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By W. C. Carter

In mid 1978 Inland Cement Industries Ltd. brought on-line their new one million megagram (Mg) per year cement plant at Tilbury Island, Delta, British Columbia. The Plant--Its Philosophy of Design The design of this plant began in 1974, at the beginning of the rapid rise in petroleum costs later referred to as the "energy crisis". The trend in fuel costs was clear, so one of the basic criteria for the selection of process equipment was high thermal efficiency. Throughout the process of selection of materials handling and process equipment, energy consumption was a factor in decisions. A second factor which influenced the design of the plant was its location on navigable water. The plant is designed to make maximum use of this means of transport to minimize transportation costs. All raw materials (and some fuel) are received by water, and a major portion of the cement and clinker is sent out by barge. Extensive modern dock and material handling facilities were provided to accomplish the shipping and receiving functions. A plant meeting stringent environmental regulations was the third major factor which formed the basis for design. To meet this requirement, all storage facilities had to be covered, 53 bag type dust collectors were applied throughout the plant, and materials handling equipment was designed to minimize dust and spillage.

Jan 1, 1979

By Samuel A. Reipas

Introduction The ore mining industry has been successful because of technological progress and huge sums of capital investment. But new technology and plants have not come cheap. The problem now is companies will run out of money before they run out of ideas. Survival Strategies Industry survival strategies demand restructuring and new plans. Inland's prescription for the future includes: • Continued emphasis on technological improvements to upgrade pellet quality and lower costs; • Effective use of human resources resulting in employee satisfaction and improved planning and productivity; • Deliberate, well planned, and documented cost-control programs for the short- and long-term; and • Capital investments to support the first three initiatives. Technology Technological changes are not only required by the need for operational improvements, but by product quality improvement dictated by the user - usually the blast furnace operator. Established ambient measurements of pellet quality, such as tumble index, compression strength, porosity, size distribution, and chemical composition, are no longer considered meaningful in predicting pellet performance in a blast furnace. New specifications, called low temperature and intermediate temperature properties, have been recently introduced. Low temperature specifications are characterized by disintegration of pellets in the 500°C (930°F) range in the upper portion of the granular zone during the hematite-to-magnetite transformation in blast furnace stack. Intermediate temperature properties (measured by 1000°C or 1800°F) are characterized by swelling, reducibility, and compression strength after reduction, reflecting conditions in the lower portion of the granular zone of the furnace. These new parameters are being used for pellet quality evaluation at Inland, and will be introduced at its Minorca mine for more routine analysis and correlation with the pellet furnace operation. With increased emphasis on quality, effective communication between the blast furnace operator, research, and the pellet plant operator is critical. At Inland, this is accomplished through technical meetings where the opportunity is provided to solve problems, establish a common understanding on the value of quality, and develop future quality standards and programs. With the degree of sophistication in determining pellet quality as it affects blast furnace operation, the future pellet plant operator will actually be producing a custom pellet. Human Resources Technological change has been a strong point at Inland, and will continue to be. However, human resource management is equally important. Is management giving sufficient attention to employee motivation and involvement? It is a way to improve productivity, reduce costs, and enhance employee job satisfaction. The industry is beginning to understand the principles and the potential for tapping employee brainpower. The payoff can be handsome. Management has to be willing to share both information and power if participative management is to live up to its potential. It has to become more flexible and be willing to adapt to change on the human side. Management should embrace rather than fear employee involvement. Given time, joint problem solving will replace adversarial attitudes and pay dividends for both sides. Productivity and product quality will improve and new dimensions of employee job satisfaction will be achieved. But, it will not happen overnight. Attitudinal change must permeate the organization from top to bottom. This change is needed to support the working relationships and give everyone a sense of direct and meaningful involvement.

Jan 11, 1983

By Klaus Rieker

North of Antwerp central train station, two single-track tunnels for the high-speed train line between Brussels and Amsterdam were constructed. At the same time, the central train station was modified to a through station. Both 1.23 km tunnels are situated in the Antwerp sands and were constructed using a slurry shield machine. Due to the inner city location, the tunnels run over their entire length underneath structures, in some cases with only minimal clearance. The paper deals with these challenging situations. In addition, the tunnel boring machine, the tunnel lining and measures to limit settlements will be introduced.

Jan 1, 2007

By Dan Mackie

Commissioning of a 150 tpd continuous vat leaching pilot plant at Ariel Resource's San Martin Mine began in October, 1995. Functioning of the systems proved to be as designed. Initial tri­als, however, were besieged with problems associated with clay fractions that were much higher than in the ore originally tested. Nevertheless, leach rates were good in the initial and subsequent trials. Difficulties with the viscous solutions generated by the clay fraction continued, requiring modifications to the solution collection methods and investigation of flocculant types and mixing points. Trials with deslimed ore and sand feed demon­strated continuous flow. Current modifications will be tried in late May, 1996, along with selected flocculants, with the objec­tive of leaching continuously without the need to deslime.

Jan 1, 1996

By J. Kretschmann, H. Mischo, O. Drusche, S. Krause

Mining is and will be inevitable in spite of the increasing implementation of circular strategies. The energy transition and population growth will boost the demand for critical raw materials. It is the opportunity for miners to reinvent their business models. Generating attractive new business cases with sustainability-oriented innovations meets investor and stakeholder expectations from the beginning. This contribution guides managers on their pathway towards sustainable success. Contextual sustainable business model patterns will be presented that can be adjusted individually, regardless of actor’s size. It will also point out, how sustainable value creation can be measured on business model level.

Feb 1, 2023

By Douglas W. Fuerstenau

Technological innovation is needed to meet the challenges that face the mineral industry because ores steadily become lower in grade, more complex in mineralogy, and must be processed in the face of ever- increasing environmental constraints and increased costs. How periodic innovation in mineral processing helped overcome the challenges that faced the mineral industry is briefly traced from antiquity up to the present time.

Jan 1, 1989

By Bruce Cavender

Production managers look to innovative practices and equipment to reduce operating costs and improve efficiency. These innovations apply to both technical and social aspects of production operations and may be high-tech or low- tech in nature. They may be based on the implementation of a few large-scale "breakthrough projects or numerous small-scale activities, depending on the availability of capital funding and the company's past experience. Successful managers systematically identify innovative opportunities that capitalize on their organization's expertise. They quantify the associated benefits and risks and then manage the implementation of selected innovations to minimize cost and uncertainty. They monitor the results of the innovation after it has been implemented and adjust operating and managerial practices as necessary to maximize the innovation's benefit.

Jan 1, 1998

By A. Dan Rovig, C. Kevin McArthur

Technical and managerial innovations in the minerals industry have allowed continuing mining activities in the United States, and elsewhere, as gold orebody quality has diminished or has become more refractory. Of course, world markets, permitting requirements, and political processes also have created a need for innovative practices that contribute to the survival of the mineral industry. The gold industry has been transformed, during the past approximately 40 years, from a predominantly underground mining and milling type of exploitation and extraction to the large-scale, relatively low-grade type of extraction that is common in the United States today. Indeed, with the introduction of gold heap-leaching technology and the development of mines that produce from large, relatively low-grade gold orebodies in the western United States, a "new" industry was born and continues to prosper today. It is worthwhile noting, however, that Dobra (1997) has reported that one of the major trends in the North American gold industry is a movement back toward underground developments.

Jan 1, 1998

By W. Hu

Traditionally, coarse wolframite ore processing has been done almost exclusively by gravity concentration methods. However, there has been a depletion of rich and coarse ore reserves and a proportional increase in the mining of low-grade, fine-grained complex ore feeds. This change has resulted in the need for better slime-processing technology. Research and development activities in this area have gained momentum, and recent innovations appear promising. This paper covers the recent innovations that have been made in dealing with tungsten ore slime processing. The new techniques include the application of a centrifugal cone separator, high-intensity wet magnetic separator, the use of phosphonic and arsonic acids as collectors in ultrafine wolframite flotation, and combined processes.

Jan 1, 1989

By W. Hu

Gravity concentration has been the main method for tin ore beneficiation, based on the significant difference of density between cassiterite and gangue in the tin ore. However, with the exhaustion of rich and coarse reserves, the proportion of tin distribution in slime be-comes as high as 50 to 70% and has a size range of -19 urn. In some sulfide tin ore, most of the tin is of the minus 10-urn size fraction, and thus slime processing has gained importance in tin ore processing. Some innovations are being developed, such as the centrifugal cone separator, belt concentrator, slime table, B-M separator, and slime flotation. Direct flotation with tolyl arsonic acid has been practiced with success.

Jan 1, 1989

By G. A. Eltringham

Mining and extraction methods in the copper industry use basic technologies developed over a period of almost 150 years. Paradigm shifts in the industry have been rare, yet human involvement in the activities has changed dramatically. Clearly defined extraction paths have become more blurred as economic considerations broke down the barriers that had encouraged specialization. What had been a labor-intensive industry unfettered by environmental restrictions was forced to change. Better productivity and "cleaner" operations resulted in much higher capital costs on a plant basis. Many of the changes were truly innovative in the same spirit as in the mining revolution of the first decade of the twentieth century. What role will innovation play in the next 20 years as lower-grade, mixed-metal orebodies are exploited in more remote locations?

Jan 1, 1998

By FELIPE SÁNCHEZ, PHILIPP HARTLIEB

Innovation plays a critical role in the mining industry as a tool to improve the efficiency of its processes, to reduce costs, but also to meet the increasing social and environmental concerns among communities and authorities. Technological progress has also been crucial to allow the exploitation of new deposits in more complex scenarios: lower ore grades, extreme weather conditions, deeper deposits, harder rock mass, and high-stress environments. This paper discusses the importance of innovation for the mining industry and describes the mechanisms by which it is carried out. It includes a review of the drivers and actors involved and current trends. The digital transformation process that the industry is going through is analyzed, along with other relevant trends that are likely to shape the mining of the future. Additionally, a case study is presented to illustrate the technical and economic implications of developing a disruptive innovation project.

Jul 23, 2020

By FELIPE SÁNCHEZ, PHILIPP HARTLIEB

Innovation plays a critical role in the mining industry not only as a tool to improve the efficiency of its processes and to reduce costs but also to meet the increasing social and environmental concerns among communities and authorities. Technological progress has also been crucial to allow the exploitation of new deposits in more complex scenarios, such as lower ore grades, extreme weather conditions, deeper deposits, harder rock mass and high-stress environments.  

By K. Nielsen

The Norwegian tunnelling industry has made remarkable improvements both with regard to productivity and cost efficiency over the last 30-40 years. This development has been made possible by continuous improvement driven by innovation. Based on a generic description of the innovation process and the innovation system, the paper has used the development of modern tunnel drilling in the Norwegian tunnelling industry to discuss the characteristics of its innovation system with a focus on human capital issues and knowledge management.

Jan 1, 2006

By Martin Herenknecht, Michael Knabe, Ulrich Rehm

In Switzerland at present, the longest railway tunnels in the world, the Gotthard(57 km) and the Loetschberg base tunnel (34km) are under construction. For thischallenge six high-tech HERRENKNECHT Hard Rock Tunnel Boring Machines (TBM)are applied, which have to excavate approx. 80 km at the Gotthard and 20 km at the Loetschberg Tunnels. The machines being used are of a single Gripper-TBM type, which are equipped with the latest rock support techniques, in order to optimize the quality of the working conditions for the personnel which have direct impact on the quality of the tunnels. The different requirements of the projects based on different speci?cations within the tender documents led to completely different TBM concepts which will be reviewed in detail in this paper.

Jan 1, 2003

By William Gleason

"Technology of all forms has experienced exponential growth in recent years, and there is no sign of it slowing down. This growth has presented amazing opportunity and significant challenges in nearly every aspect of daily life. Some of these changes are seen and experienced every day as we turn to our smart phones, tablets and smart watches to help with us with everything from directions to the store to managing our health. And other technological growth takes place far away from the public view but can have as much of an impact on our daily life as does shopping at Amazon or connecting with friends on social media.At the “THRIVE 2018, Innovations Advancing Mining” conference presented by SME on Sept. 27 at the Sheraton Pittsburgh Hotel at Station Square in Pittsburgh, PA, the focus was on innovation and how it affects the global mining industry.More than 100 people were on hand for the inaugural event, and they were treated to a unique program that focused on the cutting-edge innovations that will carry the mining industry into the future while increasing safety and productivity along the way.2018 SME President Barbara Arnold was the driving force behind the conference and put together the technical program with a focus on innovation through the entire mining life cycle and into the future. Talks ranged from more efficient and safer ways to extract minerals to some of the most advanced end uses of minerals and metals, including the use of 3D printing to create precision parts for machines and humans from advanced metal alloys.“We need to adapt new technologies to our industry and develop additional technologies as we provide materials and metals for infrastructure and energy development in the United States, around the globe, and to the Moon and beyond,” Arnold told Mining Engineering. “Our inaugural THRIVE conference sets the stage for these innovations to be applied and to continue to be developed. Our mining industry can only continue to thrive with these advances.”"

Jan 11, 2018

At long last, mining is on the rebound in Minnesota?s Iron Range and the excitement is starting to show. The SME Minnesota Section?s annual meeting was once again held in the heart of Iron Range country, at the Duluth Entertainment and Conference Center on the Duluth waterfront. The conference boasted a record attendance of 475 people and its largest-ever trade show. Appearances by Governor Mark Dayton?s new Iron Range Resources & Rehabilitation Board (IRRRB) appointee, Tony Sertich, as well as a local Fox news crew (see clip on SME website [link: http://fox21online.com/news/duluth-mining-conference-breeds-optimism-tech-innovation]) made clear that a lot of eyes [ ] are on the industry as it dusts itself off from the 2008-2009 recession. While the early years of the 21st century were very good to the Iron Range, the global drop in commodities prices and production left many companies reeling and brought back bad memories of the collapse of the industry in the 1980s. However, two years of solid growth and a rebound to above pre-2008 production levels have let the Minnesota mining industry to relax a little and talk seriously about long-term growth and stability.

Jan 1, 2011

By Doug Halbe

A number of CIP plants have been built in Western Australia in the past two years. The authors have surveyed several of these new plants and present drawings, data and discussion of operating and design innovations and areas of interest.

Jan 1, 1982

By Peter B. Lilly

I appreciate the opportunity to tell you something about Kerr-McGee's Galatia Mine in Southern Illinois. This new underground mine was a departure for us since our previous experience had been gained in large surface mines in Wyoming. Although we were new, we did have the corporate experience in the operation of deep uranium and potash mines in New Mexico and Wyoming, and an earlier underground coal mine in Southeast Oklahoma. In arriving at our final design, we evaluated numerous concepts and finally settled on a two seam mine sharing a single shaft and slope. The mine, in turn, would be supported by a heavy media processing plant designed to optimize the yield from either seam. Further, we wished to be able to keep the two seams separate so that we could sell either seam separately or in a blend. Due to the thickness of the coal, the practical area dedicated to the mine provided forty to fifty years operations at the selected mine capacities. It was important, therefore, that our design and selection of hardware and systems provide for long life and low maintenance in order to compete in today's competitive markets.

Jan 1, 1984

By William J. Ferguson

At Henderson Operations the 24-kilometer conveyor system consists of three main conveyors with lengths of 1.2 km, 16.7 km and 6 km. Upon commissioning of the conveyor system, the Henderson maintenance department was challenged with the inspection and monitoring of over 50,000 idlers. To take a proactive approach to idler maintenance, an idler tracking database system was developed. Using the idler tracking program, the Henderson Crush & Convey department now has the ability to provide data for engineering solutions to idler problems and to manage thousands of idlers for priority replacement work and warranty purposes. Recognizing the potential for injury to Henderson employees in the process of idler handling, Henderson approached idler replacement as a material handling process. Material handling solutions have resulted in failed idlers being replaced and discarded from the underground environment without ever touching a human hand. This paper will detail how Henderson tracks idlers in all primary conveyor belts and how an innovative idler handling system can result in reduced risks to conveyor maintenance employees.

Jan 1, 2004