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By S. R. Brown

A number of relatively recent factors associated with the design of new metallurgical processing plants have made the effective training of operators a requirement for a successful start-up. Some of these factors include large capital investment in a minimum of processing lines, highly complex process control systems, and stringent regulations on plant effluent, to name a few. More than ever, operating mistakes during the start-up phase can lead to substantial delays in achieving design production, as well as problems with government authorities if permit limits are exceeded. The only way to assure your return on plant investment is to ensure new plant operators have the knowledge to properly run the plant from the outset. A comprehensive set of operating manuals specifically targeted for plant operators and foreman, written by experienced operating personnel, is the only effective way to provide the necessary information for start-up-related training.

Jan 1, 1995

By C. E. Wethered

THE Morning mine is operated through one main working adit, known as No. 6 or 800 tunnel level. At a distance of 10,000 ft. underground from the portal is the vertical four-compartment, main working shaft, which extends to the 3050 level, a distance of 2250 ft. below the collar, or 800 level. Shaft-stations are cut and levels opened every 200 ft. of depth and the ore is stoped to the next level above. The vein is nearly vertical and the ore is usually fairly massive and brittle. Both walls are soft and slabby and much difficulty is therefore experienced in holding them. Stopes are usually carried up in short sections, approximately 200 ft. in length, that are mined as rapidly as possible in order to avoid a too great replacement or repair of stope timbers. The four-compartment vertical shaft, 110 ft. in the footwall of the vein, is the sole medium of outlet for all ore mined below the adit level. Two compartments of this shaft are used exclusively for hoisting ore, except at the time of changing shifts, when one compartment is used to handle some of the men and timber. The third compartment is equipped for handling men, tim-ber and all general supplies and is operated by a Nord-berg 300-hp. electric hoist. This hoist has a lifting ca-pacity of 14,000 lb. with an average rope speed of 800 ft. per minute. The fourth compartment is used solely as a manway and pipeway.

Jan 7, 1927

By Finlay, J. S.

THE North Lily Mine started its career in an unusual way it was discovered by a geologist. The remarkable circumstance of driving a 2400-ft. drift into an unexplored country and "hitting her on the nose," indicates that geologists are sometimes numbered among those whom the Lord loves. Diamond- drilling from surface had previously shown the presence and position of the Ophir beds, and surface showings of pebble-dykes, faults, and bleached rhyolite indicated conditions similar to those at the Tintic Standard "Pot-hole." The discovery drift from the Tintic Stand- ard 700-level reached the North Lily orebody in January, 1926, and development and stoping were continued by Tintic Standard men and equipment until the North Lily shaft was sunk and put into service in May, 1928. The discovery drift was run on a cooperative basis by the Tintic Standard and North Lily mining com- panies. Finding the North Lily mine cost the North Lily company $26,000. The Tintic Standard Mining Co. furnished men and equipment to drive this discovery drift at a fraction of what it would have cost to find the orebody from surface. This was the beginning of the friendly cooperation that still exists. Through Tintic Standard ground the Tintic Standard paid two- thirds of the cost and the North Lily one-third; the cost of the drift through Eureka Lily, into North Lily ground, was paid by North Lily. Later, another drift from the Tintic Standard 900-level was run on the same plan, excepting that Eureka Lily paid its share of the cost; that is, the Eureka Lily paid one-third of the expense in Tintic Standard ground, and the Eureka Lily two-thirds and North Lily one-third in Eureka Lily ground. This 900-drift was driven by North Lily from the Eureka Lily line to near the North Lily west side-line. From this point the Chief Consolidated continued the drift well into Tintic Bullion ground.

Jan 1, 1929

By G Harbort, D Zoetbrood

"The Phu Kham copper-gold operation in the Laos People’s Democratic Republic (PDR) is owned and operated by Phu Bia Mining Limited. PanAust Limited holds a 90 per cent interest in Phu Bia Mining Limited, with the remaining ten per cent held by the Laos PDR Government.The original 12 Mt/a copper-gold concentrator at Phu Kham commenced production in April 2008. An incremental improvement program resulted in a number of circuit changes being incorporated by 2011, including conversion of conditioning tanks to flotation cells and the installation of a Jameson Cell cleaner scalper. In 2012 the Phu Kham Upgrade Project was commissioned to increase throughput to 18 Mt/a. In April, 2013 the Phu Kham Increased Recovery Project was commissioned to maximise performance by debottlenecking the plant IsaMill™ regrind and cleaning capacity.With the variable mineralogy of Phu Kham ore, control of the c concentrate regrind circuit is essential in terms of achieving effective liberation to maintain concentrator performance. On a routine basis laboratory regrind signature plot data is compared with daily surveys of the operational IsaMills™. More extensive surveys are also conducted to determine size distribution on a mineralogical basis and the effect of fine regrinding on pulp electrochemistry and flotation performance. This paper provides a review of the operating performance of the Phu Kham IsaMills™ with regard to power draw, feed and product size distribution, feed per cent solids, mineralogy and pulp electrochemistry. Operating performance is compared with the IsaMill™ signature plot test for predicting performance.Citation:Harbort, G, Zoetbrood, D and McNab, B, 2016. Operating Performance of the Phu Kham IsaMill™, in Proceedings 13th AusIMM Mill Operators’ Conference 2016, pp 39–50 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 10, 2016

By Cheryl Lee Vatter

The Lupin mine consists of a gold mining, milling, and refining complex located 400 km (250 miles) northeast of Yellowknife and 100 km (60 miles) south of the Arctic Circle on the southwest shore of Contwoyto Lake in Canada's Northwest Territories. (Fig.1). The mine was commissioned in 1982 and is presently producing 6 t/a (193,000 oz per year) of gold from 612 kt (675,000 st) of ore. The success of this operation is due to such factors as the continuity and grade of the ore body, the competency of the host rock, low mining costs, efficient milling, the transportation of people and materials to and from the mine site, and the unique work schedule resulting in a stable workforce. Echo Bay Mines operated a silver mine at Port Radium on Great Bear Lake, Northwest Territories, from 1965 to 1982. The company first obtained an option on the Lupin property from Inco in February 1979 and completed an underground exploration program in 1979-1980. Topographic relief is low and vegetation is sparse in the continental subarctic climatic zone, consisting mainly of moss and lichens. Temperature extremes are from 24°C to - 45°C (+75°F to -49°F) with an annual mean of -12°C (+54°F). Permafrost extends from near surface to 500 m (1640 ft) in the ore zone. Its remote location and harsh climate presented some challenging design and logistical problems. Construction began at the Lupin mine site in 1980. Before construction, a 1.5-km (5000-ft) gravel landing strip was prepared, suitable for landing a C 130 Hercules. The entire Lupin project took 20 months to build. All of the men and materials were transported to the site with some 1100 Hercules flights and several hundred Convair 640 flights. The Convairs transported construction crews, which numbered 400 at their peak, and also carried 3.2 kt (3535 st) of supplies during construction. The facilities were constructed and commissioned for a total cost of C$135 million. The operation was originally designed to throughput 860 t/d (950 stpd). Expansion in 1983, circuit refinements, and some capital projects brought the daily throughput to 1.7 kt/d (1850 stpd). The underground mine delivers 612 kt/a (675,000 stpy) of ore to the mill at an average head grade of 8.46 g/t (0.3 oz per st). The ore is nonrefractory and is processed in a conventional cyanide leach using the Merrill Crowe process. Gold recovery is about 95.0%. The average production cost is $US5.85/g ($US 182 per oz) based on 1987 figures. Mining at Lupin – Geology The Lupin deposit occurs in amphibolite grade iron formation overlain by mudstones (phyllites) and underlain by graywacke (quartzites). Contacts between the wallrock units and the iron formation are well defined. It has been folded and tilted into a megascopic antiform-synform-antiform structure (Fig. 2). Gold occurs primarily within the sulfide rich iron formation, with some minor occurrences in sulfide poor iron formation. The distinction between sulfide rich and sulfide poor iron formation is based on a visual cutoff of 5% total sulfide content. Mining widths are determined by an assay cutoff of 4.2 g/t (0.15 oz per st) gold. There are few tons between 1.7 and 4.2 g/t (0.06 and 0.15 oz per st). The amphibolitic iron formation at the mine ranges from 1.5 to 20 m (5 to 65 ft) wide and has been followed over a strike length exceeding 1.7 km (5600 ft). The wider portions of the ore body tend to occur at its north extent and south nose. The gold-bearing iron formation appears on plan as a Z-shaped structure made up of three zones: the West, Center, and East. The West and Center zones dip steeply to the East (75° to 90°). Each of the ore zones plunge at an angle of about 65°. Total strike length of the three zones is more than 610 m (2000 ft). The zones are confirmed at a depth of 650 m (2130 ft) below surface. The Center zone is the widest and varies from 4.5 to 20 m (15 to 65 ft) while the West is the narrowest, averaging 1.5 m ( 5 ft). The footwall is comprised of quartzites that are strongly jointed and locally grades into phyllite, which comprises the hanging wall. The hanging wall and footwall are reversed in the West zone. Mineralogy of the ore at Lupin consists of amphibole minerals (hornblende, cummingtonite, and grunerite), feldspars, quartz, occasionally garnet, pyrrhotite, arsenopyrite, minor pyrite, and trace chalcopyrite. Also found in minor amounts are scheelite, apatite, epidote, calcite, tourmaline, and some arsenides (notable loellingite). Quartz

Jan 1, 1989

By Rodolfo Espinosa

"Industrias Peñoles, S.A. de C.V. in Mexico, has nine mining operations, six managed by Peñoles (base metal mines) and three managed by Fresnillo plc (precious metal mines). Seven of the operations use flotation and the other two are heap leach operations, one for gold and the other one for copper.This paper gives a brief introduction of Peñoles, shows mine locations and describes the main process characteristics of each concentrator. It also presents four of the new operating practices that were implemented over the last four years to improve the economics of the mining operations. These include (1) the use of centrifugal gravity concentrators to increase the recovery of gravity recoverable gold (GRG) and silver (GRS), (2) the use of expert systems to reduce process variability while increasing grades and recoveries, (3) the application of the Six Sigma methodology to key projects to ensure success and personnel development and (4) the use of water chemistry fundamentals to identify chemistry problems and design adequate solutions for improving grades and recoveries.INTRODUCTIONPeñoles was founded in 1887. It is a mining group with integrated smelting, refining and chemicals producing operations. Peñoles is the world largest producer of refined silver and metallic bismuth, the leading Latin American producer of refined gold and lead. It is amongst the world leading producers of refined zinc and sodium sulfate.Peñoles operates and controls six underground mines in Mexico and is the largest producer of zinc and lead of the country. It also produces copper concentrates and cathodes. Through its 77.1% equity stake in Fresnillo plc (a London Stock Exchange listed company); Peñoles is also a significant producer of gold and silver. Fresnillo plc operates three precious metal mines in Mexico. While Fresnillo is the world largest primary silver mine, Ciénega and Herradura are two leading gold mines of Mexico. Figure 1 shows a map of Mexico indicating the locations of the Peñoles mines. The main process characteristics of each concentrator are listed in Table 1."

Jan 1, 2011

By J. J. Jakosky

ALL electrical geophysical methods depend for their operation upon the effects produced by the flow of an electric current. By studying these effects it is possible to predict the general axis of current flow. The greater flow of current is in the path of greatest, effective conductivity; and since the effective conductivity of a mineralized zone is different from that of its surrounding envelope (usually much greater), it is possible to locate such a mineralized zone by the distribution of current. Due consideration must be given, of course, to geological structure, to type of mineralization, and to other factors. A number of methods are used to cause this flow of current, and various methods are available for detecting the presence of such current flow and for studying its effects. In a rather detailed way, this paper will discuss the theoretical and practical phases of the inductive methods of geophysical prospecting. ELECTROMAGNETIC GENERATION OF AN ELECTROMOTIVE FORCE The inductive method is so named because the current flowing in the conductor is obtained by electromagnetic induction, instead of by the use of ground electrodes through which a current is passed as in the applied potential systems, or by direct contact with the orebody. An alternating current flowing in a coil will create an electromagnetic field around the coil. This field will have the same frequency as the current and will radiate or travel outward from the coil in closed magnetic or flux circuits: These flux circuits (in air or a homogeneous medium) will be perpendicular to the plane of the coil and will extend or travel outward with uniform velocity in every direction. Maximum field exists in the plane of the coil. Such a coil used for transmitting or as the "energizer" will exhibit similar figure-eight characteristics to those exhibited by the direction-finding coil which will be described in detail later.

Jan 1, 1928

By C. Allen Born

INTRODUCTION As the title of this paper suggests, the author does not believe that risk can be managed. Rather, the objective is to identify the risk which will be present in a given venture and assess the level of that risk which is acceptable. More often than not, the risk which is present is subject to little or no modification. After identifying and measuring the risk a corporation will decide to accept it and proceed in such a way that it will be less exposed, or it will decide not to proceed at all. The exercise for a corporation is different only in degree from everyday judgements made by average people in average situations. However, that word "degree" means that it is considerably more complex on the corporate level. There is good reason for the additional complexity of corporate risk evaluation. The variables influencing a company's decision can be more numerous and the penalties for miscalculation much greater than those normally encountered by an individual. It should be understood that no analysis of risk, certainly not one as brief as the following, can do more than touch on some of the high points. Before examining the sorts of risk which affect the development and operation of specific mines, let us consider the broader aspect of the term with which mining companies, and all other business corporations, must deal. Companies must determine their long-term objectives and strategies within the context of a constantly changing world. To plot their direction they must attempt to read the future by seeking answers to questions such as: How will society evolve? Which businesses will thrive? In which of these should we place our emphasis? If a company hopes to be around five or ten years from now it must make the attempt to answer such questions in order to judge the impact of changing patterns in the evolving business environment. Information is available to allow the lessons of the past to be projected on the future. We have data on birth rates, economic booms and busts, patterns of conflict within and between nations, drought and other forces of nature as well as individual events which cannot be predicted, but which over time, do seem to occur in regular cycles. Ultimately the question "where will we be and what will we be doing a decade from now?" must be answered by one or more senior people with responsibility for the company's future. The compilation and interpretation of hard data by competent support staff, can only be used up to a certain point in determining future corporate strategy since there will be alternative possible futures and a high degree of risk will always remain. At this point those elusive qualities of experience, instinct, and - "gut feeling" - become important factors in choosing a long-term corporate direction. The goals of a company have a significant bearing on its attitude towards risk. This in turn dictates the "hurdle rate of return on investment" which a project decision-maker will require. The hurdle rate is the minimum-discount-percentage-rate applied to forecast cash flows to give a present value of zero to the All-Equity-Funded Investor. The feasibility study for a project is a fundamental tool in the management of risk. An experienced team has an established and well-understood set of ground rules for the preparation and assembly of a feasibility study. The necessary degree of conservation is built in at all levels of study data and, if the project is technically feasible, the hurdle rate becomes a catch-all measure of risk in a base-case project cash flow.

Jan 1, 1985

By S. A. Kenzap

Risk & Uncertainty ? Uncertainty about a situation can often indicate risk, which is the possibility of loss, damage, or any other undesirable event. Most people desire low risk, which would translate to a high probability of success, profit, or some form of gain. Risk = Likelihood x Consequence Risk is the possibility of loss, damage, or any other undesirable event.

Oct 1, 2010

By S. A. Kenzap

This paper provides an overview and discussion of key aspects of operating risk valuation in underground metal mining systems, with impact on project economics, using stochastic computer modelling in Discounted Cash Flow (DCF) analysis. Mine operating risk classification and assessment for ground, equipment and scheduling aspects are presented with an overview of available risk valuation tools that have been developed in engineering disciplines. The classification is organized by keeping in perspective the mine design needs and constraints, as well as the potential economic impact that operating problems can have on an underground development and production system. These sources of cost, revenue and time delays are tabulated to enable the hierarchization of potentially hazardous unplanned events occurring during the mining project life cycle. In complex technological systems, like the underground mining systems, the decision-making process involve a wide range of uncertainties, and often this is based on subjective and qualitative expert evaluations. Whether a qualitative or quantitative analysis is conducted, it is often the case that the probability of a certain project parameter value needs to be estimated. This requires use of methods and techniques to handle subjective, qualitative measures and to combine them with quantitative stochastic modelling in order to evaluate mine operations-related issues on DCF economic performance measure parameters. Links are established between decision making and the risk-based mine planning process for evaluation of design alternatives, with emphasis on the need of introducing flexibility in mine design. Finally, challenges of risk-based mine planning and design implementations are discussed and the call for an integrated risk-based real options systems valuation (ROV) ?in? projects analysis is made.

Aug 1, 2013

By J. P. Ducarme

Numerous fatal/nonfatal accidents involving underground workers struck by powered machinery occur yearly, with continuous miners and roof bolters involved in the majority of these accidents. In an attempt to reduce these accidents, researchers at the the National Institute for Occupational Safety and Health (NIOSH) Pittsburgh Research Laboratory conducted studies of operator interactions with the motions of continuous mining machines and roof bolter boom arms. These operators generally perform their tasks in close proximity to the equipment in confined workspaces, often employing awkward postures. Since experiments with human subjects using the actual equipment were not feasible due to safety concerns, researchers opted to conduct controlled experiments in laboratory settings. Utilizing motion capture technologies and computer simulations, the studies collected data on equipment and operator movement in a range of seam heights and working postures. This article details the results of these studies to examine operating speeds based on usage and seam height.

Jan 3, 2010

By A L. Welsh, P S. Newling

Mill operators are entrusted to manage what are normally the largest capital assets on any mine site. Achieving maximum utilisation and lowest costs that drive operating margins are realised by applying well known fundamentals of good housekeeping and proactive (as opposed to reactive) maintenance programmes. Historically, maintenance and operations staff are bought in late during the construction stage and often do not have the time, know how or tools to put in place (let alone train the incumbent staff) a functioning maintenance system before commissioning starts. They then get drawn into a reactive maintenance paradigm as teething problems post commissioning are dealt with and day to day issues envelop the line tradesmen and supervisors. Additionally, even when some semblance of a planned maintenance system is established, it is often the case that over time personnel and cultural issues mask the development of problematic maintenance practices. As has been observed by the authors on many occasions, even when some basic programmed maintenance system is in place, the collection of maintenance data is often inaccurate, incomplete and not subject to analysis. The net result is of course a high incidence of machine failure leading to lower than expected availability, which ultimately translates to lower revenue and higher net maintenance costs. The time taken and the cost to repair a failed machine is always greater than the timely and planned repair of a worn machine.Upon review of a number of processing plants around the world, especially gold and small base metal operations, it is apparent that companies need to implement maintenance systems whereby the operators are not overwhelmed with data and can manage by exception. Inadequate or inaccurate data collection and analysis result in poor decisions being made and misguided actions taken. GR Engineering Services (GRES) has developed a system to enable the custodians of mining plant assets to make more effective and effective use of maintenance data by being able to focus on the indicators of plant deterioration and to programme concurrent maintenance activities to maximise plant availability and utilisation.This paper outlines the structures that can be employed to address the challenges of implementing a proactive asset management system. The best practice strategies described herein have been based on the fundamentals of a sound asset management framework:a phased approach to the development of Asset Management methodology and processeseffective implementation of programmed maintenance routinesmanaging asset condition data collected from various sourcesefficient analysis of asset data and management by exceptioninterfacing asset management data with Computerised Maintenance Management System (CMMS) and Electronic Management Systems (EMS) systemstips to assist with maximising asset performance.CITATION:Welsh, A L and Newling, P S, 2015. Operating strategies for custodians of company assets creating wealth, in Proceedings MetPlant 2015, pp 338–352 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 7, 2015

By J B. Magee

Sheep Creek Mines Limited has developed several operating techniques that have greatly assisted in keeping unit costs at reasonable levels. Some of the techniques, as described in this paper, include organization, accounting, warehousing, bonus and contracts. INTRODUCTION THIS paper is a non-technical report on operating techniques developed by Sheep Creek Mines Limited at their Mineral King mine, located near lnvermere, B.C. Depressed metal prices and continually rising labour and materials costs have necessitated a continuous search for method to keep operating costs down. The newly developed techniques and practices have greatly assisted in maintaining unit costs. Sheep Creek Mines Limited is a mining company incorporated under the laws of the Province of British Columbia. The Company's share capital is 3,500,000 common shares, witl1 a par value of 50 cents each, of which there are 1,875 000 shares is-sued. The Company has eight di-rectors. The administration, exploration and accounting offices are located in Nelson, B.C. The Company's working capital is approximately $1,500,000.

Jan 1, 1963

By C O. Gomez

The bubble size, together with the gas rate, determines the bubble surface area flux in flotation machines and, therefore, impacts directly on the kinetics of flotation. Understanding the variables that influence bubble size is one of the keys to understanding flotation recovery. Surprisingly, these relationships are poorly understood, largely due to the difficulties associated with gas dispersion measurements in industrial environments. The McGill gas dispersion sensors (bubble size, gas rate, gas holdup) are capable of reliably making such measurements. This paper reports on a study, using the McGill sensors in a 0.8 m3 Metso RCSTM pilot cell, which investigated the effect on bubble size of frother type and concentration, gas rate, temperature and rotor speed. A Denver laboratory cell was used to investigate the effect of elevation above sea level. Frother concentration proved to have the predominant influence on bubble size, and the effect of frother type can be normalised as a function of the critical coalescence concentration (CCC). Measurements made at many plant sites worldwide are compared to the model developed using the Metso RCSTM unit.

Jan 1, 2007

By J. E. Nesset

The bubble size, together with the gas rate, determines the bubble surface area flux in flotation machines and, therefore, impacts directly on the kinetics of flotation. Understanding the variables that influence bubble size is one of the keys to understanding flotation recovery. Surprisingly, these relationships are poorly understood, largely due to the difficulties associated with gas dispersion measurements in industrial environments. The McGill gas dispersion sensors (bubble size, gas rate, gas holdup) are capable of reliably making such measurements. This paper reports on a study, using the McGill sensors in a 0.8 m3 Metso RCSTM pilot cell, which investigated the effect on bubble size of frother type and concentration, gas rate, temperature and rotor speed. A Denver laboratory cell was used to investigate the effect of elevation above sea level. Frother concentration proved to have the predominant influence on bubble size, and the effect of frother type can be normalised as a function of the critical coalescence concentration (CCC). Measurements made at many plant sites worldwide are compared to the model developed using the Metso RCSTM unit.

Jan 1, 2007

By P. M. Sandgren, H. Al-Dabbagh

Saudi Company for Precious Metals (SCPM) is jointly owned by the Saudi Arabian state organization Petromin (The General Petroleium & Mineral Organization) and Boliden of Sweden. The company operates the Sukhaybarat gold mine in the Saudi Arabian desert and produces some 80,000 ounces of gold per year by agitation and heap leaching. The discovery, development, and operation of this mine is a success story. After the first drill hole intercepted a gold mineralization in 1983, it took the partners only 8 years to delineate the ore reserve, locate water sources, prepare pre-and final feasibility studies, obtain permits, design, and construct the facilities. Sukhaybarat, which is an open pit mine, started off with a carbon-in-leach agitation plant only, but a heap leach facility was added in the beginning of 1995. Since start of operation in the middle of 1991, a total of 300,000 ounces of gold has been produced in the first four years of operation at a very competitive cost.

Jan 1, 1996

By John Frostiak, Lloyd Buckingham, Kenneth G. Thomas, Luis Wilson

"The El Indio roasting facility associated with El Indio Mine in Central Chile has operated since 1981. It is a facility developed to remove arsenic and antimony from gold bearing enargite/pyrite flotation concentrates.The three installed roasters are Nichols Herreschoff units each with 14 hearths and measuring 4.85 metres diameter. Hearths are rabbled by central shaft driven rabble arms. Product is progressively heated to 750°C under neutral to reducing atmospheric conditions to drive off labile sulphur, arsenic and antimony.Ancillary equipment includes skip hoist feed arrangements, water cooled screw conveyors for transporting and cooling calcine, gas cyclones, post combustion chambers, heat exchangers, electrostatic precipitators, bag houses, gas scrubbers and packaging facilities .Operating practices, history, mineralogy and results are reviewed. The improvements to arsenic and antimony extraction, ambiental conditions and environmental achievements are discussed.INTRODUCTIONHistoryThe El Indio property lies in the El Indio belt, a copper, gold and silver area approximately 175 km long by 10 km wide. The property is located in the Andes Mountains of the central part of Chile at latitude 30"" South and 160 km from the sea-side city of La Serena. Plant location is at 3850 meters above sea level.The property currently consists of two underground mines feeding the El Indio plant and an open pit feeding the newer Tambo leach plant. The property has been controlled by a succession of owners (St. Joe Minerals, Fluor, Bond Gold International and Lac Minerals Ltd.) before acquisition by Barrick Gold Corporation in 1994."

Jan 1, 1999

By S. Tanaka

The Tamano Smelter of Hibi Kyodo Smelting Co. Ltd. was commissioned in 1972. Since start up, the anode production capacity has increased from 101,000 tpy to 290,000 tpy, as a result of the application of continuous improvements at each phase of the expansion projects. The Tamano Smelter had developed several innovations, including the original coke combustion technology for Flash Smelting Furnace operations (T-FSF), and has also been able to extend the operating life of the Peirce-Smith converters. This paper will present several improvements implemented at the Tamano Smelter, and will discuss relevant P-S converter operation.

Jan 1, 2005

By J. G. Bradley

On February 1, 1971, United States Steel Corporation, Lorain Works began operation of its first BOP facility equipped with a partial combustion gas cleaning system.- This shop consists of two 220 ton vessels. Figure I schematically describes this partial combustion gas cleaning system and highlights the necessary features for it-s safe and efficient operation. Waste gases are drawn into the membrane hood by a 2250 H.P. induced draft fan and are first quenched by the six inch bull nozzle at the top of the hood. Larger solid particles are separated from the gas in the quencher venturi and final scrubbing takes place in the P-A high energy venturi scrubber before the cleaned waste gas is burned in the flare stack. Scrubbing water is routed through a cyclone separator and then cycled into one of two 100' diameter thickeners. Underflow sludge which averages 20% solids is dewatered by 100 H.P. centrifuges. The clear overflow from the thickeners is recycled first to the P-A venturi and then to the quencher before returning to the thickeners.

Jan 1, 1972

By D. G. Ingram

This paper reviews the operating and maintenance practices at Bethlehem Copper from the commencement of operations in November 1962 to the present. Cost data and wear life of major components are also discussed.

Jan 1, 1979