technologists desire today a sand with a top size of 40 mesh while some would like to have the top at 60 mesh. This becomes more difficult to accomplish as a raw material supplier without .grinding. As you well know, grinding develops fines. Yet the same technologists will tell us that we can have nothing passing a 140 mesh screen. Therefore, we must develop processes which allows us to produce a finer screen size without increasing the amount of fines passing through the 140 mesh screen. To counteract this, different and changing industries are now demanding much finer products so possibly there will be markets for the fines which are currently separated out of the products. Methods that are practical and low cost must be found to develop different products with different screen specifications. What works for sand can be carried over to the other raw materials used in melting. Among the answers to finer products, of course, are pellets. Aglomeration or pelletizing has been looked at in the past and will be looked at in the future. Considerable work has been done in the glass container industry on this and must be carried out more extensively. By using aglomerated material or pellets, the glass producer will gain the benefits of melting fine materials without suffering from handling or dust problems. Pelletizing, particularly where using basic glass melting materials such as burned lime or sodium silicate, will not only produce a good pellets but will add desirable minerals to the glass batch.

Jan 1, 1986

By Roscoe W. Stensrud

The Marcona Corporation was established in 1965 to consolidate the ownership and management of the Marcona group operations. This company, with headquarters in San Francisco, has the following principal operating subsidiaries: Marcona Mining Company, formed in 1953, conducts iron ore mining, beneficiation and pelletizing operations in Peru. Cia. San Juan S.A., Panama, which contracts for sale and delivery of iron ore from the Marcona operation in Peru and from Mount Goldsworthy in Western Australia. Sari Juan Carriers, Ltd., a subsidiary of Cia. San Juan which owns and charters vessels for the bulk ocean transportation of iron ore, petroleum products, coking coal, slurry, salt and other commodities.

Jan 1, 1968

By P. M. Krishna

An example illustrates the use of ASTM Standard E901-82, Classification System for Uranium Resources. The example demonstrates the dynamic nature of the process of classification and attests to the necessity of addressing both the aggregate needs of broad-scale resource planning and the specific needs of individual property evaluation. Problems that ,remain in fixing the classification of a given uranium resource include the uncertainty in estimating the quantity of undiscovered resources and resolving the differences that may exist in deciding when the drill-hole spacing is adequate to determine the tonnage and grade of discovered resources.

Jan 1, 1983

"There’s no fast way to add more than four miles of track, most of it underground, to the Sound Transit Link Light Rail system in the Seattle area. But increasingly busy traffic through a number of neighborhoods made it necessary. That’s the challenge a joint venture of several tunneling contractors faced when starting its portion of the $1.9 billion Northgate Link Extension in 2013, and the project is still keeping them busy three years later. Completion will mean just a 14-minute ride from Northgate to downtown for an extra 60,000 passengers by 2030. The transit lines will join 58 km (36 miles) of new and under-construction light rail lines running north, east and south from Seattle.Voters, tired of long commute times, approved the project, a key part of Seattle’s regional mass transit system, in 2008. The extension is part of a plan adopted by the Sound Transit board in 1996 to connect the region’s major activity centers. The Northgate project is meant to relieve one of the area’s most congested traffic areas by connecting the Northgate, Roosevelt and University District neighborhoods to existing routes including downtown Seattle and SeaTac airport.Sound Transit dedicated more than a quarter of the project’s estimated expense — $440 million -— to general contractor JCM Northlink LLC to handle the tunnel segment. JCM is a joint venture formed in 2013 between Jay Dee Contractors of Livonia, MI, Frank Coluccio Construction of Seattle, WA and Michels Corp. of Brownsville, WI. The contractors regularly collaborate on large-scale projects and brought experience working on a different section of the extension they completed in 2013.JCM project leaders knew immediately that the schedule would be demanding. They had to work around the clock, six days a week to meet deadlines. The extension runs through highly populated areas, meaning contractors had to follow strict city noise restrictions between 10 p.m. and 7 a.m. Plus, supervisors needed to manage the scheduling of nearly 250 employees to keep work running smoothly.“We had eight different operations and four different subcontractors trying to work in one tunnel,” said Chris Wood, JCM site project superintendent. “It’s important that we keep work linear. That’s the biggest challenge: keeping a path in and out so you can pour concrete, keep electricians and carpenters going, and accomplish everything else.”"

Jan 6, 2018

By Hans W. Schreiber, Rudi P. Fronk

IINTRODUCTION Widespread activities in precious metal projects in the western U.S., Australia, Canada and other parts of the world have opened a flood-gate of consul- ting expertise to aid and accelerate the development process. Utilization of outside expertise has taken on many shapes and forms that have in some instances actually "decelerated" or "retarded" project progress. Small mines are especially vulnerable to apparent false-starts and misdirections, be- cause of their generally lower capital commitments, shorter lead times and limited mineral in-house expertise. Mine development for small mines requires fundamental approaches by knowledgeable consultants that are timely and cost-efficient and in line with accelerated development, if they are to be successful. The development process is obviously that process which brings a given deposit into production. Or, put another way, the process comprises all activities, decisions and commitments which take place from the moment an authorizing entity (usually a board of directors) com- mits to development and production (usually on the basis of a final feasibility study) until the first ton of ore is processed to a saleable product. The activities, decisions and commitments over a development period--such a period can range from as short as a year or less to as long as 5 years or more--are many, highly varied, and often interdependent. The development period is also particularly risky, not only because of the varied and interdependent decisions and commitments, but also because of capital demand amounts. Delays in the development process are thus particularly costly - sometimes so costly that small and often undercapitalized mining companies, failing to reach production and a cash flow within a planned period, face, if not bankruptcy, at least severe equity dilution or particularly onerous and restrictive covenants on additional loan financing. It therefor behooves especially small mining companies to examine ways to accelerate development. By doing so, the development process may actually meet planned scheduling. The development process generally comprises environmental impact studies completion, final engineering, permit- ting, financing, equipment and machinery procurement, contractor selection and construction -- such activities largely being overlapping. The paper addresses what the small mines operator or the small mining company can do with consulting firms to accelerate development. By "small mines" is meant open pit operations of 2000 tpd or less and underground operations of 500 tpd or less. By "consulting firms" is meant entities who do not possess an engineering and construction capability, such as Derry Michener Booth & Wahl, Pincock Allen & Holt, Behre Dolbear-Riverside, etc. The paper concentrates on gold projects. PRIORITY CONSIDERATIONS Of the items listed in the previous paragraph which comprise the development process, the two which most consistently appear to cause delays are permitting and financing. The former's delays can be due to political overtones and thus the delays may not be reasonably foreseeable. The latter's delays are most often due to inadequate preparation, and thus are avoidable. For the reason stated above, and considering that financing is fundamental to all of the activities which constitute the development process, the paper focuses on financing as the priority item which can most assist in accelerating or retarding the development process.

Jan 1, 1987

By M. T. Ityokumbul

Concentrate flowrates have been measured for the flotation of -100 mesh Lower Kittaning coal in a computer controlled 0.076 m x 3.5 m pilot flotation column. The variables studied were recovery zone height), air flow rate, and solid feed concentration. The size distribution of concentrate and tailings samples were determined. The results obtained show that the concentrate flow rate was independent of collection zone height, but dependent on the gas flow rate, solid loading and particle size. New correlations for column carrying capacity and yield are provided as a function of these fundamental operational parameters.

Jan 1, 1997

By John A. Sievert

Sedimentary deposits contain an appreciable portion of the world's supply of uranium. Predictions of nuclear fuel usage in the United States indicate that these reserves will have to be tapped if the domestic industry is to be the major supplier of fuels for the nuclear reactors. Techniques developed within the petroleum industry are a base on which to build economically attractive fluid mining processes for the recovery of these uranium values. The problems central to the success of such mining processes are the containment, control, and recovery of a narrow band of pregnant leach solution as it progresses from the point of injection to the point of production Given sufficient incentive, suitable solutions to these problems can be found

Jan 1, 1970

By J. A. Madonna

Independent prospectors and small to large-scale exploration company personnel have requested, and are in need of, guidance in geochemical field sample collection methods which will provide the most reliable results during chemical analysis. In cooperation with analytical laboratories, experienced geochemical exploration scientists and mining companies a systematic collection procedure has been developed. The procedure consists of collecting uncontaminated, water, sediment and rock chip samples of the appropriate quantity and/or dimensions to meet the needs of analysis.

Jan 1, 1999

By William J. Shampine

The Floridan aquifer, which underlies all of Florida, yields water with a sulfate content of less than 50 parts per million in the north-western part and throughout most of the center of the State. In the southern part of Florida and along the most of the east coast, the sulfate concentration generally exceeds 100 parts per million and is as much as 1,700 parts per million. The sulfate concentration tends to be higher in the deeper zones of the aquifer. This map shows the sulfate concentration in the upper part of the aquifer. Sulfate is found in almost all natural water. Sulfate in rainwater is dissolved from impurities and gases in the atmosphere. Rankama and Sahama (1955, p. 314) report that the average sulfate content of rainwater is two parts per million; however, concentrations have been as high as 283 parts per million. Much of the sulfate in rainwater comes from hydrogen sulfide gas which is generated in shallow water on the continental shelves. The combustion of bituminous coal used for heating and industrial purposes seems to be an important local source of sulfate.

Jan 1, 1966

By L. Alan Weakly

The U.S. Department of Energy (DOE) has entered into a $l.5 million Cooperative Agreement with Alpine Equipment Corporation/Astro International Corporation ("Alpine") of State College, Pennsylvania, for the evaluation of water-jet-assisted (WJA) mechanical cutting of oil shale under actual mining conditions. A commercial-sized, heavy WJA mechanical miner is being assembled based upon the successful "factory testing" of a smaller prototype miner utilizing standard tungsten-carbide and Polycrystalline Diamond Composite (POC) bits in large oil shale boulders. Actual field testing of the machine will be conducted in an oil shale mine located in the Piceance Basin of Western Colorado. In-mine logistical support is being provided by several oil shale companies through the Colorado Mining Association (CMA) and the U.S. Bureau of Mines (USBM).

Jan 1, 1990

By B. F. Westfall

Throughout the 1960's and 1970's world trade grew rapidly, reaching a peak of USS1.8 trillion in 1980. Since then the world recession of the early 1980's shrunk trade to about US$1.6 trillion. The reduced cash flow to developing economies made it difficult to service their huge international debts, Nowadays lenders are reluctant to grant Third World countries additional credit. The shortage of export financing, plus trade barriers set up by developed countries, is further inhibiting international trade. Therefore, countries are turning to new and creative alternatives to financing imports of consumer as well as of investment goods. Non-cash transactions, including different forms of countertrade, are rapidly growing alternatives to traditional trade financing patterns. In 1983 about 30% of international trade, or close to US$600 bill ion, were presumably done by non-cash transactions, up from barely 2% in 1976. By year 2000, half the world trade is likely to be conducted on basis of barter. As of mid-1984 some 88 nations used countertrade regularly and Governments of at least 15 Latin American countries had arranged or mandated commercial countertrade.

Jan 1, 1986

By C. Ernst

The underground operation at Barrick?s Cortez Mine, located near Elko, NV, required the construction of a 12 foot diameter smooth-lined ventilation shaft. Barrick preferred to mechanically excavate from the ground surface without putting people in the excavation and considered blind drilling by Frontier-Kemper Constructors the best option. Design and construction challenges arose throughout both the excavation and lining stages. A large portion of the rock to be drilled was highly fractured. Important risks that were addressed included water loss into the formation, zones of squeezing ground, damage to drilling tools caused by blocky ground and fallout, and potential hazards during cast-in-place concrete lining. Detailed explanations of these challenges and the methods used to overcome them will be described.

Feb 23, 2014

By Robert J. Clarke

Reflections on over ten years experience handling bituminous coal from railroad cars to ground storage and lake vessels. The arrangement of the facilities is described but the basic theme of the discussion is the experience gained and lessons learned from facility operation. The Great Lakes provide the maritime environment for the economical transport of vast quantities of raw materials from their source in the Upper Lakes (the Mesabi Range, for instance) to Lower Lake Ports. Lake Erie, because of its proximity to the steel centers , blossomed with the great ports that now line its southern shore - Toledo, Sandusky, Lorain, Cleveland, Huron, Ashtabula, Conneaut and Erie.

Jan 1, 1981

By P. G. Corser

A gold and silver open-pit mine located in northwestern Chile contracted ACZ in 1991-92 to assess the stability of their spent ore pile and to determine the cause and magnitude of cyanide contamination associated with leaching operations. The mine is a conventional open-pit located at an elevation of approximately 4,800 meters (m.) (15,744 feet). A spent ore pile is located approximately 2,000 m. southwest of the mine and approximately 1,000 m. northeast of the active pad and plant facilities. The pile was constructed on a gentle northwest slope dipping 12 to 13 degrees. The pile is bordered by a small river to the northwest and by a larger river to the northeast. Both rivers eventually flow into Bolivia. Heap leaching and processing commenced at the mine in 1988. Since 1988, nearly 6.0 million tons of ore at an average grade of 1.96 grams/ton (0.07 ounces/ton) of gold and 52 grams/ton (1.83 ounces/ton) of silver have been treated by cyanide heap leach methods with zinc (Merrill Crowe) precipitation. In approximately three years of operation, the mine has yielded more than 225,000 ounces of gold and over 1.5 million ounces of silver. Currently ore is agglomerated and hauled to the leach pad by truck and is top loaded to produce a 5-meter lift height. Four contiguous reusable (on/off) leaching pads were constructed with an asphalt layer above a carefully compacted sub-base of High Density Polyethylene (HDPE) liner and screened fines. Leach solution of pH 10-11 containing 1.2 to 1.5 gram/liter of cyanide is applied to the heap at a rate of 10 liter/hour/square meter for a total active application period of 30 days. Leached (spent) ore is transferred to the spent ore pile located approximately 1,000 meters to the northeast. The pile currently contains approximately 6 million tons of spent ore. The pile liner, which has been constructed over a prepared sub-grade consists of three geosynthetic layers (geotextile/flexible membrane liner/geotextile). Long term objectives include washing the pile to recover an additional 3 to 4 percent gold and silver.

Jan 1, 1993

By Douglas B. Silver

Study Parameters (Status as of February 1993) Time Period: 1989 -1991 151 North American Public Metal Mining Companies Fiscal not calendar year basis 85+% of Canadian and U.S. Metal Production Au, Ag, Cu, Pb, Zn, Mo, Ni, W Results are Preliminary and Research Continues Chicken Little is Alive and Well

Jan 1, 1993

By B. K. Parekh

Sludge obtained during production of magnesium (Mg) metal from electrolyzing of molten MgCl2 contains entrapped magnesium particles. The sludge material containing the magnesium particles is a friable, continuous matrix of frozen salt mixture which may also contain some oxides and impurities. A dry process was developed for recovery of magnesium metal from the sludge, utilizing minerals beneficiation unit operations. The steps included selective comminution, screening, attritioning and tabling. Recovery of the high grade (+90 percent) metal was in the 70 percent range. The process is being commercially used in the U.S. The novel process was also successfully applied to a magnesium-alloy for recovery of metal from the sludges.

Jan 1, 1995

By John S. Cummings

In this paper the phrase "exploration for blind metal deposits" refers to exploration activities geared to the discovery of metal deposits which cannot be located by visual surface inspection. The word "system" refers to all of the components (people, money, corporations, techniques, etc.) which collectively result in an exploration process. The details of the system or systems which I have employed in exploration will not be discussed because of client relationships. However, some of the more severe problems in exploration result from how the system's components interact and our attitudes as to what exploration data is telling us, if anything. It is these items which will be discussed. Exploration for blind metal deposits, which has been relatively intense over the last 2S years compared to rather minor outlays prior to World War II has often been an uncoordinated assortment of various specialists employing various techniques (see Dickerson -1). In a program geared to the location of blind deposits, the lack of outcropping deposits or occurrences should not be a deterrent to a well conceived and well planned program. The severe cyclical swings in exploration activity, although often coinciding with depressed metal prices, by and large result from the failure of exploration operators to present a coherent and realistic program to management. It is my opinion that the stream of complaints criticizing management for cyclical exploration support are mostly unwarranted, as many of the programs and goals are ill defined. Although depressed market conditions may serve as the catalyst for exploration cuts, the underlying cause is that when the "chips are down", the non-directional, non-specific nature of many programs is revealed. Thus management should not be castigated for eliminating such programs during bad times, but rather they should be castigated for supporting them during boom periods.

Jan 1, 1978

By Simon Hille, Rein Raudsepp

Since 1991, the Porgera Joint Venture has processed refractory sulphide flotation concentrate by pressure oxidation with subse­quent gold recovery from the washed residue, by a conventional leach/carbon-in-pulp (CIP) circuit. The capacity of the plant has been progressively increased in five stages of development. In December 1995, a third oxygen plant was commissioned, raising the total oxygen production to 750 t/d and thus allowing for an increase in the oxidation capacity of the four autoclaves. The daily sulphur oxidation rate in 1995 was 192 t/d with 99.5% oxidation, as compared to 293 t/d in 1996 with 99.0% oxidation. This paper details the performance of the pressure oxidation circuit through 1995 and 1996, and compares measured plant parameters with the original Sherritt (now Dynatec) process design criteria.

Jan 1, 1998

By Howard N. Egan

EASTERN COAL CORPORATION is located in the heart of the Appalachian Mountain area of extreme Eastern Kentucky, The mountains are of sedimentary origin, and have been deeply eroded by streams as the area has been thrust up during geologic time. There are many seams of coal interspersed between beds of shale and sandstone. While some of the seams are thin, there are a number that can be economically mined. We are mining the Pond Creek, or No. 2 Gas Seam, at a rate in excess of 6,000 tons per day. Our central preparation plant utilizes tromp baths for the plus 3/8" size and Rheolaveur for the minus 3/8" portion. No provision was made to recover the fine coal, which was included with the plant effluent pumped to a 12 acre refuse pond. The pond is impounded behind the coarse refuse dump. This pond rose 15 feet last year. Obviously, no pond could stand many years at this rate. Limited pond space in this rugged area of steep hills and narrow valleys dictated a revised disposal method. Our first thought was that it would be necessary to dry the fine refuse sufficiently to permit inclusion with the coarse refuse, which is hauled uphill by monitor and then trucked to final disposal.

Jan 1, 1967