Search Documents

By Terrence Chatwin, Michael Sweeney, Steve Accardo

Sutter Gold Venture excavated an exploration decline into a mineralized zone in the Sutter Creek gold mining district. Delays in obtaining the conditional-use permit resulted in 7 to 10 million gallons of water accumulation in the decline containing elevated dissolved arsenic. Sutter received a permit to land apply the water after reducing the arsenic concentration to 0.05 mg/L. Initially the water was treated by co- precipitation arsenic with ferric hydroxide. Operational difficulties of this treatment system resulted in Sutter pursuing alternative treatment methods. The activated alumina adsorpting was selected due to its flexibility and ease of operation. Operating and maintenance data and costs will be presented.

Jan 1, 1995

By K. Sharman

Quintette Coal Limited (managed and 50% owned by Denison Mines Limited) operates an open pit coal mine located in northeastern British Columbia, in the foothills of the Rocky Mountains. (See Fig. l). Mining commenced in 1982. The mine currently produces 4.75 million tonnes of medium volatile bituminous coal per year from three pits (Mesa, Wolverine and Shikano), using a truck/ shovel operation. (See Fig. 2). Conveyors and trucks transport run-of-mine coal to the heavy media/froth flotation process plan t, where it is cleaned and loaded into rail cars for delivery to the Ridley Island port at Prince Rupert, British Columbia. All coal is sold to the Japanese steel industry under a long term contract. The coal seams mined at Quintette are contained in the Lower Cretaceous Gates Formation. Mineable seam thicknesses vary from 0.6 m to 10 m. The regional structure of the area is typical of foreland fold and thrust belts, with open to tight folds and imbricate thrust faulting. The range of structural features found in the three pits, and their effect on mining, forms the subject of this paper.

Jan 1, 1991

By Mark L. Munsell

In recent years, miners have tried many approaches to maintenance such as: - Highly sophisticated computerized programs. - large planning groups designed to preplan and schedule work. - Contract maintenance. - Break down maintenance. Each of these approaches has faced the added constraints: - High replacement cost of equipment necessitating longer useful equipment life - management?s increased scrutiny of all indirect costs such as maintenance. Faced with these factors, what system of maintenance control is right? After visiting many properties recently, it appears there is no right system. Maintenance programs need to be tailored to the people and production constraints that occur at an individual property.

Jan 1, 1976

By J. C. Heter

The P.W. Gillibrand Company has been processing and stockpiling a suite of heavy minerals at its Soledad Canyon Mine as co-products with construction aggregates since 1984. The heavy minerals are composed of ilmenite, magnetitie, apatite and zircon. The source of the heavy minerals is the Precambrian San Gabriel Anorthosite Complex of the western San Gabriel Mountains. The valuable minerals are readily amenable to standard ore dressing techniques, such as, gravity, magnetic, flotation and electrostatic separation with good recovery and product quality. More than 20,000 short tons of coarse ilmenite were sold in 1990 to the export market for titanium pigment production.

Jan 1, 1992

By B. J. Vorster

The South African Iron and Steel Company Ltd operates a large Iron Ore Mine in the Cape Province of the Republic of South Africa. The Mine is situated on the farm, Sishen, approximately 600 km west of Johannesburg. The annual capacity of the Mine is 100 million ton of ore and waste and the present production level is 60 million ton. The Mine operates continuously for 6 days a week. The primary equipment used to maintain the above production are 55, 154 t trucks (Wabco and Unit Rig) and 14 P & H shovels. During 1979 an urgent feasibility study into the application of a trolley assist system was launched at the Mine. This was due to the unrealistic escalation in the cost of diesel fuel and the appeal from the South African Government to reduce the use of fossil fuels. Tests and economic evaluations proved the system technical feasible. The estimated discounted cash flow return exceeded 50% and the diesel fuel consumption would be reduced by 120 million litres in the next 10 years. Management subsequently approved the implementation of the system at Sishen. The construction of 7,7 km of line and the conversion of 66, 154 t trucks were completed in March 1982.

Jan 1, 1985

By R. G. Church

Belle Ayr Mine was established in 1972 as the first large surface coal mine in the Powder River Basin of Wyoming. During the mid-1980s, it was eventually out-distanced in productivity by newer mines, and management recognized that the mine must recapitalize its major mining equipment and enhance its workforce flexibility in order to be competitive in the deteriorating market situation. Therefore, state-of-the-art haulage and loading equipment was placed into service, and a 12-hour rotating shift and a technician-based workforce was implemented. Belle Ayr Mine is located 29 km (18 miles) southeast of Gillette, Wyoming, in Campbell County (Figure 1). The mine is a part of AMAX Coal West, Inc., and with its sister mine, Eagle Butte, located 8 km (5 miles) north of Gillette, is a major contributor to the overall coal production of AMAX Coal Industries, Inc., headquartered in Houston, Texas. This paper addresses mine planning, recapitalization initiatives, and innovative workforce changes which propelled this large, surface coal mine to the forefront of productivity in the ever tightening low sulphur coal market.

Jan 1, 1994

By J. H. Mackey

"Where can I obtain a reclamation bond today?" "Who is writing your bonds?" These questions are common and heard frequently. The fact that the Society of Mining Engineers has determined that two of the five environmental topics reviewed at the 1989 Annual Meeting relate to reclamation bonding indicates to me that those who are involved in the coal industry, no matter what capacity, remain very cognizant of the reclamation bonding dilemma.

Jan 1, 1989

By J. R. Parry

Over the past several years, computerized financial models have been an important part of Newmont's strategic planning process. Two applications will be discussed in this paper: a general purpose financial model of Newmont, and a detailed operational/financial model of Magma Copper Company. Newmont?s general purpose financial model was developed using Lotus 1-2-3. It was designed to aid management in assessing the financial consequences of investment and financing decisions associated with long-term strategic planning by simulating the consolidated effect from individual transactions. Not only is the model capable of assessing the sensitivity of specific decisions to changes in the external economic environment (i. e., commodity prices, interest rates, inflation and exchange rates), it can also evaluate the effect from operating and financial decisions, including changing production levels and cost structures at individual operating units as well as simulating several types of transactions, including equity and debt issues, acquisitions and divestitures. The analysis of Magma Copper Company required the development of a detailed operating and financial model of the Company. The model was developed using IFPS in the corporation?s UNISYS (then Burroughs) B7900 mainframe computer and included separate pro forma financial statements for each of San Manuel-Pinto Valley's mines and concentrators, as well as Magma's smelting and refining operations. The outcome of this analysis was the decision to merge Magma Copper and Pinto Valley Copper Corporation, and to recapitalize the new corporation in order to provide funds for a retrofit and expansion of its Arizona smelter and expansions of its refinery and SXEW facilities.

Jan 1, 1989

By S. Borner Schweizer

An overview over SAM’s approach to assess corporate sustainability performance illustrates how sustainability challenges are linked to trends, assessment criteria and finally company performance. This process is exemplified with some general and industry specific criteria. Lastly, results of the Dow Jones Sustainability Assessment 2004 show a considerable gap between leading and average companies. Best practice examples demonstrate how lagging companies could improve their sustainability performance.

Jan 1, 2005

By E. H. Christiansen

The most valuable gem- quality red beryl comes from the Wah Wah Mountains of south-western Utah (Fig. 1). Red beryl occurs as a secondary mineral in topaz rhyolite. Marketable crystals from the Wah Wah Mountains have been produced from the Violet Mine, operated on a limited scale since 1976 under the ownership of the Harris family of Delta, UT. From 1989 to 1995, production from the mine amounted to more than $3 million with an inventory of several million dollars of unsold gems (Harris, 1995). In 1994, Kennecott Exploration leased the mine and surrounding claims to determine reserves and feasibility of gem recovery. Mining and exploration activity are continuing. Previous work on red beryl has dealt mainly with crystallographic, chemical and optical properties of the crystals (Shigley and Foord, 1984) with only general descriptions of the geology (Ream, 1979). However, the conditions needed for formation of red beryl have not been well constrained. It is generally proposed that beryl originates by precipitation in fractures and vugs from high-temperature gases as they are released from slowly cooled rhyolite lava. Dozens of topaz rhyolite flows and domes, similar in composition to the beryl-bearing flow in the Wah Wah Mountains, occur across the western United States (Christiansen et al., 1986). All of these flows devitrified to form vapor-phase topaz and locally other vapor-phase minerals such as bixbyite, garnet, hematite, pseudo-broo- kite and fluorite. But the occurrence of beryl is rare. Even within the rhyolite flow that hosts the red beryl, the productive open pits comprise only a small fraction of the surface area of the flow. Apparently, the conditions that favor the formation of red beryl are rarely achieved. Geologic setting The rhyolite flow that hosts the red beryl deposit lies along the eastern flank of the Wah Wah Mountains (Fig. 1). Prevolcanic rocks consist of Proterozoic, Paleozoic and Mesozoic sedimentary rocks that were folded and thrust to the east during the Sevier orogeny. Cenozoic volcanism began about 34 Ma. It consisted mostly of large volume dacitic ash flows and lesser volumes of low- silica rhyolite and andesitic lava flows. Beginning about 23 Ma, the style and composition of volcanism changed to smaller-volume, ash-flow and dome-forming eruptions of high-silica rhyolite and trachyandesitic lava. These rocks form the Blawn Formation of which the beryl-bearing rhyolite is one member (Best et al., 1987). Abbott et al. (1983) reported a K-Ar age of 22.1 + 0.8 Ma for this flow. It is probably the oldest topaz rhyolite flow in the Wah Wah Mountains. A subsequent episode (12 to 13 Ma) of bimodal magmatism produced the Steamboat Mountain Formation. The rhyolitic part of that is locally topaz-bearing. Displacement on the late Cenozoic extensional faults that formed the north-trending mountain ranges began about 22 Ma. Geology of the Violet Mine The rhyolite that hosts the red beryl deposit is part of a flowldome complex that overlies nonwelded tuff of cogenetic origin. This rhyolite is exposed over an area of about 9 km2 (3.5 sq miles) (Fig. 1). An unknown additional portion of the rhyolite is concealed beneath younger mafic lavas and sediments.

Jan 1, 1997

By T. McDonald

Test work indicated and plant operation has since confirmed that SAG milling is a viable option for INCO's Sudbury Operation milling rationalization project only if pebble crushing is included in the SAG/ball mill circuit. Throughput increases more than fifty percent with pebble crushing incorporated into the comminution process. The finer product of high speed pebble crushing provides further energy savings. The unconventional approach of pumping the pebble crusher product, while simplifying plant layout, has produced challenging wear problems.

Jan 1, 1992

By Cliff Holloway

The past year has been difficult for Canada's primary industries. The mining, oil and forestry industries have been hit by low prices and a reduced demand for natural resources. Foreign competition, militant environmentalists, the breakdown of the Asian and European economies and Canada's shrinking dollar have all put additional pressures on the commodity purchaser to buy smarter. It is easy to appreciate why operations and maintenance supervisors want the best performing product. It makes good sense. The challenge is to source that quality product while staying within the budget. The bottom line (price), however, often becomes the control- ling factor, usually at the expense of quality and performance. This is short-term thinking, often with expensive consequences.

Jan 1, 1999

By Eugene Guccione

The US mining industry today is fighting for its existence. We are plagued by the shortage of materials, of equipment, of fuels, of capital, of manpower. If we solve those shortages, we are then frustrated in our attempts to open a new mine or, perish the thought, a new smelter. If we manage to make a profit, demagogues will accuse us of stealing from consumers; and, if we do not make a profit and have to shut down, the same demagogues will accuse us of creating unemployment. Meanwhile, in every aspect of our business - from research, exploration and development, to production, marketing and selling - we are hindered in every way by the bipartisan mismanagement and crippling controls of a government bureaucracy gone amok. We are fighting a war on every front. Some of you realize that ours is a war of ideas. In order to win, our industry must make its ideas heard. But to be heard, we must have something to say - which means: we must know our case logically and consistently, all the way down to essential principles. A principle is a primary truth applicable to a great number of instances. A principle is like a road map: it shows you all the possible alternatives for getting from where you are to where you want to go. Although practically everybody recognizes the usefulness of a map and the need to consult it to find the best way' to get from one city to another, most people are not as careful in charting the course of their life, or the course of their industry, or the course of their nation. And so they act blindly, at random, by the whim of the moment, and get nowhere fast.

Jan 1, 1975

By M. R. Carter

The Rochester Mining District is located some twenty-five miles NE of Lovelock, Nevada. The District was discovered and named in the 1860's by prospectors from Rochester, New York. For a number of years, they worked Rochester Canyon, sinking shafts and inclines and making open cuts. After reaching a depth of approximately eighty feet, the miners tapped an underground channel and were driven from these workings by a strong flow of water leaving pumps in the shaft and barely escaping with their lives. With the Rochester workings no longer accessible, the miners went to the southeast and established the Relief Mining District. About 1881, gold was found in the gravel at the mouth of American Canyon, to the east of Rochester. These placers were worked until 1895, first by the Americans who reportedly took out $1 000 000, and later by the Chinese who mined the gravel with great skill. It was estimated that the Chinese took out as much as $10 000 000.

Jan 1, 1987

By Robert E. Gray

The vat leaching operation at the Yerington Mine was started in October, 1953. The original plant facilities consisted of primary and secondary crushing, eight leaching vats, precipitation launders, sulfuric acid plant and the necessary maintenance, warehouse and administrative facilities. By 1961, 35,000,000 tons of oxide ore had been removed from the mine exposing the underlying sulfide ore body. A 5,000 ton per day concentrator was constructed and put into operation to treat the sulfide ore in November, 1961. The original crushing plants were used for both oxide and sulfide ores. By adding a third crushing shift for six days per week, the treated ore was increased from 12,000 to 17,000 tons per day. To balance the oxide and sulfide ore reserves, the concentrator was expanded to 13,500 tons per day in 1967. Again, no additional crushing facilities were added. It was anticipated that the treatment rate of oxide ore would be reduced from 12,000 to 9,000 tons per day. Instead, the addition of two crushing shifts per week, and improved operating procedures, increased the treated ore to 26,500 tons per day, 13,000 tons to the vat leaching and 13,500 tons to the concentrator.

Jan 1, 1975

By K. Burke, K. L. Myers, R. Espell

Barrick's Goldstrike AA heap leach pad is an HDPE-lined facility that was used for gold recovery from low-grade ores using conventional cyanide heap-leach technology. The pad was operated from 1987 through 1999. Goldstrike prepared a unique reclamation plan for the AA leach pad facility to provide for a cost-effective, environmentally sound facility closure and to fulfill the State of Nevada's closure requirements. The traditional Nevada leach pad closure procedure involves rinsing to reduce the cyanide concentration to an acceptable level followed by reclamation. However, rinsing does not typically reduce certain metals and compounds, and some constituents may increase in concentration with rinsing. A closure scenario to effect limited infiltration through installation of a capillary cover for the leach pad was developed. The capillary cover was constructed by placing a fine-grained layer above the coarse-grained spent leach material to create a capillary break. In an arid climate such as in Nevada, the fine-grained layer will rarely reach saturation, and the cover will be able to store water during precipitation events and will allow removal of water through evaporation and transpiration (ET) during the growing season. A 1.22-m (4 ft) cover thickness was selected as the optimum design cover thickness. The drainage network on the surface of the recontoured AA heap leach pad was specifically designed to enhance the re vegetation, reclamation and sediment yield control aspects of the AA heap leach pad closure, while resulting in a natural looking surface that is compatible with the surrounding topography. Adjacent natural topographic features were used to establish target design parameters for recontouring and erosion-control design.

Jan 1, 2002

By Gregg J. Hodges

The Stillwater Mining Company, a partnership of The Pittsburg & Midway Coal Mining Co. and Manville Corporation, began commercial production of flotation concentrates from the western hemispheres' only primary platinum palladium deposit at Nye, Montana in March 1937. In the fall of 1987 an integrated pilot plant testing campaign of electric furnace smelling and oxygen? blown converting confirmed the feasibility of further upgrading to semi? refined matte or 'white metal". In the summer of 1990 the production smelter was brought on-line at Columbus, Montana. This paper describes the technology transfer from the pilot to the production smelter. Emphasis is placed on flowsheet development and the scale factors between the test and production furnaces and gas cleaning plants. The metallurgical results of the pilot plant and of the early months of production of the commercial works are also compared.

Jan 1, 1991

By L. A. Panek

A new pillar strength formula is presented, incorporating a function P of size and shape, which takes into account the size-shape interaction effect as well as the enhanced strength exhibited by wide pillars. Existing pillar formulas, lacking these capabilities, are not suitable for extrapolating small-specimen test results to mine-pillar sizes and shapes. Interpreting compressive-strength test results as function of P clearly reveals wide-pillar behavior in much old test data. Model relationships are discussed, along with their scaling implications.

Jan 1, 1994

By J. F. T. Agapito

Two flat-lying trona seams 3-to 3.5-m thick, approximately 10 m apart, and at depths of 250 m are mined by room-and-pillar at OCI's Big Island Mine in Wyoming. Continuous miners and a yielding pillar system have contributed to improvements in resource recovery and productivity. Long-term stability with minimal subsidence is needed for a large portion of the mine beneath the Green River channel. This was investigated by computer modeling in 1990. Although results of the study indicated good long-term stability, recommendations were made for stress determinations to verify the model. Stress determinations made in 1997 showed pillar stresses 10% to 20% higher than the model stresses, and barrier pillar stresses 10% to 15% lower. This implies that higher panel stresses will be transmitted from the upper to the lower seam. A stability evaluation of the lower seam is planned before two-seam mining to assess entry widths and support requirements.

Jan 1, 1999

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