Search Documents

By Wei Sun, Ruolin Wang, Wenjuan Sun, Junhao Fu, Haisheng Han, Zhao Wei

Pb–benzohydroxamic acid (BHA) (lead complexes of benzohydroxamic acid) exhibits high selectivity but low collecting efficiency in scheelite flotation. This paper reports the manner in which BHA and sodium dodecyl sulfate (SDS) were employed as ligands to coordinate with the lead ions to obtain a colloidal lead-group multiple ligand complex, i.e., the Pb–BHA–SDS, for improving the collecting efficiency of Pb–BHA. The flotation mechanism of Pb–BHA–SDS with respect to scheelite was investigated from the viewpoint of interface science based on the pure mineral flotation, Fourier transform infrared spectroscopy (FTIR), X-ray photoelectron spectroscopy (XPS), and contact angle measurements. The results showed that the BHA and SDS coordinated with Pb2+ to form novel leadgroup multiple ligand complexes, which are different from the traditional understanding associated with the mixed collectors. Pb–BHA–SDS was a better collector with stronger collecting ability and excellent selectivity in regard to a scheelite flotation than Pb–BHA. The addition of SDS to Pb–BHA enhanced the latter’s adsorption ability on the scheelite surface and improved the hydrophobicity of the collector’s nonpolar groups, rendering Pb–BHA–SDS as a more efficient collector at a low dosage. Keywords: Scheelite; Pb-BHA complexes; sodium dodecyl sulfate; multiple ligands; Pb–BHA–SDS

Jan 1, 2020

By J. T. Fyles, C. G. Hewlett

"THE TOWN OF Salmo, rail centre for the Salmo lead-zinc mining district, is in southeastern British Columbia 26 miles by road east of Trail an about the same distance south of Nelson. The belt in which the mines occur is a few miles east of Salmo and extends about 6 miles north of the town and 17 miles south and southwest to the International Boundary. The belt includes the H. B. mine of The Consolidated Mining and Smelting Company of Canada, Limited, the Jersey mine of Canadian Exploration Limited, the Reeves MacDonald mine, and the Jack Pot property of New Jersey Zinc Explorations Limited.Since 1949, the Jersey and Reeves MacDonald mines have produced most of the lead and zinc in the district. From 1949 through 1954 these two mines together produced a total of 233,134 ounces of silver, 87,659,399 pounds of lead, 215,708,856 pounds of zinc and 475,397 pounds of cadmium. This amounts to more than 80 per cent of the total production of lead and 95 per cent of the total production of zinc from the district since the first recorded production in 1906. Reserves at the largest properties amount to several million tons of ore containing 4 to 7 per cent combined lead and zinc. Several prospects are potential producers.Regional StructureThe main structural units in the Salmo area are outlined in Figure I, and the major rock units of the stratigraphic column are listed in the following table. The lead and zinc deposits are replacements in a highly deformed limestone formation near the base of the Laib group, and all mineralized zones are on the south and east side of structural unit 2 (see Figure I)."

Jan 1, 1949

By Patrick Hannon

In this presentation, it is intended to briefly describe some occurrences of lead-zinc mineralization in Mississippian carbonates of central Nova Scotia. Results of geophysical and geochemical prospecting are presented. Because the deposits do not give positive identification to these indirect techniques, it is necessary to site exploratory drilling through the development of geological concepts.

Jan 1, 1975

By Fenton Scott, Patrick Hannon

Some occurrences of lead-zinc mineralization in Mississippian carbonates of central Nova Scotia are briefly described. The results of geophysical and geochemical prospecting are presented. Because the deposits do not give a positive response to these indirect techniques it is necessary to site exploratory drilling through the development of geological concepts.

Jan 1, 1976

By A A. Roberts, R F. Dewhirst

"Extensive literature surveys, research in the project environment and personal experiences both within and consulting to project teams have revealed some consistent ‘people factors’ that contribute most to ultimate project success. Outside of purely technical and business case issues, there are a small number of leadership characteristics – probably only ten – that if correctly applied can positively leverage a team’s impact on project success.Of the top seven project success characteristics that were consistently highly rated in a recent study, five of them were around leadership. The authors have focused on this topic, noting that good leaders need to display the following traits:passionate commitment to deliveryconsistent modelling and reinforcement of correct values and behaviourfocus on managing relationships well and energising teams and individualscarefully clarifying project vision from front-end loading stages onwardseffective decision making.Not every project manager can and does practise these behaviours all of the time, but being aware of them and receiving training or facilitation in improving their application of these skills can equip project managers with the essential tools to markedly improve their own performance and that of their teams.This paper draws upon experiences in the field and provides lessons – both good and bad – to illustrate. As well as examining leadership traits, the way in which a leader can establish, organise, motivate his or her team and ultimately lead them to success is examined. The paper shares methodologies that have been successfully used to track status within a team and generate appropriate recovery plans where required.In particular, the paper will examine a case study based on an amalgamation of real project issues in some challenging situations using virtual teams (ie physically distant teams located in different centres) to illustrate the importance of strong and positive leadership in achieving success across geographies, time zones and languages.CITATION:Roberts, A A and Dewhirst, R F, 2016. Leadership in projects – a recipe for success, in Proceedings Project Evaluation 2016, pp 49–58 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By D Yates, C C(te, M Rodgerson

This paper describes how specific technical and regulatory issues related to water management have been dealt with at Anglo AmericanÆs Moranbah North mine. It compiles the collection of practices that have been implemented since 2010 in response to climatic and regulatory drivers. Operations must continually evolve as they face emerging challenges. For Moranbah North mine, one key challenge is the integration of its mine water system to that of its new neighbouring mine Grosvenor. The commitment to ongoing improvement has placed the mine in a good position to face this particular challenge.Water-related risks were identified then mitigated by technical practices, which have focused on improving underground water management, increasing storage capacity and installing a state-of-the-art control system for the management of water on-site and for releases of mine-affected water to the environment. These practices are supported by an extensive monitoring and audit system that provides confidence in the reporting of activities and outcomes. The strategy has helped the operation with its continual attempts to minimise reliance on high-quality third-party water and improving its interaction with the surrounding environment and community.CITATION:Rodgerson, M, Yates, D and C(te, C, 2013. Leading practice water management at Moranbah North Underground Mine, in Proceedings Water in Mining 2013 , pp 301-310 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 26, 2013

By Dave Southworth

After Abe Lee discovered gold (in April 1860) near the site of present-day Leadville, Colorado, he and is group staked nearly all of California Gulch with "speculative claims." They did so in an effort to grab any property that might be potentially profitable. But the plan did not work. New prospectors demanded a miners' meeting, from which arose the official "Bylaws of California Mining District, California Gulch, Arkansas River." These bylaws, adopted on May 12, 1860, established provisions as to the number, size and type of claims that could be filed. Fair laws invited more newcomers. By mid-summer, 5,000 people with tents and wagons were scattered from one end of the gulch to the other.Among the earliest arrivals to the region that spring were Horace Austin Warner Tabor and his wife, Augusta. H.A.W. Tabor, who was to become a pillar in the development of Leadville, arrived at California Gulch during a food shortage. He sacrificed his oxen so that hungry miners could eat. By doing so, he immediately became the friend of many. Augusta established a little store where she sold her baked goods and provided meals. Like most of the men, Horace prospected the surrounding hills. He only did so, however, for a short time. California Gulch yielded more than $5 million in gold during the next five years. By 1866, however, the placer gold was gone and most of the miners had packed up and left. Charles J. Mullen and Cooper Smith, who were grubstaked by a Philadelphian named J. Marshall Paul, found a new, rich lode at the Printer Boy Mine in 1868. It was the first underground gold mine in the Leadville area and marked the transition from surface mining to underground hard rock mining. Its discovery created a new but modest flurry of activity. Heavy black sand covered the region and made gold mining difficult. In 1875 William Stevens and Alvinus Wood decided to have the sand assayed. They discovered that it contained 15 ounces per ton of silver and was rich in carbonate. Stevens and Wood kept their find a secret for nearly two years. When the word spread in late 1877, the silver boom was on. In 1878 prospectors, merchants and others trickled into town from all directions. Dr. David H. Dougan closed his office. in Alma, crossed Mosquito Pass and set up shop in Leadville. Nobody seemed to need a doctor, however, and Dougan sat in his office for 28 days without a customer. On the 29th day he received word that there had been a mining accident and he was needed immediately. -That was the begin¬ning of his illustrious career in Leadville. Dougan was a successful physician, became mayor in 1881 and was later president of the Carbonate National Bank. Leadville was a simple community of log structures in 1878. By June of the following year, however, it had blossomed considerably. According to Cass Carpenter, as of May 1,1879, Leadville had "...19 hotels, 41 lodging houses, 82 drinking saloons, 38 restaurants, 13 wholesale liquor houses, 10 lumber yards, 7 smelting and reduction works, 2 sampling works for testing ores, 12 blacksmith shops, 6 livery stables, 6 jewelry stores, 3 undertakers and 21 gambling houses where all sorts of games are played as openly as the Sunday School sermon is conducted." Additionally, there were 36 brothels. When George E. King and other architects arrived, Leadville took on an air of elegance and sophistication. In sharp contrast to some of the Victorian-style, gingerbread-laced homes in Leadville, its suburbs were comprised of many tenement shacks and plain cabins mixed with a few commercial buildings, many mines and smelters. Mines sprinkled the area east of Leadville like pepper from a pepper shaker. Wherever there was a cluster of mines, a camp usually sprang up. Most were very close together. South of Leadville the giant Arkansas Valley lead smelter sprawled out between Stringtown and Bucktown in an area known as Smelter Valley. Founded in 1879 as the Billing and Eilers Smelter, the Arkansas Valley plant was operated by the American Smelting and Refining Company. Several other smelters operated in the vicin¬ity. In April 1878, Horace Tabor grubstaked prospectors August Rische and George Hook. For $64 worth of supplies and tools, he was guaranteed a one-third interest in their findings. Rische and Hook discovered the Little Pittsburg (often spelled Pittsburgh) Mine and made Tabor an instant millionaire. Tabor once purchased a "salted" mine, the Chrysolite; but instead of considering it a bad deal, he further developed the property and struck rich silver ore. Later, Tabor purchased the Matchless Mine for $117,000, possibly the only investment he made without partners. During its peak years, the Matchless yielded $1 million worth

Jan 1, 1998

By M. C. Bekker, T. Govindasamy

The potential benefits of implementing the Last Planner System (LPS) on mining infrastructure projects were explored through two case studies in the South African mining industry. The first part of the study involved measurement of the impact of LPS through earned value techniques on secondary project data. The second part sought to establish the lean construction success factors leading to improvements in construction performance. This was done by means of a research questionnaire distributed to the project owner’s teams, contracted parties, and the LPS facilitators. The results revealed a positive correlation between LPS application and planned percentage complete. However, the performance achieved during the LPS pilot was not sustained. The success factors and benefits considered most evident in the case study pilot differed among the three stakeholder groups. The findings are expected to guide construction stakeholders to better define performance measures and focus on factors required to make LPS implementation more effective in the South African mining sector.

Feb 12, 2024

By Jon C. Yingling

Lean manufacturing, pioneered by Toyota, has been credited with the most significant improvements in production efficiency and product quality since the transformation from craft manufacturing to mass production in the early 20th century. It represents a comprehensive philosophy for structuring, operation, control, and management of production systems that is believed to have wide applicability. This paper outlines major lean manufacturing principles and discusses their potential for application in the mining industry.

Jan 1, 1999

By D. Rylander

The operation of Quarry and Aggregate sites are similar to factory production, since it contains sequential production processes, tasks and activities to produce the output product. Compared to the plant though, the quarry processes are generally not synchronized and controlled towards the overall throughput of the site in real time. Some quarries control parts of the production but do generally not utilize real-time technologies for the whole site and all its activities. This fact indicates a general improvement potential in increased productivity at quarry sites, but also unsolved challenges for the same reason. The main contribution of this paper is the presentation of a Lean based method for how to describe the processes to identify control improvement potential within a site. The aim of the identified improvements is to increase overall site productivity by optimizing site, fleet and machine utilization towards the overall throughput, and minimizing operational expenses and inventories. Further the paper exemplifies the method?s usability with field studies at operational quarry plants successfully identifying and quantifying potential wastes and improvements. In addition the identified productivity improvements based on increased control and automation indicate challenges and needs in wireless communication and sensing technologies.

Aug 1, 2013

By V Seedwell, P H. McGuckin

The Broken Hill Proprietary Company Limited (BHP), started as a silver-lead- zinc mining company in Broken Hill, New South Wales, Australia in the 1880s. Since then it has diversified into the resource industries of steel, iron ore, coal, petroleum and copper. BHP World Minerals, is a Business Group of BHP which is one of the worldÆs largest and most diverse mineral resource enterprises. BHP supplies raw materials for steelmaking, copper concentrate and other mineral commodities to customers in more than 45 countries. BHP World Minerals has operations throughout the world - in Australia, the United States, Brazil, Zimbabwe and Canada. Commodities produced by BHP World Minerals currently include silver, lead, zinc, titanium minerals, platinum group metals and coal. The challenges in the improving performances in safety arena are common to our industry and BHP operations. This paper outlines the vision and values that have been fundamental in assisting BHP Cannington search for and implement a safety system addressing behavioural matters.

Jan 1, 1998

By M Bouare, C Holland, K N’Diaye

Two adjacent open pits in Mali hosted by deeply weathered saprolitic materials were mined consecutively over the course of approximately 12 months. During excavation, both pits experienced significant displacement and tension cracking as the result of deeper than expected depth of weathering coupled with relatively steep slope angles and significant groundwater. In response, geotechnical and operations teams overcame numerous monitoring challenges with prisms and radar to develop a simple and effective monitoring system coupled to a Trigger Action Response Plan (TARP) which enabled continued safe operations while reducing ore loss. Observations of previous slope performance of these two pits allowed for greater confidence in empirical failure runout calculations that was used to specify the standoff widths for the exclusion zones in the pit. Back analysis of the slope as-built performance after the first indications of slope distress was also conducted. The back analysis was used to confirm rock mass parameters for modelling while being utilised as a reality check for the stability analysis. The stability analysis indicated that leaving a large step-out or buttress would not prevent the displacement, resulting in some ore being sacrificed to ensure the safety of personnel. Key learnings from this experience highlight the importance of: • up-to-date geological interpretation of the depth of weathering • ensuring slope design guidance is reviewed and updated as latest information (ie geology and monitoring) is received • having multiple complementary slope monitoring methods to ensure redundancy • ensuring visual observations and as-built performance are utilised as a reality check to provide greater confidence in stability analysis and design guidance.

Jun 22, 2022

With mining development on hold and other underground works in a slowdown, the development of nuclear wa te repositories takes centre tage on the American rock engineering scene. Three repositorie for commercial spent fuel-in salt, tuff, and basalt-are in the phase of site characterisation and conceptual design, and one pilot project for defense high-level wa te in salt is under construction. A repository design for crystal line rock has recently been postponed.Because of strict quality assurance requirements throughout design and construction, and because of the need to predict and ascertain in advance the satisfactory performance of the underground openings, much intellectual energy has been expended to analyse underground openings in the unusual circumstances of the repository environment. In the long term, these efforts will lead to an improved understanding of rock behaviour and improved methods of underground analysis and design. For the shorter term, a formalised ground control plan was developed, the principles of which may be applied to other types of projects.This paper summarises the status of underground design and construction for nuclear waste repositories and presents some details of the ground control plan and its individual elements.

Jan 1, 1988

With mining development on hold and other underground works in a slowdown, the develop- ment of nuclear waste repositories takes center stage on the American rock engineering scene. Three repositories for commercial spent fuel -- in salt, tuff, and basalt -- are in the phase of site characterization and conceptual design, and one pilot project for defense high-level waste in salt is under construction. A repository design for crystal line rock has recently been postponed. Because of strict quality assurance requirements throughout design and construc- tion, and because of the need to predict and ascertain in advance the satisfactory perfor- mance of the underground openings, much intellectual energy has been expended to analyze underground openings in the unusual circumstances of the repository environment. In the long term, these efforts will lead to an improved understanding of rock behavior and improved methods of underground analysis and design. For the shorter term, a formalized ground control plan was developed, the princi- ples of which may be applied to other types of projects. This paper summarizes the status of underground design and construction for nuclear waste repositories and presents some details of the ground control plan and its individual elements.

Jan 1, 1987

By Ryan Brogden

On the 5 September 2014 a road train (tractor-trailer) with two trailers carrying ammonium nitrate was involved in a single vehicle accident on the Mitchell Highway, 30 kilometers (18 miles) south of Charleville in Central Queensland, Australia. The ammonium nitrate was being transported to a mine site for use as a blasting explosive. The truck came to rest in the creek bed adjacent to a road bridge and caught fire. The vehicle burnt for over one hour before the load of ammonium nitrate exploded. Miraculously there were no fatalities; however eight people nearby sustained injuries, some seriously. The road and rail bridge over Angellala Creek were destroyed and vehicles in the nearby vicinity were seriously damaged. The truck carrying the ammonium nitrate was completely destroyed with over 2500 pieces of debris scattered up to one thousand yards (one kilometer) from the blast site.

Jan 1, 2018

By Brendan Demich, Joseph McGuire, Emily J. Haas

Near misses recorded and reported by workers can provide awarenessto the potential causes of injury and prompt safety management initiatives. Although most companies require near-miss reporting, it is unclear what the value of these reports are, if any, and how they influence subsequent actions or controls to reduce on-the-job risks. Researchers at the National Institute for Occupational Safety and Health (NIOSH) conducted a case study with an aggregates company in which near-miss reports were analyzed at each of their locations over an entire quarter during the summer of 2018. Within that quarter, workers recorded 249 near misses. Of those, 167 were valid near misses that occurred at work. Researchers coded the reports using a qualitative 5 × 5 risk matrix. Of the 167 near misses, 19% were deemed low risk, 25% moderate risk, 30% high risk, and 26% critical risk. Several patterns in the near-miss incidents were documented, including classification of incidents and common corrective actions referenced (i.e., elimination/substitution, engineering control or redesign, work process/procedures, and personal protective equipment). The analysis provides insight into ways that risk communication and management programs can be improved to reengage workers and their situational awareness on the job.

By Richard N. Campbell

The world?s ever-expanding demand for energy and coking coals has resulted in the underground mining industry looking at taking on increasingly marginal and geotechnically challenging deposits. The drivers for this change include a reduced availability of open cut reserves and a lack of remaining ?good coal leases?. The lack of plum deposits is forcing some companies wanting to enter the coal supply market to purchase and operate in higher risk, lower margin areas. As geotechnical professionals, we are expected to develop strategies to facilitate safe and productive mining in ground that once would have been avoided. To be successful in these reserves, we are required to use every tool available, from exploration data to longwall automation, and invent or reinvent some new tools along the way. This paper presents geotechnical case studies of challenges in longwall mining and some of the methods developed and used to allow longwall mining to succeed where others said we would fail.

Jan 1, 2014

Aspiring to be excellent makes you a good leader as it shows a capability for strategic thought, defining and implementing a vision, making a job easier, more efficient and effective. Every great business leader can generate additional revenue or cost savings for their company. Becoming excellent requires the desire and action to follow it through. There are many established methods of excellence: benchmarking, target setting, supply chain and market analysis, employee suggestions and knowledge sharing forums. In BHP Billiton, practices benchmarking is a key tool in generating improvements for functional areas such as processing, mine operations and mine planning. Practices Benchmarking involves organisational and technical questions that allow the site to self-assess their maturity and generate a prioritised improvement path. Not only does it benchmark and identify gaps, but the approach also facilitates networking, education and team building. For new leaders it is important to remember that you are not alone. Chances are your problem has been solved before. Networks û internal, external, formal and informal can get you started and often save you time and effort. Any leader can achieve success in excellence through a proper process of problem formulation, data and analysis. Again, using key players can make the process more effective. It is important to remember that the people side of the solution is the key to success and that monitoring will ensure the solution will work. In the words of BHP BillitionÆs CEO, Chip Goodyear: Excellence is a mind set. ItÆs something that comes when people get rewarded forthinking outside the box and applying their skill and knowledge. It happens, not in$50 million chunks, but in hundred thousand and million and $2 million chunks.When you get 35 000 people thinking that way, then youÆve really got somethinggoing.

Jan 1, 2005

Exploring long-term future possibilities for your business and methods for achieving them are critical functions of leadership. More than ever, strategic initiatives today have to be planned and delivered in an environment of disruptive change û driven by shifting business or regulatory imperatives, new technologies and global economic change, and diverse stakeholder interests. The notion of The Future as a single inevitable outcome is obsolete. There are many possible futures. This paper explains an innovative process û known as scenario planning û to help executives in the construction and testing of longer-term strategies to deal with uncertainty.

Jan 1, 2006

By L. Trytten, S. Bass, P. Nawrocki, J. Mercer

The Sherritt Fort Site nickel refinery and fertilizer plant has been operating continuously since 1954. The ammonia leach process uses ammonia and sulphuric acid, producing nickel and cobalt and an ammonium sulphate byproduct. One of the features of an ammonium sulphate based process is the aggressive nature of ammonium sulphate to concrete and structural steel. After six decades of operation, portions of the structural steel and concrete at the Sherritt facility have become degraded. Infrastructure replacement programs started in earnest more than a decade ago with pipe racks and electrical infrastructure, and have now progressed into building steel. Replacing and repairing this infrastructure within the tight constraints of an operating plant poses several difficult challenges. This paper will outline the approach taken to accomplish this difficult work, and discuss key learnings from the ongoing program.

Jan 1, 2015