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By W. Belobraidich

Kennecott's Ray mine is located about 145 km (90 miles) north of Tucson in the Mineral Creek mining district of central Arizona. Mining in the district started in the late 1800's. The Ray mine itself was first mined by under- ground methods in 1911 and was changed to an open-pit operation in 1952. Mineralization is complex and includes sulfide, silicate, and native copper mineralization, as well as minor amounts of molybdenite. Sulfide ore, mined at Ray, is shipped by rail to Kennecott's concentrator and smelter at Hayden, 32 km (20 miies) away. Silicate ore, mostly chrysocolla, is processed near the mine in a vat leaching-electro- winning plant. The mine consists of two sulfide areas: (1) the West pit and the Central pit (the original Pearl Handle pit) and (2) a silicate area on the northeast perimeter of the Central pit. The pit now is over 304 m (1000 ft) deep and approximately 3048 m (10,000 ft) long. Roads within the ultimate pit are limited to a grade of 10%, while those outside the pit are limited to 8%. The mining equipment consists of 40 Wabco 1094 (120-st) haulage trucks [ranging from 109 to 227 t (120 to 250 st)], 12 electric shovels [ranging from 6 to 23 m (7 to 25 yd)], and 3 11-m (12-yd) Dart production loaders.

Jan 1, 1979

By Jan M. Mutmansky

While production scheduling for both surface and underground mining operations is similar in nature, a rather large array of techniques is applied in solving such planning problems. The techniques consist of both rigid operations research (OR) methods and practical procedures which are not mathematically based. In the following sections, a short summary of some of the techniques that are applicable to production scheduling problems in mineral operations is presented. The techniques discussed are: linear programming, integer programming, dynamic programming, graph and network theory, simulation, and heuristic methods. For an in-depth comprehension of these techniques, the reader is referred to any of the available textbooks on these subjects. One or more references will be listed for each topic to provide a starting point.

Jan 1, 1979

By Richard A. Bideaux

With both unit costs per meter and average depth of drilling constantly increasing, there is a strong incentive to maximize the information acquired from drill holes, and then to make this information accessible to the geological staff. The larger the drilling project, the more advantageous computerization of data is over manual methods. The conversion to computer-readable form and the verification of large amounts of drill-hole data can be a substantial data processing task, but once accomplished, the benefits in increased accuracy and speed of interpretation will compensate for the time and effort spent in the work. For an exploration project progressing towards a preliminary feasibility study, about half of both the time and costs for all computer work of the entire feasibility study are devoted to drill-hole data base organization, and maintenance. Once drill-hole results are quantified and verified to be correct, they are immediately accessible and are not subject to further transcription or reinterpretation of errors. To obtain maximum benefits from computer utilization in this area, the drill-hole data base should be set up along with availability of the first data. For some companies, this may initially comprise a large number of purely speculative drill holes on a spacing of perhaps 1 or 2 km. Although few of these drill holes may encounter economic material, thought should be given, at this time, to the variables which will be logged when such material is found. In this way, it should be possible to set up a consistent format into which all future drill-hole information will readily be accommodated. This format may even be carried over into the data base requirements for an operating property.

Jan 1, 1979

By G. R. Marchant

The nonferrous industry has for many years maintained monitoring stations in agricultural areas in the vicinity of smelters to collect data concerning impact of smelter emission on agricultural crop production (Thomas and Cross, 1928). However, in 1967, the United States Congress passed the Clean Air Act which was amended in 1970 (Marchant, et al., 1977). The interpretation of this act by the Environmental Protection Agency (EPA) made it necessary for the industry to install extensive real-time ambient sulfur dioxide (SO,) monitoring systems. This was only the tip of the iceberg. Since that time as a result of additional laws and agency directives, it is now necessary to monitor concentrations of a number of substances -in both air and water. And unless there is a major change in government thinking, this trend will continue during the decade of the eighties. It is difficult to estimate the full impact of these laws. Nevertheless, the impact is large and affects every person in the United States today (Anon., 1972; Rockefeller, 1971; Nelson, Yeager, and Guptill, 1973; and Anon., 1975). It prohibits the burning of trash and paper in most areas of the country. It increases the cost of transportation and the price of motor vehicles. It increases the, cost of nearly everything that is manufactured. In industries which compete in the international market, it reduces their competitive position. In some industries the environmental impact is felt on costs of goods sold in the vicinity of 25% of the total production costs. The major portion of these costs is not due to the monitoring systems but instead is due to the increased cost of production facilities, equipment, and raw materials in industries that are required to comply with environmental regulations.

Jan 1, 1979

By U. E. Paakkinen

Progress in computer control of flotation circuits has developed parallel with advances in reliability of on-stream X-ray analysis (Cooper, 1976). Attainment of acceptable results with X-ray fluorescence analysis over the past ten years has led to application of computer control in more than 30 concentrators. Gains in applying flotation control also have given incentive to improving measurement and control devices for other essential functions in control systems. At the same time, advancing technology has made available computer systems having characteristics practical and economical for the physical environments of concentrators and ore processing plants. Benefits from flotation control have centered on increased efficiency in mineral separations, derived by stabilizing circuit operation subject to changing ore characteristics. The gains have been most evident in processing complex ores for multiple concentrate products. In many cases, particularly when coupled with grinding control, the economic results from on-line control have been substantial compared to investments in monitoring and control equipment.

Jan 1, 1979

By Lorraine B. Yde

Successful implementation of computer systems deals with meeting final systems objectives and cost and schedule requirements, but the final success is dependent upon personal inter- action. This is a case history of the installation of responsibility reporting at The Anaconda Co.'s Twin Buttes operation, later to become Anamax. The study has been documented as it occurred in hopes that it will illuminate the "people" side of computer systems implementation. Systems implementation involves negotiating with people. "The cooperative approach to negotiation (Nierenberg, 1968) the approach which vostulates that all varties must come away having gained something is based on a simple but important premise. Negotiation takes place between human beings. You cannot negotiate with a computer." This is a look at the human side of a major system installation. An attempt is made to show how a reporting system enabled a company to take a new look at itself. It is also an example of statements made by Toffler (1970) in Future Shock. "As machines take over routine tasks and the accelerative thrust increases the amount of novelty in the environment, more and more of the energy of society (and its organizations) must turn toward the solution of non-routine problems. This requires a degree of imagination and creativity that bureaucracy, with its man-in-a-slot organization, its permanent structures, and its hierarchies, is not well-equipped to provide."

Jan 1, 1979

The primary goal of a maintenance information system should be to aid the maintenance department in providing the required equipment or plant availability at the lowest possible cost. To achieve this goal, the system must provide information in support of the following objectives: (1) establishing the best fleet, equipment, and component configuration; (2) establishing the best maintenance program; (3) executing the defined maintenance program efficiently; and (4) monitoring equipment availability. These objectives can be satisfied with five groups of reports. Each of these groups should provide regular, periodic reports to aid in planning and monitoring trends, exception reports to identify problems, and on-request reports to provide analytical capabilities.

Jan 1, 1979

By Roderick K. Davey

Kennecott Copper Corp.'s Metal Mining Div. operates three major open-pit copper mines in the western United States. These operations include Utah Copper Div., Ray Mines Div. in Arizona, and Chino Mines Div. in New Mexico. At each of these operations, the material is loaded by large electric shovels and transported by both truck and rail haulage. In 1977, 197 350 774 t (217,542,000 st) of ore and waste were mined at these operations, and 302 040 t (332,942 st) of copper were produced. Also a significant amount of molybdenite was produced as a byproduct. In operations as complex and large as these, there is an inherent need for up-to-date reports concerning how much material was mined during the previous day, and year-to-date, what equipment is scheduled for maintenance, how equipment has been performing, etc.

Jan 1, 1979

By Bruce T. Stanley

Though most porphyry-molybdenum deposits lend themselves to various reserve estimating techniques, still there must exist the constant effort to not merely obtain an estimate but rather to obtain the best estimate. To answer the challenge of a complete ore reserve estimation, one must attack the problem with the purpose of obtaining the results closest to reality. What we wish to determine is simple: metric tons (short tons), grade, and kilograms (pounds) of molybdenum contained. In order to effectively accomplish this task, further consideration must be given to the ease of using the information obtained and its inherent reliability. The only known method for ore reserve estimation that supplies the needed results along with its distribution and a measure of confidence provided by sound mathematical backup is geostatistics. The following review is an example of geostatistical application of an ore reserve estimate at the AMAX Henderson mine demonstrating technique, viability, and usefulness of results.

Jan 1, 1979

By John A. Herbst

Mathematical models of mineral processing unit operations have been developed and used for a variety of purposes. Models, defined as equations which mathematically approximate the behavior of process units, are being employed in simulators to evaluate proposed flowsheets, to investigate flowsheet modifications, to study the effect of variables on circuit behavior, to optimize the performance of circuits off-line, and to compare alternate control strategies (Mular and Herbst, 1978). Models developed for mineral processing operations may be placed in one of two general categories: phenomenological (based on mechanism) and. empirical (based on experimental data only). Dynamic models (including time as a variable) .are useful for control studies, while steady-state models (independent of time) are employed in flowsheet evaluations. Phenomenological models are potentially more flexible and accurate than empirical models. However, models constructed from theoretical knowledge are less easily developed compared to empirical expressions fitted statistically to experimental data. The latter apply only over the range of data acquired. Most often, models used in practice are the result of a combination of theoretical and empirical approaches.

Jan 1, 1979

By Victor F. Hollister

Porphyry copper deposits can be categorized into three models for purposes of prospect evaluation: Breccia-pipe, modified Lowell and Guilbert, and diorite models. The modified Lowell and Guilbert model is normally associated with a quartz-bearing intrusive and a potassic, phyllic, argillic, and propylitic alteration sequence. Variations can occur in the alteration zones of this model that range from orthoclase-rich (Kalamazoo, Silver Bell, and Mineral Park) to ortho- clase-deficient (Petaquilla and Bougainville) potassic zones. The unifying features of the model are the presence of a phyllic zone and a quartz-bearing intrusion. The breccia-pipe model (Toquepala) is characterized by structure and alteration related to or controlled by breccia. Where tourmaline occurs in the breccia, the identity of the model is usually clear. However, if tourmaline is not commonly developed in the breccia (La Caridad), the deposit can be misidentified as to model. Porphyry copper deposits associated with quartz-deficient intrusives, whether these are calc-alkalic diorites or alkalic plutons, are characterized by alteration suites distinct from those of the modified Lowell and Guilbert model. These have been generalized as diorite model porphyry deposits. Because alteration and mineralogical development in diorite model deposits is distinct from that of the modified Lowell and Guilbert, ore guides and exploration tactics differ for the two models. The reprint that follows describing the three prospecting models summarizes their features. It is to be emphasized that these are models used in exploration for specific deposit types and are not genetic, tectonic, or geographic models. Porphyry copper deposits can be metamorphosed. Gibralter is an example of a Lowell and Guilbert model deposit that has undergone regional metamorphism.

Jan 1, 1991

By F. L. Wilke

Underground mining is a very complicated and complex industrial activity. The uncertain and, in most cases, the incomplete knowledge of the geological and mineralogical nature of the deposits can cause unforeseen difficulties. For a safe and uninterrupted operation, in addition to good planning and scheduling, reliable and up-to-date monitoring and control of all processes and conditions become necessary. Today, this is even more important in view of increasingly difficult working conditions, poorer grades, and more complex and expensive machinery. In short, large capital investment and higher risk of financial losses are involved in modern-day mining operations. Monitoring and control of the underground mining process has become a very complex and difficult task in itself. Many different systems are available, and the correct choice .is of utmost importance from both the economic and safety points of view. This chapter will deal with aspects of underground production monitoring and control. There are, however, many other areas of equal importance which are covered in an excellent manner in a hand- book by Olaf (1976) on monitoring and control of underground operations.

Jan 1, 1979

By E. A. Rychkun

It is essential for a. mining company to determine an optimal mining strategy which will maximize the return on investment. In the case of Placer Development Ltd., the Lerch-Grossman three-dimensional optimization technique has been implemented on a digital computer to assist in the determination of such a strategy. It is the purpose of this chapter to explain and illustrate the methodology of the Placer Development Ltd. computer system with emphasis on the feasibility phase of a mine's development. In the Placer Development Ltd. strategy determination process, it is essential that certain objectives be considered: 1) There must be some means of constructing a realistic computer model of an ore body which gives a significant weight to geological constraints. 2) Data must be accurate and quantifiable. 3) Computer solutions must be unique, i.e., approximation or iteration methods of determining optimal solutions are undesirable. A method must be used which, when given fixed parameters and data, yields a mathematically sound unique solution. The following material is a presentation of how these objectives have been implemented. The flow of this outline will be from the general to the specific, with an example application.

Jan 1, 1979

By Kalyan K. Bhattacharyya

A systematic slope design for open-pit mines has become a reality only in recent years. Advances in the science of rock mechanics, coupled with extensive use of computers, have enabled the numerical solution of slope design problems which were not previously amenable to analytical or numerical solution. This slope stability study was performed for the UJV-SB open-pit uranium mine of the Getty Oil Co., located in the Shirley Basin area, Wyoming. The purpose of the study was to determine the appropriate slope angles for a starter pit. The data generated during the mining of the starter pit would test the initial design and suggest appropriate modification in the design for future mining in the project area. There had been a history of slope failures in the open-pit uranium mines in the area due to the low competency of the overburden materials and adverse hydrological conditions.

Jan 1, 1979

By George W. Toth

This chapter describes the development of a computer code which rapidly estimates the cost of producing coal from either surface or underground mining situations. The computer code, termed the coal production cost (CPC) code, was developed under an NUS corporate research grant and was based on the findings of several coal mining and cost research analyses performed by NUS over a three-year period. The studies which served as the primary basis for the CPC code were the coal mining cost models developed by NUS for the Electric Power Research Institute. These models were designed for use in manual analyses and have been published by EPRI (Toth, 1977; and Stinnett, 1977).

Jan 1, 1979

By James N. Grassby

Metal production has traditionally been a cyclical industry. 1977 in the base metals industry has highlighted that fact with a steady decline in the market place for base metals. Corporate aggregate planning is based on good forecasting and when changing conditions make that forecasting inaccurate, alternate analysis of schedules must be accomplished quickly. The computer is the only medium powerful enough to answer management's questions within an acceptable time frame. Worldwide communications networks now make it possible for the many multinational mining companies to arrive at coordinated corporate production plans based on similar basic data from several producing divisions. The Ontario Div. of Inco Metals Co., a unit of Inco Ltd., encompassed during 1977 14 producing mines, 2 nonproducing mines, 1 nonproducing open pit, 5 flotation mills, I smelter, 2 nickel refineries, 1 copper refinery, and an iron ore recovery plant. Several new mines are under development. Mine production approximates 63 500 tpd (70,000 stpd) from some 1000 workplaces. The need for longrange mine planning and scheduling is obvious and until recently has been satisfied by manual methods. However, while manual methods are often quite practical for a small number of mines, or for mines with relatively short lives, or for mines with only one mining method, the situation in the Ontario Div. is too complex and long-term to allow effective, timely planning by such methods. In 1967, a year after the first computer was installed in the division, work was begun on the computerization of the more than 30,000 borehole logs kept in the mines exploration files with a view to speeding up the assessment of mineral resources. Also in 1967 one of the first substantial systems developed on the main business systems computer was the monthly scheduling of development and production for all mines. This system encompassed tons productions per workplace, feet development per workplace, auxiliary and service activities and the requisite labor for each of these. These two dates are mentioned to show that concurrently with the acquisition of computers in the division there was an early understanding of the importance of automating mine scheduling and planning and of the potential for effective and useful computerization of such activities. In 1970, a pilot program was developed in one of the mines containing a large number of workplaces (350) to schedule the production on a network basis. Varying degrees of interest were shown by the individual mine engineers based on the complexity of the production planning problem at each mine. In an evolutionary process, mines were added to the system as its value became obvious in terms of time saving, flexibility, and accuracy. In 1975, the central mine engineering department decided that the system should be extended to all mines so that a complete division-wide long-range scheduling system would be available upon which to base development and production planning. This system would use basic ore data, allow the addition of scheduling commands, and calculate a schedule for the life of the mine. Many reports could be produced for each mine and all-mine summaries would also be available. The significance of the system can be stated in one phrase-speed, accuracy, and flexibility. Whereas in the past a long-range all mines schedule might have been done once a year, taking from two to three months, now it can be done in a day. The chief mines engineer can incorporate changes in input data and external constraints and call for a "new look" at the long-range schedule to assist him and mines production management in their decision-making processes. Using previous manual methods this could not be done quickly enough to be useful.

Jan 1, 1979

By R. C. Babcock

Exploration for mineral deposits in the western United States is increasing annually, and the data generated by this effort are increasingly complex, diverse, and abundant. It is obvious that to make full use of this data base, which is both private and public, the technology of the computer must be involved. To lay out the framework for discussion of the particular uses of computers in all steps of exploration, this chapter will discuss the various approaches to the reconnaissance program which might be considered, the types of data to be acquired, the interpretation of these data, and the generation of recommendations based on this interpretation. Where possible, some of those areas where computer technology is now used will be pointed out. The discussion will cover the extent to which the computer is now utilized in those areas or where it should be brought into the program to aid in these activities. However, this chapter will not present an exhaustive evaluation of this technology, but will stress the exploration job and its requirements, so that subsequent discussion of the technology itself can be placed in perspective.

Jan 1, 1979

By Roderick K. Davey

The objective is to develop a short-range mining plan which satisfies management and operating criteria and also "dovetails" with the long-range mining plan. In the past years, this objective was accomplished entirely by manual methods. Today, the computer is used to assist the engineer with this task. The results provided by these programs usually are incomplete and require further manual manipulation. The advantage of using the computer programs is that the program can be used to evaluate alternative plans on a first-cut basis minimizing the manual work. Subsequently, the most promising alternatives can be analyzed in more detail, commencing with the first-cut results. In this specific case history, one technique for using computer programs to assist with short-range mine planning will be discussed. Some of the basic operating and management criteria considered directly and indirectly are as follows: (1) operating criteria which include minimum and maximum shovel cut size, equipment performance, haulage roads, requirements for blending, and plant capacities; and (2) management criteria which consist of production requirements, cash flow requirements, return on investment, market demands, and availability of capital.

Jan 1, 1979

In a world dependent in part on the consumption of depletable natural resources, development of new areas of mineralization is a necessity for replacing those reserves. Exploration, which is the initial task of replacement, is an information-gathering process which supplies input for management decisions on mine development. If the demand for resources is the driving force of exploration, then the scientific basis for its pursuance is the hypothesis of anomalous mineralization in a metallogenic province, which is tested by measuring physical characteristics of natural phenomenon. The resulting data are reduced, analyzed, and interpreted to locate expressions or responses associated with possible ore bodies. The process is, in fact, repeated in ever increasing measurement detail to increase the accuracy and precision of information for decision making. Exploration ceases when management makes the decision to develop a mineralized area, to hold a property for more favorable market conditions, or to drop a property because it is not economically viable.

Jan 1, 1979

By Lennart Malmqvist

Decision-making in exploration deals with experience, knowledge, and sometimes faith, but very often financing and profit, mineral resource aspects, employment, and general political ambitions are parts of the scene. At one end of this spectrum, there is the prospector and his decision on the actual project. The exploration business now expands from its pioneering phase for the benefit of a single company to a wider spectrum which includes the benefit of the large mining consortium and a national development program. Its objectives are also to maintain employment and to favor long-term stability in a mining district or a mining company. The prospector then has new aspects and questions to consider such as, what to do in mining districts where there is a shortage of ore resources but there are still useful investments in mines, processing plants, etc. To analyze the exploration process, therefore, seems to be of great importance in a time of rapidly changing conditions. As in other areas of complex decision-making, for example, in the fields of investments, of production, and of the armed forces, computers most certainly have an important role to play in future exploration decision-making systems. However, we must first analyze our own business as closely as possible to find out what kind of information we need, i.e., why we recommend an exploration program as a good or a poor one. An important part of the debate about exploration is the case study. Case studies on exploration are few and most of those written are only about successful exploration programs. Where are the case studies of the failures and the not so successful programs? Every prospector knows that the majority of exploration projects fail. Consequently, the most important experience seems to be hidden in the failures.

Jan 1, 1979