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By Y. I. Rabinovich, S. C. Brown

In the Florida phosphate industry, fatty acid collectors are used to separate phosphate ore from silica during the rougher flotation stage. However, the presence of multivalent ions (in particular Ca++) in the processing water has been reported to result in the activation of silica with respect to oleate adsorption, rendering it floatable. Hence, adequate separation may not be achieved during the rougher flotation stage. In this study, the direct measurement of surface inter-action forces via atomic force microscopy was used to delineate possible mechanisms for calcium activation under phosphate flotation conditions at oleate/calcium concentrations both above and below the calcium dioleate precipitation limit.

Jan 1, 2004

By M. K. Eryadin, I. Yildirim, R. Asmatulu

Novel dewatering aids were tested on various coal samples from the U.S. and Canada in laboratory and pilot-scale filtration experiments. The reagents substantially improved the dewatering kinetics and reduced the cake moistures. The cake moistures were typically reduced from 20-30% by weight to 8-14% range in vacuum filtration. When the reagents were used in conjunction with a pressure filter, higher degrees of moisture reductions were achieved. In the present work, the novel dewatering aids were tested using different types of pilot-scale vacuum filters. The results were consistent with those obtained in laboratory experiments.

Jan 1, 2003

By F. Calizaya

The PT Freeport Indonesia‘s Deep Ore Zone(DOZ) copper deposit is located in the province of Irian-Jaya, Indonesia. Currently, a block cave mine is being developed around this deposit. Production is scheduled to start in year 2000 and to ramp up to25,000 tpd by year 2003. The air quantity requirement for this mine is equal to 780 m3/s. To supply this quantity, the mine will require five centrifugal fans (one 450 and four 750 kW fans). This study summarizes the technical aspects related to the installation and commissioning of one of these fans. The fan was installed on the surface in a parallel arrangement with two others. It has a design capacity of 240 m3/s of air at 2.2 kPa of static pressure. The study presents the installation details from the underground shaft excavation and portal development through fan testing and commissioning. It also presents the results of a monitoring system that was installed to determine the fan duties.

Jan 1, 2000

By H. Do

In flotation, hydrophobic particles are selectively collected by air bubbles, and the bubble-particle aggregates enter the froth phase. However, less hydrophobic particles drop off from the froth phase, while more hydrophobic particles are recovered. Thus, the froth phase provides an important cleaning mechanism. In the present communication, the froth-phase recovery process has been modeled by considering particle retention times and the carrying capacities of bubbles. The model predictions are compared with the experimental data reported by Seaman et al. (2006). The results show that the froth-phase recovery varies with particle size, particle hydrophobicity, and bubble coarsening.

Jan 1, 2008

The mining industry, like most other industries, has had a difficult couple of years. What are your thoughts on the industry?s direction in the next few years? I am bullish on our industry. There is no question in my mind that the quality of life we enjoy today is largely a result of our past successes in the minerals and mining sector. I am equally certain that the sustainability of that quality of life and the aspirations of the rest of the world to attain that same level of lifestyle will depend hugely on our future successes and will be the driver for our industry to continue to excel and prosper. Surely, there are going to be challenges along the way. These challenges are not only from the public, regulators and various governing bodies, but also from our industry?s own self regulating efforts. However, we have demonstrated throughout the past several decades that we have the capability to meet these challenges head on and come out ahead.

Jan 3, 2010

By C. J. Burkhalter, H. Andrade, T. C. A. Gardner, J. P. Campbell

During the 1990’s several copper heap leach facilities treating crushed and agglomerated oxide and sulfide ore were constructed in South America. The majority of these facilities have been in operation for at least three years, during which time the operators have been able to monitor the performance of the heaps. The basis for the paper is a compilation of these operators’ experiences, leading to a discussion of the lessons learned over the past decade. Several key geotechnical issues are examined, focusing upon the integrity of the ore, drainage material and pipe network, along with the success of any inter-lift liners.

Jan 1, 2002

By S. Dixon

The Phelps Dodge - PD/PERI Heap2D Model is a phenomenological stockpile leaching model that has been used to investigate the best operating practices for leaching chalcocite. The model was used to investigate the interrelationships of raffinate application rate, aeration rate, raffinate iron grade, acid cures, lift height, crush size, bulk density, air injection spacing and raffinate drip emitter spacing.

Jan 1, 2006

By L. A. Ruth

Vision 21 is a government/industry/academia cost-shared partnership to develop the technology basis for integrated energy plants that will, early in the 21stcentury, result in the deployment of ultra-clean plants that produce electricity and “opportunity” products. Vision 21 plants will use fossil fuel feed-stocks in combination with other domestic resources, e.g., biomass, municipal waste, and petroleum coke. Opportunity products could include transportation fuels, steam, high-value chemicals, synthesis gas, and hydrogen. Performance targets for Vision 21 plants, example plant configurations, and the key technologies that will be needed are described.

Jan 1, 2000

By William R. Yernberg

Most citizens take it for granted, but minerals produced in the mines of the western United States, including Colorado, are crucial to nation’s standard of living and quality of life, said Colorado’s Gov. Bill Owens in his welcoming remarks at the 106th National Western Mining Conference. The conference, which was organized by the Colorado Mining Association (CMA), was held Feb. 4-6, 2004, in Denver. Attendance was425, up substantially from last year’s meeting. The meeting included the CMA annual membership meeting as well as the CMA chairman’s and president’s reports. The meeting also included awards presentations in which companies were recognized for their efforts in pollution prevention, health and safety, and reclamation. The conference also included a tradeshow.

Jan 1, 2004

By F. G. Crack, R. V. Ramani, R. L. Frantz

Management for mine construction and development differs from that needed for routine mine production and maintenance. An integrated approach to managing mine development projects must consider contract documents; management organization of a project; the project manager's role and the field supervisor's responsibility; and the use of scientific techniques for planning, scheduling, executing, and controlling projects. Professional project management encompasses the following: • Preparing contract documents that establish technical and financial schedules, and detail the responsibility for the physical work commitment. • Developing a project's organizational structure, to clearly define the roles of the project manager and the field supervisors. • Establishing project management and field supervisor relationships, to avoid ambiguity in assigning responsibility and to ensure desired project progress. • Using management science techniques, particularly networking techniques such as the critical path method for planning scheduling, executing, and controlling projects. Project Versus Production Management Project management differs from routine production management in the following ways: • Uniqueness: A project is unique. Production operations tend to be repetitive. The magnitude of one-time capital expenditures for many facets of mine development warrant special skills and attention. These professional project development skills must already be available by prior experience in the management team. • Personnel: In projects, personnel are usually assigned on a specialty basis and frequently change with the project activity. On the other hand, production personnel work together, more or less permanently. • Management Structure: In a project there may be several staff-line relationships that are not clearly defined and change with changing project activities. In a production situation, the lines of communication and authority are usually well defined. • Time Frame: A difference between project and routine production management is that project activities have comparatively less well defined durations and often tend to be relatively short-term. Production usually has both long-term and short-term plans and well defined long-term and shor-term goals. In project management, formal, critical, short-term reviews are frequently required. In production management, five year plans can be formally adjusted quarterly and annually. Short-term weekly or daily reviews can be informal. • Response to Delays: Delays in a development project may occur without anyone being immediately aware of their existence or suspecting the magnitude of consequence. In contrast, any delays in the production process can be easily identified from prior results comparison. Additionally, the response is quick, usually in a set routine. This can be traced back to the management structure and personnel. • Control Techniques: Measurements of project progress for control are not easily made due to the variety of activities that are carried on at the same time by different work groups. The yard-sticks of performance measurement for individual activities, let alone for the total project, are not easily established. However, due to the difficulty in detecting project delays, a workable control system is vitally important to a project manager. To apply a scientific project control technique such as "management by exception" requires specific planning and monitoring from the project manager for each activity in the project. Production and productivity are quick and effective yard-sticks of measuring performance in a routine operation. Control techniques required in production management usually revolve around these measures. Construction Contracts The construction contract is an important document that establishes contract scope, technical and financial details of the work, and achievement deadlines. It may also serve as the contract document to pay for work done and to verify field progress with planned progress. In practice, it is a good idea to develop a job-specific contract. This whole area is replete with legal precedence and procedures, and it is not the intent here to deal with the intricacies of establishing a contract document. But it is necessary to have an understanding of major contract types. Construction contracts are extremely important legal documents. They may vary in work specifications and enforcement of the provisions. Due to their nature, they must be composed with legal help and will take some time to compile. Even with all the precautions and provisions, it is not uncommon to find owner and contractor disagreeing. Therefore, it is important to include a way to resolve any difference quickly and to incorporate aspects of the contract as part of an overall management control tool for efficient project management.

Jan 7, 1982

By M. E. Ryan, C. L. Hoebbel, E. J. Haas

DISCLAIMER The findings and conclusions in this paper are those of the authors and do not necessarily represent the official position of the National Institute for Occupational Safety and Health, Centers for Disease Control and Prevention. Mention of any company or product does not imply endorsement does not constitute endorsement by NIOSH. ABSTRACT It has been suggested that effective disaster prevention and response in mining requires that elements of emergency management be incorporated into everyday operations, planning, and decision-making, much in the same way that the industry approaches routine risk management. Since Congress passed the MINER Act in 2006, the newly mandated structural and technological advancements in mine emergency response preparation have been made and are apparent, but measureable improvement in mineworker emergency preparedness is difficult to ascertain. To begin exploring whether measurable indicators of mine workforce preparedness can or should be addressed within a risk management framework, NIOSH researchers examined the datasets from two separate research efforts—one which measured the organizational safety climate and self-reported safety performance, and the other which measured individuals’ perceptions of their own self-escape competency. INTRODUCTION In response to the mine disasters in 2006, the United States Congress passed the Mine Improvement and New Emergency Response Act (MINER Act), which strengthened existing regulations [30 CFR, Part 48] and introduced new provisions to improve mine emergency response. Since that time, new technological and structural features, such as mandated redundant communication systems, personnel tracking systems, and lifelines in primary and secondary escapeways, have been installed in underground coal mines across the country. Additionally, mine operators are required to develop emergency response plans, provide adequate supplies of breathable air throughout the mine, provide more frequent and realistic expectations training, and are required to immediately notify the Mine Safety and Health Administration (MSHA) in the event of an accident. While the structural and technological advancements in emergency preparedness are readily observable and easily measured, levels of individual mineworker preparedness remain difficult to assess. There is a general consensus that deficiencies in competence in the non-routine tasks required for individual miners to effectively respond to a mine emergency likely remain (e.g., National Research Council [NRC], 2013), and NIOSH research continues address this concern (Haas, et al., 2015; Hoebbel et al., 2018). To maximize an operation’s capacity to effectively prevent disasters and/or respond to emergency events, it has been suggested that individual and emergency management efforts be incorporated into everyday operations, planning, and decision-making in much the same way organizations manage routine risks to health and safety (Haddow et al., 2017). To the authors’ knowledge, the mindful intersection of routine risk management policies and practices and emergency prevention and response readiness have yet to be empirically studied within the mining industry.

Jan 1, 2019

By David R. Gossett

For the 22nd year, the chance to exchange knowledge, experience and business cards drew hundreds of mining and phosphate professionals for a two-day regional Phosphate Conference in Lakeland, Florida Nearly 400 people participated in the October conference, which focused on the phosphate industry?s future success. There were 41 exhibitors, 13 program advertisers and 23 sponsors among those supporting the conference. It was chaired by David Gossett, 2006-2007 SME Florida Section Chairman. In the opening panel session that he chaired, John Garlanger (SME) of Ardaman and Associates posed the questions; ?How successful has the industry been? How do we measure it and what factors contributed to the industry?s success? How long will the ethanol boom last? Can the industry obtain the permits it needs to mine for the next 30 years? Can the industry attract and retain the quality of workers it needs??

Jan 1, 2008

By R. Mier

The metals and minerals mining industry has evolved dramatically from the earliest objects ever made out of native copper circa 9,000 BC to the modern developments we see today. To better appreciate past developments and to get a sense of where the industry is heading, a brief overview of mayor industry highlights over the last 100 years will be presented, followed by a discussion on potential global scenarios and by a review on mayor industry trends.

Feb 27, 2013

By Daryl E. Radcliffe, Raymond M. Stateham

The Bureau of Mines, under a Cooperative Agreement with the Bear Coal Company, Somerset, Colorado, conducted a large scale evaluation of the effect of time lapse on roof stability. Time lapse in this study is the interval between exposure and permanent support of the mine roof. The study indicates that time lapse is not a critical factor in roof stability provided permanent support is installed before catastrophic failure begins. Concurrently with the time lapse study, investigations were made of stress distribution around resin-grouted bolts, the regional stress field, and anomalous geologic conditions. The behavior of the resin-grouted bolts, at least in the Bear mine, appears to fit the Coulomb-Navier Theory. Geologic conditions are primary factors in trends of roof stability that extend across the mine.

Jan 1, 1982

By Z. Yu

Low-rank/oxidized coals respond poorly to oil agglomeration. Emulsification of kerosene in the presence of surfactants dramatically reduces the size of the kerosene droplets. While this dramatically reduces the amount of oil that is required for efficient agglomeration (down to 0.25-0.5%), more importantly, the surfactants entirely change the electrokinetic properties of the oil droplets and thus the interaction between oil droplets and coal particles. Consequently, kerosene cationic emulsions can efficiently agglomerate oxidized coal particles. The agglomerates obtained in such a process can still be recovered by screening. Surfactants can affect fine coal filtration very profoundly when used to emulsify the oil which is utilized to agglomerate coal prior to its filtration. This sequence is much more logical than the use of flocculants - highly hydrophilic polymers - as filtration additives to aid dewatering of flotation concentrates. Although such polymers flocculate coal particles, they also render coal surfaces hydrophilic and make reduction of the cake moisture content difficult.

Jan 1, 2000

By R. L. Virta

Common clay is a natural, fine-grained material composed of hydrous aluminum silicates. Shale is a laminated sedimentary rock that is formed by the consolidation of clay, mud or silt. Production About 150 companies produced common clay and shale in 41 states. In states not reporting production, common clay and shale probably was mined and sold for construction applications by companies not participating in the U.S. Geological Survey (USGS) canvass of producers. Domestic production in 2005 was estimated to be 24.8 Mt (27.3 million st) valued at $176 million. This was based on a preliminary survey of the common clay and shale industry. The leading producer states, in decreasing order by tonnage, were North Carolina, Texas, Alabama, Georgia and Ohio.

Jan 1, 2006

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

Jan 1, 1999

By K. R. Griffin

Atmospheric conditions underground are constantly changing and from a safety perspective, it is critical to identify when conditions are trending abnormally. Atmospheric monitoring in underground coal mines allows mine operators to analyze atmospheric conditions underground in real-time. Real-time monitoring can then be used to identify whether atmospheric conditions underground have become problematic. The implementation of a risk assessment and management process allows operators to then use a risk-informed decision making to identify comprehensive site specific ventilation parameters. Establishing risk-informed ventilation parameters and tracking conditions relative to these parameters, management can modify ventilation plans as mine conditions develop to manage evolving risks. Ventilation risk assessment and management allows developing atmospheric monitoring technologies to be fully utilized in order to increase safety standards in the United States. This paper reviews general risk assessment approaches, state of the art ventilation based risk assessment, and the risk assessment and management application within the United States regulatory framework.

Feb 27, 2013

By D. Noon

Mine production crews and drill-and-blast crews may be exposed to unexpected movement of ground when working under pit slopes. Without specialist geotechnical advice and appropriate measurement systems, mine crews are faced with conducting risk assessments and relying on subsequent controls that may or may not be adequate to ensure their safety. Mine crews need an ?early warning? monitoring system to give them the confidence that they will have time to walk out of the danger zone if the pit slope begins to move. Slope stability radar technology is used by mine geotechnical engineers to assess overall slope stability over an extended period, typically days or weeks, and to critically monitor slopes that are actively moving and may become unsafe. The complexity of slope stability radar allows for geotechnical engineers to assess movement types and movement rates across multiple work areas of a mine from long ranges, with alarm capability to a central location. However there are many mine work areas where production and drill-and blast crews are not adequately covered or alarmed by slope stability radar systems. What is required is an easy-to-use, short-range, fast-scanning tool that can be operated directly by a work crew and can provide a local alarm with sufficient warning when a wall movement occurs within the work area. The Work Area Monitor (WAM) concept has been developed specifically to be operated by a mine production crew. The system comprises a sensitive, fast-scanning radar coupled with a high-resolution camera, built into a mine-standard light vehicle. The system has been designed specifically for ease of use with the output being a local area alarm to warn workers of slope movement in their vicinity, as opposed to the broader pit monitoring and long-term deformation measurements of the known slope stability radar systems.

Jan 1, 2012

By Rusdian F. Kayadoe, Michael B. Hutahaean, Sandi A. Firmanulhaq

Deep Mill Level Zone (DMLZ) mine is located in Papua, Indonesia operated by PT Freeport Indonesia (PTFI) with approximately 1,500m below surface. The ore body extend 1230m width from northwest to southeast by 300–400m length east-west. The mine currently produces at full production of 80,000 tons per day until 2041. Part of the extension of current active production block and mitigation sits 225 m above the production block 1 (PB1) and 2 (PB2A and PB2B) which located in 2590L, named production block#4 (PB4W and PB4E). As the mining continues at PB1N, PB2A, and PB2B, the cave growth vertically and laterally to south perimeter of the footprint affecting the integrity of PB4W/E footprint. Currently, PB1N and PB2N are in active production whilst PB4E development continues from South against PB1N cave, as can be seen in Figure 1. A slight overlapping between PB1E and PB4E intentionally to promote cave connections between the two caves. Despite low stress model in the PB4E near existing caves, the PB4E cave propagation expected by the large strain and will be propagating in tension failure to the PB1E cave. Hence, designing the drill drives edge and first drawbell location as close as possible to the PB1E cave is necessary to guarantee cave connection. Since PB4 footprint development commenced in December 2021, there have been a substantial cave propagation observed from existing downhole monitoring. As the PB4 footprint designed perpendicular to existing DMLZ PB1 cave, adjustment of the development edge design is necessary to reflect the progression the loosening zone propagation to the South. Final life of mine design for extraction, undercut and ventilation level were decided in October 2023 considering latest update cave (fractured/ yielded) boundary. Numerical model of potential rock mass damage also aids the decision to locate the drift edge design. Predicting the cave progression impact is critical to both production at the existing active blocks and development of the new area. The use of cave shape data from year 2021–2023 gives an insight of the cave shape estimation at the end of 2024 when the undercut drift will be developed. This paper presents actual cave growth of active production blocks and its relative vertical progression impact as the result of drawing in order to plan for acceptable rate and provide mitigation once the minimum acceptable rock mass condition and minimum pillar threshold achieved.

Feb 1, 2025