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By R Zhang, X Huang, M Zhou, X Lv, C Bai

Iron ore sinter accounts for a large proportion of blast furnace ferrous burden in Chinese steel mills. Depleting high-grade iron ore resources and spreading complexity of iron ores in mineralogy and morphology have made it more difficult to utilise iron ores efficiently and economically. In this paper, the physical properties of iron ore particles were characterised using mechanical sieving, laser sizing and gas adsorption. From those measurements, two physical indices (fractal dimension of the particle size distribution and surface morphological factor) are defined as important variables for optimising the granulation performance of iron ores. The moisture capacity and the contact angle of iron ore particles with water were also measured to determine the strategy of water-feed in the granulation process. It can be concluded from the experimental results that an increase in the fractal dimension of the iron ore particles will lead to a better granulation performance, while an increase in moisture capacity with a range of 12.8 ~ 14.8 per cent would increase the optimum water content where the granule packed bed achieves its best permeability. Furthermore, the optimum permeability varies inversely with the moisture capacity of the sinter mixture.CITATION:Huang, X, Lv, X, Zhang, R, Bai, C and Zhou, M, 2013. Iron ore characteristics and their application in optimising the granulation process, in Proceedings Iron Ore 2013 , pp 261-268 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 12, 2013

Classification within the Inferred Resource category is based on geological judgement and the balance of extrapolation versus interpolation that the Competent Person is prepared to accept. These resources are typically drilled at spacings well in excess of the geostatistical range and at a density that is non-uniform. In many cases, a substantial proportion of the available data will be historical, and should be considered with more recent data sources. The provision of a robust geological model will increase the confidence in any resource estimate, and should be viewed as a critical component. The definition of Inferred Resources is of great importance to vein gold projects, since Indicated and Measured Resources generally require costly underground development for delineation. Indeed, many gold vein operations possess substantial quantities of Inferred Resources (>75 per cent) in their resource inventory both at project start-up and during production. This contribution explores a number of the key issues when using the Inferred Resource category and presents four recent case studies.

Jan 1, 2006

By May J. R

Exploration, including research, has fuelled the enormous expansion of the Australian mineral industry in the last three decades. Analysis of success and failure in exploration and research has therefore potentially powerful lessons and messages which may be used to influence the future shape and direction of the mineral industry. Research has been an integral part of organised corporate mineral exploration since its beginnings in Australia in the 1930s. In corporations, the activity generally called project generation or new project development is the main expression of exploration research but mostly it goes unidentified and poorly documented except perhaps when a successful discovery is made and reported on. The competitive nature of exploration means that extended and detailed analysis of corporate exploration research across the industry is impossible to achieve.

Jan 1, 1992

By L Abrahamsson

This paper describes results from a gender study for a new mine in Pajala, a small community in northern Sweden. Using a gender perspective, the study examines migration, education, local culture, the labour market, and work organisation as problems and opportunities in the regional context for the planned mine. The most obvious ‘gender issue’ for the Swedish mining industry is the very low percentage of employed women, which is even lower among mining workers. To recruit the best people, a company actively needs to attract both women and men; however, the mining companies find it difficult to recruit women as cultural, labour market and educational traditions as well as the mining companies’ own cultures often make it difficult for women to find work in the mining industry.The Torneå river valley, the region surrounding Pajala, has a gender-segregated labour market and gender-stereotyped culture and few young women live in this traditional and oldish region. Many young people leave the region and this is especially true for women. Compared to the rest of Sweden, there is a low educational level, especially among the men. In the mining companies, as in many other male homosocial workplaces, the workplace culture has strong connections to a certain type of traditional masculinity (laddishness, a kind of ‘macho-style’) and for a long time this has excluded women. ‘Gender’, however, is not only a question of recruiting women to a male-dominated industry. An organisation that discriminates according to gender can become inflexible, hindering communication, learning, innovations and change processes. In mining companies, this can manifest itself in hesitant attitudes among the miners about safety as well as organisational and technological development.This study found that companies establishing a presence in this region should develop a strategy for how to deal with and manage the risks and opportunities in the surrounding society (the regional culture) as well as inside the company (the mining culture). This need to be strategic will also be required of future mining companies as they will face higher demands on safety, gender equality, and technology to become modern, efficient and lean organisations.

Nov 22, 2011

Government established and financed the NZ Steel Investigating Co in 1960. Its investigations showed that a steel industry was feasible and desirable based uponNorth Island titanomagnetite ironsands, and charted a route for its establishment. The initial processing used post-1945 preheating and prereduction developments, but later innovative improvements created what was essentially a new New Zealand technology. Of the North Island titanomagnetite deposits: the small ones at Waipipi were best made available for export; those at Kawhia and Taharoa were too remote for the economic siting of a mill; that at Raglan proved too small; while at Waikato North Head three times the requirement of 50 million tons of concentrate were located in two sand areas averaging 18 per cent titanomagnetite. Economic studies showed that a South Auckland site would be ideal, close to New Zealand's biggest market. The mill site, on a basalt flow at Glenbrook, was located by a half-day's fieldwork - near both the Waikato North Head deposit, and a railhead for bringing in Waikato coal, etc, and taking out steel products.   This development was one of several since World War II which altered significantly the lives and homes of New Zealanders (others were natural gas, oil, geothermal power, epithermal gold, aluminium, opencastable lignite, etc). All had the essential ingredients of the highest government backing, direct or indirect government finance, and first-class New Zealand scientific and engineering skills (eg to create new technologies). Not one such project failed.

Jan 1, 1993

It is well documented that drill and blast outcomes affect the downstream mining processes of loading, hauling, crushing and grinding but it can also significantly impact on mine profitability via dilution, recovery percentage, lump generation (iron ore), fines generation (coal, iron ore), coal loss and final wall stability. Drill and blast must therefore be optimised to improve the overall profitability via positively impacting on productivity and saleable product generation. It is however, difficult to achieve this because of the complexity of the number of parameters that must be integrated and managed across the entire mine value chain, ie the concept of æMine to MillÆ. This paper highlights, via a simple case study, the need to have a mineÆs drill and blast system both in control (so that it is predictable to a high degree) and with minimal variability (so the design actually makes it into the field). This type of management control is essential prior to optimisation work being undertaken. The æTeam ApproachÆ is discussed to illustrate the methodology of achieving drill and blast optimisation. A case study is presented to illustrate the potential benefits of this approach which in this mine represented a 27 per cent reduction in powder factor with the downstream functions achieving higher productivity with the same or reduced maintenance costs. It is essential for Australian mineÆs to implement the appropriate management strategies and experienced personnel placement to ensure that their mineÆs drill and blast system is correctly managed to facilitate the optimisation of profit. Without this, the Australian mining sector will become increasingly uncompetitive.

Jan 1, 1999

By A G. L Pratt, J R. Grant

Mining companies face the ongoing challenge of sustaining and growing production. This paper outlines business investment concepts to grow reliable returns on investment from a portfolio of choices by:improved visualisation, diagnosis and tune up of the investment pipeline (pipeline management); good corporate decision making (governance) to select the right project mix, risks and sequence; and delivery strategies to enhance and reliably execute projects.

Jan 1, 2006

By D J. Thobaven

Project financing challenges caused by declining commodity prices have heightened the need to improve project metrics such as minimising capital payback and maximising net present value (NPV). Khnaiguiyah Mining Company (KMC) recognised the need to improve early cash flows at their Khnaiguiyah zinc-copper project after initial studies showed the project could not provide the desired financial outcomes necessary to compete for investment dollars in the current market.A significant improvement to the project cash flow in early years was realised through simultaneous optimisation of cut-off grade, mining sequence and strategic stockpiling. This improvement was achieved by accelerating mining in the pits, stockpiling lower value material and feeding higher value material directly to the plant. The schedule required higher mining and stockpile capacities than the sequential mine plan although minimal change occurred in the definition of ore and waste as measured by tonnes and grade. The practicality of the strategic schedule was demonstrated by implementation in the production plan with excellent conformance.CITATION:Thobaven, D J, 2014. An application of simultaneous optimisation – improving the payback period of a zinc-copper open cut project, in Proceedings Orebody Modelling and Strategic Mine Planning Symposium 2014 , pp 137–144 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 24, 2014

By E Rubio, N Morales

Currently, mine plans are optimised by using several criteria as objective functions, like profit, life-of-mine, concentration of some pollutants, mining costs, confidence level or ore resources, with consideration of constraints related to production rates, plant capacities and grades. Whilst this approach is successful in terms of producing high value production schedules, it uses a static opening sequence of the drawpoints and therefore the optimisation is made within the level of freedom left by the original opening schedule, and as a result it is far from the true optimal value of the project. This paper presents a model to optimise the sequence of drawpoint opening over a given time horizon. The emphasis is in the precedence constraints that are required to produce meaningful operational sequences considering the exploitation method (panel or block caving), physics considerations and logical rules. Further on, while it applies the standard approach of maximising net present value (NPV), it considers other targets for optimisation, like the robustness and constructability of the plans. Finally, it applies the model to real data to obtain feasible plans by means of this model. The first tests were done varying the production capacity of the mine.

Sep 26, 2011

By D MacKay

The Mt Wright Project is located near the town of Ravenswood in North Queensland and is operated by Carpentaria Gold – a wholly owned subsidiary of Resolute Mining Limited. Underground Development of the current Mt Wright orebody commenced in June 2006 and the first production ore was brought to surface in June 2007. The orebody is a rhyolite pipe containing fine-grained disseminated gold in a granite host rock. Ground conditions tend to be good to excellent throughout development, with some minor deformation experienced when stope-sized excavations are formed. The mine commenced as a sublevel open stoping (SLOS) operation with the intent to utilise development waste to back fill isolated upper level stopes while developing to the bottom of the known orebody. The mine plan intended to commence production with a bottom-up primary/secondary stoping retreat through the main orebody utilising cemented fill. Some challenges were faced during the initial production phase that included:•Ongoing underground diamond drilling and updating of the block model resulted in some issues reconciling the grade control results to the resource model. This was primarily due to the high variability of grade which in turn caused difficulties in accurately identifying areas of low and high-grade.•The cost of establishing and operating a cemented fill plant to achieve the planned extraction sequence of the orebody had increased significantly beyond initial estimations.•Geotechnical conditions such as stress orientations, ground behavior and response to the forming of excavations learned through the mining of the upper level stopes were different to the assumptions made during the initial design.A number of in-house and external reviews of the mining method were completed which has resulted in a revised mining plan. This paper will summarise the challenges faced and the implementation of the mine plan to date.

Mar 21, 2011

By J Ashford, Minniakhmetov

Geostatistical simulations are the best practice for uncertainty quantification in non-linear systems. Simulations are currently undertaken on an ad hoc basis in the mining industry due to high requirements in computing environments and advanced geostatistics. In contrast to the estimation process, multivariate simulations can be performed using different methods, tools, and computational environments, similar to data science. For large companies with multiple commodities it is important to have a standard framework to test, build, and run workflows using different methods, applications and computational environments. This work presents an auditable, modular and scalable framework to create geostatistical simulation workflows where the workflow is abstracted from the implementation. Key aspects: automation – workflows should be able to run automatically given updated data (if hands on modelling is not required); auditability – workflows should document key considerations and parameters; modularisation – workflows should permit swapping out components, for example substituting domaining in Leapfrog software with automated domaining using machine learning scripts; scalability – easy, repeatable, portable deployments on diverse infrastructure (for example, experimenting on a laptop, then moving to an on premise cluster or to the Cloud); reproducibility – parameters should be archived to permit re-running and reproduction of workflows in future years; and sensitivity analysis – any component of a workflow should be able to run with multiple scenarios of parameters and data to enable global uncertainty quantification and sensitivity analysis. The presented framework can be used to create different workflows for geostatistical simulations in multiple assets to quantify uncertainty in the value chain for resource categorisation, reserves uncertainty, value of information and robust mine planning amongst others.

Mar 22, 2022

By S Mundell, A Atkins, S van de Water

Geoscientific information management enables the capture, management and delivery of the original geoscientific observations and measurements of the earth’s natural resources. However, original observations and measurements are worth nothing if the quality and integrity of the data can’t be guaranteed. Geoscientific information is one of the fundamental assets enabling miners to make confident and accurate business decisions, whether that is defining a resource model, performing reconciliation, delivering ore reserve reports or meeting environmental compliance requirements. Without access to reliable, validated or verified data it increases the risk of miners using incorrect information for reporting and compliance. Industry codes, such as JORC, or government regulations, such as environmental compliance requirements, must be adhered to and companies should be able to confidently report to these standards. Without having a robust information management framework in place, it becomes a challenge to make trustworthy decisions, report confidently and reduce the risk of non-compliance. As a key initiative, good data governance should form one part of a miner’s information management strategy. Within the mining industry it is common for companies to only consider technology tools as the key focus for compliance whereas a mature information management focus will additionally consider people and process. All three pillars are critical for a miner to have confidence in their data driven decisions. This paper discusses an industry framework for best-practice geoscientific information management based on the observations gathered from analysing data management practices within the mining industry. It focuses on how the three pillars of people, process and technology are crucial elements to improve operational decisions and ensure companies are compliant.

Nov 8, 2021

By T G. Vizcarra, T J. Napier-Munn, A T. Karbowiak, M G. Hart

Squeezing extra performance from existing equipment (‘sweating the assets’) is key to continuous improvement initiatives, particularly during times of cost cutting where the option of spending additional capital to facilitate circuit upgrades can be severely constrained. A common challenge, however, is identifying the best combination of settings for different process variables, as their effects can be camouflaged by interactions with other process variables and, of course, noise in historical data.This paper describes a recent investigation at Boyne Smelters Limited to identify strategies to coarsen the product of its dry, fixed-speed, open-circuit AG mill, without the need for installing pre-screens prior to the mill. The product is used as insulation material for the reduction of alumina to aluminium, and an excessively fine product was inhibiting the ability of the cover material to dissipate heat from the underlying anodes. The approach was to undertake a series of experiments, designed according to statistical criteria, to elucidate the effect of key process variables (feed blend and power draw) upon the product sizing. The results provided clarity about what strategies would encourage the production of a more desirable mill product (with some surprises). The study is a good example of how properly designed experiments can identify hidden potential in processing circuits, thereby mitigating the need for capital-intensive upgrades.CITATION:Vizcarra, T G, Hart, M G, Karbowiak, A T and Napier-Munn, T J, 2018. Getting the most from existing processes: using cleverly designed experiments to optimise the line 3 AG mill at Boyne Smelters Limited, in Proceedings 14th AusIMM Mill Operators' Conference 2018, pp 207–216 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 29, 2018

By S G. Gemell

"The financial model is an integral component of any project evaluation based on mineral resources, ore reserves and (at least internally) exploration targets. Given the unity of purpose for preparing financial models for project evaluation purposes, the diversity of both format and content of the finalised models is surprising. Many models are prepared by staff or consultants who are comfortable with a particular format that may be used for other purposes, such as budget preparation or financial reporting. It is natural in these situations that the practitioner will take these models and adapt them to the purpose. The end result may or may not succeed in providing a clear, accurate and sufficiently detailed view of the project’s economic viability.When preparing a model, the practitioner should be cognisant of the interpretation and review, or audit, process. The auditor may be a consultant or employee of a bank, potential equity provider or of the project sponsor itself. Depending upon the scale of the project and the level of participation of the entity that the auditor represents, the financial model will be interrogated more or less rigorously. In any event, the end user will require the model to permit easy change of inputs and will wish to confirm that such change is appropriately and thoroughly transmitted throughout.Accordingly, there are some ‘dos and don’ts’ that can be readily applied in the creation of the financial model that will greatly assist the end user, not just in the change of inputs, but also in reviewing the model’s integrity. The less time and effort required by an auditor in this regard is reflected directly in the cost of the review process.CITATION:Gemell, S G, 2016. Financial modelling with the auditor in mind, in Proceedings Project Evaluation 2016, pp 172–180 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By D Brereton, C J. Moran

Intensive resource extraction, in the form of multiple mining operations, presents significant assessment and management challenges for resource developers, governments, community and the environment. Cumulative impacts, ie the successive, incremental and combined impacts (both positive and negative) of an activity on society, the economy and the environment, can place significant pressure on social, economic and environmental capital and render conventional mine-by-mine approaches to management ineffective. Cumulative impacts can be what are most important to environments, communities and economies surrounded by multiple mining operations because cumulative impacts are what they experience. There is much to gain from increased consideration of cumulative impacts. Unmitigated impacts have the potential to delay or even prevent expansion of mining in existing and prospective areas. On the other hand proactive management of cumulative impacts can benefit regional environments and communities and contribute to the industryÆs social license to operate. Resources are often not the limiting factor to better cumulative impact management. More effective coordination of existing resources may go a long way toward mitigation and enhancement, and better planning and assessment may help avoid impacts and exploit opportunities for efficiency gains through reduced duplication. In this paper we draw from working examples to present five practical assessment and management strategies applicable to resource companies to enhance positive, and avoid and mitigate negative, cumulative impacts. The strategies are presented based on their capacity for achieving outcomes, ease of implementation and cost effectiveness and are drawn from a multi-year study on the assessment and management of cumulative impacts in the Hunter Valley, New South Wales and a follow-up study to improve cumulative impact assessment and management practice in the Australian coal mining industry, both reported elsewhere.  

Jan 1, 2009

By T Purvis, Z Liu

Ernest Henry mine (EHM) is an underground sublevel caving mine located in north-west Queensland with a production rate of 6.4 Mt/a. The mine has sublevels spaced with a 25 m vertical interval. The production process on each level starts with the drilling and firing of a blind uphole rise to start the slot extraction. These rises are fired as a single shot and routinely need to achieve a design height of 22 m to 30 m depending on the local mine geometry. If the rise fails to perform as designed then the production phase of the level is delayed with significant rework required to remedy the situation.This paper describes the process that the EHM team has followed to improve the first time performance of each rise. The improvement process commenced with a review of results from previous rises and resulted in the identification of a number of improvement opportunities. A revised holistic approach was established for the process, which included involvement from operators and engineers. Through continued measurement and review of rise performance, inputs to the process were improved to a point where reliable results can now be expected. The successful performance of subsequent rises has been verified through a comprehensive quality assurance quality control (QA/QC) program. Before quality control processes were implemented, the success rate of blind uphole rises was only 11 per cent (one out of nine rises) at EHM. In comparison, the success rates have been vastly improved to 25 per cent (one out of four) and 75 per cent (three out of four) respectively following two stages of improvements. This paper concludes with the ‘current’ series of best practices used at EHM and recommendations.CITATION:Purvis, T and Liu, Z, 2017. Improving the performance of blind uphole rises at Ernest Henry Mine – a case study, in Proceedings 13th AusIMM Underground Operators’ Conference 2017, pp 335–340 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 16, 2017

By A A. Roberts, R F. Dewhirst

"Extensive literature surveys, research in the project environment and personal experiences both within and consulting to project teams have revealed some consistent ‘people factors’ that contribute most to ultimate project success. Outside of purely technical and business case issues, there are a small number of leadership characteristics – probably only ten – that if correctly applied can positively leverage a team’s impact on project success.Of the top seven project success characteristics that were consistently highly rated in a recent study, five of them were around leadership. The authors have focused on this topic, noting that good leaders need to display the following traits:passionate commitment to deliveryconsistent modelling and reinforcement of correct values and behaviourfocus on managing relationships well and energising teams and individualscarefully clarifying project vision from front-end loading stages onwardseffective decision making.Not every project manager can and does practise these behaviours all of the time, but being aware of them and receiving training or facilitation in improving their application of these skills can equip project managers with the essential tools to markedly improve their own performance and that of their teams.This paper draws upon experiences in the field and provides lessons – both good and bad – to illustrate. As well as examining leadership traits, the way in which a leader can establish, organise, motivate his or her team and ultimately lead them to success is examined. The paper shares methodologies that have been successfully used to track status within a team and generate appropriate recovery plans where required.In particular, the paper will examine a case study based on an amalgamation of real project issues in some challenging situations using virtual teams (ie physically distant teams located in different centres) to illustrate the importance of strong and positive leadership in achieving success across geographies, time zones and languages.CITATION:Roberts, A A and Dewhirst, R F, 2016. Leadership in projects – a recipe for success, in Proceedings Project Evaluation 2016, pp 49–58 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By D J. Williams, E M. Rykaart

Soil cover systems are routinely used to reduce acid rock drainage (ARD) from mine waste rock dumps and tailings impoundments. A technology for the analysis, design, instrumentation and monitoring of barrier-type (oxygen limiting) and store/release-type covers has rapidly developed and the number of covers under construction has grown extensively during the past ten years. Mine operators are currently investing in this relatively new technology with the expectation that these covers will reduce long-term liability with respect to acid generation, drainage and treatment costs. While the design life for cover systems may extend into hundreds of years, we have less than ten years of construction experience and proven performance. Some cover designs appear to be functioning well; however, the performance of many more is now being called into question. The paper presented herein evaluates the integrity of cover systems from a global perspective. Soil cover systems for the control of ARD are being constructed at mine sites located within high rainfall equatorial regions, deserts ranging from low to high latitude, humid temperate regions, and cold-continental climates. While the technology for analysis and design of soil cover systems is well developed, factors that compromise the performance of cover systems (in addition to the paramount issue of climate) relate to material selection and availability, cost and construction practices. Long-term performance is also strongly affected by physical stability (ie erosion), volume change (ie cracking, desiccation, settlement and freeze/thaw cycling), vegetation, soil evolution and ecological stability. This paper provides a review of the application of soil cover systems for the control of ARD. Cases where cover systems have been constructed with both success and failure are illustrated. General criteria and recommendations for cover selection, design, construction, and maintenance are provided.

Jan 1, 2003

By R Steven

"Surveying, and as a result, surveyors, have been around since the start of time, and it has been said that so has their methodology!The theodolite and tape have been the backbone of a time-tested practice that has led to ground breaking advancements such as electronic distance measurement (EDM), global positioning system (GPS) and positional laser scanning. However, it was the introduction of the unmanned aerial system (UAS) that has allowed mine sites such as St Ives to take the next step towards truly turning survey data into metadata.This paper will explain how the unmanned aerial vehicle (UAV) was adapted to meet the requirements of a mine site supporting a major open pit operation, and how the open pit mining team adjusted their planning and production processes to maximise use of the extra data and information available to them.The advantages of the system include point cloud surveys with corresponding large-scale up-to-date photography and computer generated high detail contouring of mined areas that are then incorporated into the mine plan. All the while, the use of the UAV must be tailored to each specific problem encountered and a solution then matched.Citation:Steven, R, 2016. Trials, Tribulations and Triumphs of Unmanned Aerial Vehicle Surveying at St Ives Gold Mine, in Proceedings Ninth AusIMM Open Pit Operators' Conference 2016, pp 170–184 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 15, 2016

By B Broad

"Establishing ventilation in the early stages of a new mine is an essential step to achieve scheduled outcomes that ultimately drive the financial success of an operation. If the primary ventilation is not in place in time to support a contractorÆs work output, then the ore delivery is likely to be severely impacted. Options to increase ventilation in order to address shortfalls are limited. This in turn can lead to reduced revenue generation at a time when a mine is at its highest capital outlay. This can have implications for any company, but even more for an explorer moving to producer. The ventilation put in place to cover the start-up period is also unlikely to cover any extended or increased load required to meet schedule delays.The following paper examines two issues in relation to ventilation with a focus on small to medium projects where the company is establishing a mine using a mining contractor. The issues being: potential impacts on the contract and tender process when using a mining contractor key mine design considerations, such as æcrunch timeÆ, as they interact with ventilation achieving a successful ramp up.A recommendation is made for higher levels of detail around secondary ventilation leading up to the primary fan installation. The information should be included as part of the tendering process and preliminary project execution planning. Understanding the æcrunch timeÆ concept can lead to strategies, as well as back up plans, to minimise any negative impact.By understanding key risks around primary ventilation establishment for a new mine, detailed design work can be completed where it is needed most. Value is added by reducing uncertainty and a payback with better contract terms and a more robust ramp up plan. This will improve the economic return for the company and reduce the risk.CITATION:Broad, B, 2013. Contract considerations and other critical ventilation aspects in achieving a new mine ramp up, in Proceedings The Australian Mine Ventilation Conference, pp 207-214 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jul 1, 2013