Search Documents

By D. J. Wood

BHP Copper has grown, in just over six years, from a minor participant to the world's largest privately owned copper producer. BHP Copper's major asset is the world's largest copper mine -Escondida in Northern Chile. Ten years ago investing in Chile was considered high risk. Today, Escondida represents an investment of approximately US$2 billion. Reward is the result of managed risk and Escondida is a clear demonstration of both. The Ok Tedi copper and gold mine in Papua New Guinea represents a Rubicon of risk and a retrospective on reward in a developing country on the doorstep of a developed one. The story of these two mines encapsulates risk in the mining industry.

Jan 1, 1998

By F. Nelson

RJB Mining is the largest coal producer in the UK. In January 1995 the Company acquired the Central North and Central South Regions of British Coal consisting of: ? 15 operating collieries -including capital equipment ? 2 care and maintenance mines ? 16 operating Opencast sites ? Interest in 26 prospective and 46 potential Opencast sites ? Approximately 417 million tonnes of proven and probable reserves and considerable mineral resource ? 9 million tonnes of coal stocks ? Long term contracts to supply approximately 90 million tonnes of coal to National Power and PowerGen to the period of 3 March 1998 ?Approximately 7,600 employees and 4,500 mining contractual labour. Up to the acquisition RJB Mining had the capacity to produce 14 million tonnes of saleable output with an approximate 1,500 strong workforce.

Jan 1, 1998

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

By Gary S. Brierley, John W. Critchfield

This paper is a case history of a subsurface exploration program conducted for a system of sewer tunnels in upstate New York. The focus of the discussion is a non-technical outline of how the exploration process was organized to efficiently produce a large body of geological and geotechnical data. A brief description of the project and geological setting is provided, the scope of the exploration program is summarized, the logistics of collecting, processing and reporting subsurface data is outlined, and recommendations for management of explorations applicable to any rock tunnel are provided.

Jan 1, 1983

By R. D. Williams

"In a very real sense, Butte, MT is where the copper came from that won two world wars. The price for that unrestricted mining and smelting of copper came due in 1983 when Butte was declared a Superfund site.One of the most complex remnants of this mining history is the Parrot Tailings site. The Parrot smelter operated from 1881 to 1910, moving Upper Silver Bow Creek to the south and depositing approximately 283,000 m3 (370,000 cu yd) of waste material adjacent to Upper Silver Bow Creek. Additional mixed waste from other processing sites deposited below the Parrot tailings at the Northside Tailings, Diggings East and Blacktail Creek Berm total approximately 171,000 m3 (224,000 cu yd) of contaminated material. As part of the Superfund remedy, the U.S. Environmental Protection Agency (EPA) proposed leaving all these wastes in place. This proposal prompted a detailed criticism by several geoscientists familiar with the site. The EPA’s 2006 Record of Decision (ROD) did in fact leave these wastes in place, which set the stage for a series of studies that continue to refine how best to protect extensive completed Superfund Remediation downstream of Upper Silver Bow Creek. History of the Parrott Mine and tailingsPlacer gold was discovered in Silver Bow Creek, the headwaters of the Clark Fork River only a few miles from the Continental Divide in 1864. This discovery led to a stampede of placer and lode claims. One of the first lode claims located was the Parrot lode, located in the fall of 1864. Progress for developing a mine at the Parrott was slow, and it was not until 1876 that one of the original locators encountered a rich vein of chalcocite. Butte had its first copper mine.The Parrott Mine was patented in 1879 and by 1881 the Parrot, having lost a “t”, concentrator and smelter were built. The smelter and concentrator were an immediate success with a considerable market for processing the district’s rich copper ore. In 1885, the employees of the Parrot smelter bought the Butte Reduction Works, another smelter. In 1885, dams were built on Silver Bow Creek to contain various tailings and related processing byproducts (Fig. 1).By 1890, the various smelters in Butte rendered Butte’s air quality as suffocating (Fig. 2). An 1889 funeral procession was rumored to have gotten lost in the thick smelter smoke and somehow ended up at the Centennial Brewery. A city ordinance was passed late in 1890 in an attempt to control smoke. The Parrot smelter employed approximately 500 men by 1890. Through the 1890s, the tailings produced grew from approximately 91 t/d (100 stpd) to more than 181 t/d (200 stpd). Copper values in the tailings were initially as high as 4 percent, but as the processing improved that was reduced to 1.5 percent."

Apr 1, 2019

By R. C. Shodde, R. D. La Nauze

Major societal and industry changes over the last four decades have influenced the management of technology in the minerals industry. From the authors' experiences in both private and public sector R&D, the paper analyzes the range of strategic and structural changes and provides examples of some key technology delivery responses. For those charged with managing technology, the two key challenges facing them over the next decade are (I) moving technology development from a cost focus to a value focus (that is, from "how much long-term research can we afford?" to "identifying and capturing the value created from R&D”) and (2) the recruitment and retention of key talent. THE NEED TO ADAPT "Change is slow and gradual. It requires hard work, a bit of luck, a fair amount of self- sacrifice, and a lot of patience (Greene 1998)." Since the 1960s the world has changed and the minerals industry has had to adapt to the changing circumstances. In the '60s, minerals were there to be discovered and fortunes to be made; in Australia, the World War I1 embargo on exporting iron ore was lifted and the Western Australian iron-ore boom commenced, to be followed by the exploitation of the Darling Range bauxites; copper, lead, zinc and nickel were discovered and mines developed. The Australian dollar was worth US$1.11 whereas today it is around US$0.65. The oil crisis of 1976 sharpened focus on the sensitivity of the minerals industry on energy costs. By the late 1970s The Club of Rome was predicting the imminent demise of certain key metals-a prediction that has not been fulfilled-though the signs of the shift

Jan 1, 2004

By F. Turatti

Rio Tinto is one of the world's largest mining companies, involved in every stage of metal and mineral production, producing aluminium, copper, diamonds, coal, iron ore, uranium, gold and industrial minerals. Operations are in more than 50 countries in multiple continents and vary in location between large urban centres, regional industrial complexes and remote regions. A risk-based strategy was developed by Rio Tinto to manage its air quality impacts on a global scale. The strategy consists of three objectives ? improving air quality performance, developing industry leading practices and engaging and influencing in air issues. This paper discusses three major successes achieved this approach. Firstly, how air shed resources are managed in constrained air sheds. Secondly, how financial modelling is used to value air quality constraints, and thirdly, how a rigorous and comprehensive e-learning course is used to improve the overall level of air management knowledge of Rio Tinto?s environment managers.

Feb 27, 2013

By B. W. Cavender

Innovative mining and metallurgical operating techniques and processes can be identified and developed by analyzing changes as they occurs within the mine, plant, technology or industry. Sources of change to be monitored for innovative opportunities include unexpected successes or failures, incongruities between perceived and actual events, process needs, changes in perceptions and the development of new knowledge. Innovation can be organized, practiced and managed. The perception of change as an opportunity rather than a threat is mandatory, as is the systematic measurement of innovative performance. Innovation is enhanced by specifically designed policies regarding organizational structure and staffing, daily management practices and compensation and incentives.

Jan 1, 1996

By B. W. Cavender

Innovative mining and metallurgical operating techniques or processes can be identified and developed by systematically analyzing change as it occurs within the mine, plant, technology, or industry. Sources of change to be monitored for innovative opportunities include unexpected successes or failures, incongruities between perceived and actual events, process needs, changes in perceptions, and the development of new knowledge. Innovation can be effectively organized, practiced, and managed. The perception of change as an opportunity rather than a threat is mandatory, as is the systematic measurement of innovative performance. Innovation is enhanced by specifically-designed policies regarding organizational structure and staffing, daily management practices, and compensation and incentives.

Jan 1, 1994

By Véronique Falmagne, Chantale Doucet, Thomas Côté

Production began in the Deep 1 zone of Goldex mine in 2017 at a depth of 1,200 m. Stope dimensions are 50 m high by 22 m wide (along strike) and the panel thickness varies between 22 to 35 m. The Deep 1 orebody is 350 m high by 400 m along strike and 200 m from hanging wall to footwall. The mining method is longhole with paste backfill with a three dimensional primary/secondary sequence advancing upwards in a typical chevron approach and retreating from hanging wall to footwall in a V-shape from a central panel. Mining at a depth of 1,200 m in massive granodiorite brings challenges related to seismicity.

Apr 26, 2022

By L. W. Berry

Drill and blast planning is critical to successful mine production, both in timing and in results. However, typical planning, reporting, and information exchange usually involves large quantities of data collated in a discordant set of spreadsheets, databases, and reports. Collecting, analyzing, modeling, and distributing all data necessary for efficient drill and blast operations is time consuming and cumbersome. MineSight Axis Drill and Blast provides an extensible core of functions, seamlessly integrated with other MineSight software tools, to make sense of this information. The benefits of improving the management of drilling and blasting processes are immense and result in improved fragmentation at a lower cost, improved shovel and truck productivity, and enhanced ore processing.

Jan 1, 2011

By Thomas H. Hibner, Daniel Tempelis, John E. Shamma

Environmental protection of nearby resources is an issue that can not be ignored in tunnel construction. The Inland Feeder Arrowhead Tunnels Project is no exception. With keen interest from various stakeholders, Metropolitan developed a Groundwater Monitoring and Mitigation Plan. This plan provides for monitoring and management of selected water resource features within the San Bernardino National Forest along the proposed tunnel alignment. The plan specifically provides for monitoring of streams, springs, seeps, and piezometers for water temperature, pH, specific conductance, and chemical analyses, as well as flow or groundwater elevation. Metropolitan uses the data to evaluate for and manage potential impacts from groundwater ingress during construction of the Arrowhead Tunnels.

Jan 1, 2003

By A. Moharana

A massive slide at Bingham Canyon wiped out a side of the pit and covered the main haul road in and out of the pit. All pre-slide mine designs and schedules were no longer valid. New designs and schedules needed to be developed quickly to provide management with information regarding the immediate post-slide production potential and the time needed to ramp back up to full production. At the time of the slide, an effort was already underway to convert Bingham?s in-house Medium Term Scheduling Process to MineSight®?s Schedule Optimizer (MSSO). One of the main reasons for doing this was to reduce the time needed to produce Medium Term Schedules at Bingham, which involves a complex shovel-based scheduling approach with shovel productivities based on shovel type and the types of mining cuts to which the shovel is assigned over each planning period. The objective of the schedule was to maximize shovel usage, satisfy mill feed requirements of four SAG mills with variable milling rates, and have flexibility in setting truck constraints. This paper will describe how the new MSSO-based mine scheduling process met the challenge of producing new schedules for Bingham in a minimal amount of time.

Feb 23, 2014

By Ronald D. Mariani, Gregory E. Mahoski

BACKGROUND The steel and iron ore industry has had a long history of an adversarial relationship with its union and workforce. The Empire Mine during its first 40 years of existence was no exception. The "we-they" mentality went hand-in-hand with the normal by-product of an adversarial relationship, grievances and arbitration. This relationship was considered the norm and it was not until the late 1970s that consideration was given to changing this relationship. At this time the industry was involved in a fight for existence and the economic pressure demanded increasing productivity to lower cost. The challenge to survive highlighted the fact that an adversarial relationship was not conducive to attaining the needed gains in productivity. The first formal attempt to change the way we worked came in the 1980 Labor Agreement which provided for the opportunity to utilize Labor Management Participation Teams (LMPTs). LMPTs were established at the Empire Mine and they functioned for a couple of years. The teams spent most of their time working on creature-comfort issues and steered clear of dealing with productivity issues. Mine shutdowns had occurred in Michigan resulting in large layoffs, and the union was trying to add jobs and was not supporting teams that could increase productivity and eliminate jobs. When the 1986 labor negotiations began, the local union pulled their support of the LMPT process. Other initiatives were negotiated over the years to foster a change in the culture but, as with the LMPT program, they did not produce the desired culture change. It became abundantly clear: you cannot negotiate a culture change.

Jan 1, 2004

By B. T. Dawson

In today's work world, constant changes are a fact of life. Downsizing and technological advances are two of the most prominent concerns for employers and employees alike. In this article, the author addresses some of the emotional consequences of these changes and offers a new, empowering perspective for coping with them.

Jan 1, 1998

By Richard P. Stahura

During the next five years, there will be a trend toward performing belt cleaner maintenance while the conveyor is in operation. Most mines and industrial sites that use belt conveyors have an in-house safety rule that the belt must be stopped before maintenance work can be performed on any belt-cleaning device. This is a good rule. Most cleaning devices are positioned against the belt with hardware that requires the service technician to reach or climb into the chute to change the cleaning blades. But this simple rule becomes more complicated as production demands require higher conveyor availability and provide fewer conveyor outages. In many cases, today’s conveyors are expected to be available 98% to100% of the time.

Jan 1, 1996

By I. Fafoutis

Laboratory column studies were conducted in order to assess the effectiveness of slag and red mud reactive barriers for cleaning up leachates generated at mining and waste disposal sites and loaded with copper and manganese. Solutions containing the metals of concern were prepared by dissolving the required quantities of CuSO4?5H2O and MnSO4?H2O in distilled water so that Cu concentration was 100 ppm and Mn 20 ppm. Flow rates of 25 mL.h-1 for Cu solution and 75 mL.h-1 for Mn solution were used in order to simulate aquifer water velocities of 1 ft/d and 3 ft/d respectively. Solutions were pumped upflow, in Plexiglas laboratory columns filled with each reactive medium, using peristaltic pumps. Measurements of middle and outflow column pH, redox potential, conductivity and elements concentration were performed to provide information regarding removal mechanisms for both elements and exhaustion/inactivation rates for each reactive medium. Both reactive media showed fairly good removal efficiency over the period studied. Copper was mainly removed by precipitation and formation of Cu(OH)2 while removal of manganese was due to precipitation of Mn(OH2).

Jan 1, 2006

By R. A. Holmes

Although manganese is a metallic element and is widely dispersed in nature, it never occurs except as a compound in combi¬nation with other elements. Use of such compounds in the production of glass is known to have occurred in early Egypt. The dioxide of manganese was considered a compound of iron until 1774 when C.W. Schule first recognized it as an element. In the same year, a Swedish mining engineer, J.G. Gahn, became the first to isolate manganese. In 1856 development of the Bessemer process of steelmaking gave economic importance to manganese, and later, in 1882 Robert Hadfield discovered the benefits of high manganese steels. GEOLOGY Physical Properties Elemental manganese is a silver-gray metal, resembling iron but harder and more brittle and used primarily in alloys (both ferrous and non-ferrous) and a wide variety of chemical compounds. Some of the physical properties of manganese include: melting point¬1 245°C; boiling point-2 150°C; density at 20°C-7.43 g/cm3; specific heat at 25.2°C-O.115 cal/g; latent heat of fusion-63.7 cal/g; hardness on Mohs scale-5.0; linear coefficient of thermal expansion from 0 to 100°C-22 x 10-6. Mineralogy There are over one hundred minerals that contain manganese. These minerals vary from those with compositions that are pre¬dominantly manganese to those having only minor percentages of manganese. Distribution of Deposits Manganese ore deposits are found worldwide and were formed in various geological environments, but only a rather limited num¬ber of deposits have high grade manganese ore in sufficient quan¬tities to be mined and utilized economically on an industrial scale. It is worth noting the fact that almost all of the significant deposits can be classified into two types of deposits: marine chemical sed¬imentary deposits, and residual (secondary) enrichment deposits. There are, however, a much larger number of geological types but these are not of commercial significance at this time. Sedimentary deposits are the most common and are usually stratiform or lenticular. Manganese minerals were formed by a chemical process during the deposition of marine sediments. They usually contain manganese oxides and carbonate minerals, some¬times interbedded together or with other sedimentary rocks such as limestone or shale. Examples of this type of deposit are the Russian ore bodies of Nikopol and Tchiatoura, as well as the Kalahari deposits in South Africa and deposits of Groote Elyandt in Aus¬tralia. Residual deposits were formed in a different way: by alteration of existing manganese deposits or by concentration of the manga¬nese minerals when other minerals were washed away by weath¬ering or ground water processes. The Nsuta deposit in Ghana, the Amapa deposit in Brazil, the Moanda deposit in Gabon, and nodules in the residual clays of the US Southern Appalachians are examples of this type of geological process. In the case of the Ghana and the Amapa deposits, this is only true for the outer layers of the deposit containing oxide minerals, the inner part being comprised of car¬bonate minerals including manganese carbonate, probably from marine origin. Some sedimentary and residual-type deposits have been metamorphosed, giving rise to small high grade ore bodies. These deposits are regionally metamorphosed, occurring in mar¬bles, slates, quartzites, schists, and gneisses. Some of these deposits, such as the Franklin, NJ, deposit are rich enough to be commercial without secondary enrichment; however, most of the exploitable deposits have been secondarily enriched. Due to the diversity and complexity of manganese deposits, both with respect to deposition and chemistry, a wide range of impurities are almost invariably present in the ores. Table 1 shows that the reserves (i.e., a measured resource that can be economically and legally extracted) are estimated at 814 x 106 tons of contained Mn, which equates to more than a 100 year supply at the current level of production. The reserve base is made up of the marginally economic reserves and sub-economic re¬sources and are some 4.5 times greater than the proven reserves. Also apparent from study of Table I is the fact that some 75% of manganese reserves are found in two countries, the USSR and South Africa. On the other hand, North America (i.e., the United States and Canada) have few significant deposits. The largest deposit, or at least one of the largest, in the United States is located at Chamberlain, SD. This deposit is sedimentary

Jan 1, 1994

By Felicia F. Peng

The naturally occurring aged manganese oxide coated on the granular media was found to have a catalytic effect on the removal of low concentration of Mn(II) (-1 ppm) from drinking water. Applying this principle, a manganese removal technique was developed for removal of higher concentration of Mn(II) (-100 ppm) from mine drainage by using various aged filter media and synthesized granular media with manganese oxide coatings. Laboratory-scale continuous granular media column experiments were conducted to assess the feasibility of manganese oxide-coated granular media for Mn(II) removal from synthesized mine drainage. The removals of Mn(II) were evaluated as a function of operation parameters including solution pH, manganese oxide concentration coated on the media, interstitial velocity, and oxidant concentration of influent. Higher solution pH and/or higher manganese oxide concentration promoted the removal of Mn(II) on the oxide-coated granular media under low interstitial velocity. Addition of sodium hypochlorite as an oxidant in the influent resulted in continuously regenerated oxidized surface to serve as the catalyst for Mn(II) oxidation reaction on the surface of oxide-coated media.

Jan 1, 1994

By Bruno Paponetti, Luigi Toro, Carlo Abbruzzese, Maria Y. Duarte, Anna Marabini

A bioleaching process has been developed to extract manganese from low grade domestic resources not amenable to conventional mineral processing operations. Between the different strains of microrganisms tested, Thiobacillus ferrooxidans has appeared poor over manganese, Aspergillus niger allowed to obtain high recovery, probably due to the metabolic production of citric and oxalic acids, showing a remarkable complexing and reducing action. The growth of microflora has been correlated to the MnO dissolution as confirmed by SEM observation.

Jan 1, 1989