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Sampling systems are never perfect. They all have some bias and give variable sampling errors. The ways of thinking about bias and precision should be different before and after construction (or reconstruction) of a sampling system. Before a sampling system is constructed, the fundamental error variance can be estimated using GyÆs formula or by doing test work on the material to be sampled. The component of sampling variance which varies with the number of sample increments can be computed for the expected patterns of grade variation. The smallness of the bias can be checked using discrete element modelling, by checking that the proposed design complies with clauses in standards, or by copying an existing sampling system that performs well for similar material. After a system has been constructed, sampling precision can and should be monitored directly. Anyone claiming to take responsibility for a sampling system should know its precision. Bias could be checked by comparison to a more accurate sampling system, such as stopped-belt sampling, under conditions where bias seems most likely. However, it is more practical to conduct regular checks that the system is still operating as designed, that the design is still appropriate despite any changes to material flows, and that sample masses are consistent with the correct operation of the sampling system. If precision is not regularly assessed then it should be assumed to be very poor. If a sampling system is not regularly inspected then it should be assumed to be biased.

Jan 1, 2008

By Worner H. K

The paper briefly summarises the work of the Titanium Research Section in the Metallurgy Department of the University of Melbourne and mentions the development of a new electrolytic process for titanium production. This process utilises the "hot-spot" cathode technique and titanium carbide anodes. An introduction is given to three further papers on titanium metallurgy to be presented to the Institute.INTRODUCTIONThe unique combination of strength, lightness and corrosion resistance possessed :by titanium and its, alloy has made them of great interest to engineers. However, high cost, difficulties of production and limited knowledge of techniques of application restrict their usage at present almost exclusively to high priority armaments.The cost of the metal is divided between extraction and processing and much research has been carried out to devise new and cheaper methods for winning the metal from its ores. Processing costs will be reduced when production volume increases.Extraction research is proceeding rapidly overseas and Kellogg (1955, p. 72) reports that 'at least seventeen companies in the U.S.A. are interested in titanium production. Of these, two are producing the metal by a modified Kroll process, three are building Kroll plants and the remainder are in various stages of research activity. The Horizons Corporation alone is contemplating electrolytic extraction and is building a pilot plant. Steinberg et aI. (1955, p. 252, p. 332) have reported the early work done by the HorizonsCorporation on electrolysis of potassium fluotitanate and titanium monoxide in fused salt electrolytes. Of these two, the former appears to be the more attractive process.

Jan 1, 1956

By E McLean, J Fleay, M Davis

Performance testing is often used by project owners and financiers to provide protection from, or assessment of, technical aspects of project design, procurement, construction and commissioning. The performance tests can range from comprehensive performance warranties relating to process performance and production in the case of lump sum turn key (LSTK) projects to less onerous demonstration tests for cost reimbursable contracts. This paper will discuss performance testing from both the contractorÆs and ownerÆs perspectives and focuses on: when performance tests are required, what type of performance test/warranty is optimum for each type of project, and how project performance should be evaluated. The requirement for performance testing can be driven by the project financiers, particularly in the case of smaller resource development companies. In such cases, differentiation between ownerÆs risk and contractorÆs risk can become contentious. At the other end of the spectrum, larger mining houses may choose to heavily influence the engineering and design process with the contractor supplying services on a reimbursable basis. In that case, the performance testing process is often limited to demonstration tests that validate performance for the ownerÆs corporate governance requirements. This paper was prepared due to the lack of published benchmarking of performance testing and the resultant differences in expectations between a contractor and a project owner that often surface late in the contract negotiation process. The paper provides a checklist of requirements for both the owner and the contractor that may be used to provide æcommon purposeÆ early in the contract negotiation process.

Jan 1, 2007

During the 1998/99 Asian crisis Solid Energy's export revenues collapsed from over US$70M to under US$40M. Simultaneously, domestic market uncertainty led to decreases in volumes and prices. A major new underground mine was not technically viable, and was closed, and several other mines were marginal. Less than two years later, Solid Energy and its JV partner closed a second new underground mine. The company was in financial crisis, and reported an $86M loss for 1998/99. After refinancing with stringent workout conditions it still had minimal returns due to low prices, unaffordable transportation costs and huge unrealised FX losses as the NZ dollar fell 40 per cent in value. The obvious scenario was to æcash upÆ û complete extraction at remaining mines, sell off any viable parts of the business, pay off debt and wind the company down.In 2002 Solid Energy has completed its recovery. Although margins remain slim and volatile in both export and domestic markets, it is achieving record volumes and revenues. It has paid off its shareholder loan, has minimal remaining FX losses, and cashflow is allowing further mine and infrastructure development. The key to the turnaround has been implementation of rigorous planning, analysis and decision-making in all aspects of the business. The company has a comprehensive, rolling 20-year plan used annually to update rolling five year and annual business plans. Solid Energy augments strong line management operations with rigorous standards and processes for mine planning and development, operational decision-making, and functional support. Detailed, quantitative risk analysis is used in all aspects of the business and allows comprehensive integration of opportunity and risk management across all activities in the company.Coal mining is widely perceived as an æold-economyÆ industry. But, like other successful æold economyÆ companies, the information systems and management processes used by Solid Energy are as leading edge as any in the high-tech sector. They are the key to managing to add and sustain maximum value for a company that has access to coal resources sufficient for hundreds of years.

Jan 1, 2002

By P J. Colbert, P D. Munro

OZ Minerals' Prominent Hill copper-gold concentrator in South Australia was built in 2008 with commercial production commencing in early 2009. In addition to recovery of valuable minerals, the flow sheet for this iron oxide-hosted copper-gold deposit has to address the issue of producing a good quality saleable copper concentrate by high selectivity against non-sulfide gangue. Detailed mineralogical studies integrated with the metallurgical test work highlighted that liberation of fluorine-bearing minerals and subsequent very efficient rejection in cleaner flotation was necessary to produce a commercial quality copper-gold concentrate. Bench scale laboratory metallurgical tests and mineralogical studies identified the need to regrind rougher concentrate to a P80 of 20 -25 microns or finer for adequate liberation of the fluorine-bearing minerals. Satisfactory separation of the fluorine-rich gangue material from the valuable copper sulfides requires highly efficient cleaner flotation. This is done by a combination of washed froth cleaning and conventional dilution cleaning. Proven equipment developed to meet similar taxing liberation and separation duties for the treatment of the refractory zinc-lead-silver ores of the Carpentaria-Mount Isa Mineral Province have been selected. The combination of Xstrata Technology's IsaMillÖ and Jameson Cell technologies addressed both the liberation and separation issues in the Prominent Hill concentrator. The energy efficient IsaMillÖ technology both regrinds the rougher concentrate while its inert grinding environment prevents contamination of mineral surfaces with 'debris' ensuring subsequent optimum flotation performance. Heading up the cleaner circuit with a 'scalping' Jameson Cell followed by conventional flotation equipment allows this section to take advantage of the Jameson Cell's high intensity flotation environment and froth washing capability to achieve maximum concentrate grade (at minimum fluorine levels) while maximising recovery through the use of conventional flotation machines. This paper looks at the development of the Prominent Hill flow sheet from the initial mineralogical and laboratory test work to the design, scale-up and early operation of the Prominent Hill regrind and cleaner flotation circuits. The mineralogically-based approach of domaining metallurgical ore types combined with the axiom of size-by-size mineral particle behaviour by liberation class gave a clear understanding of the liberation and separation issues involved in the processing of Prominent Hill ore. Technologies developed to meet much more onerous liberation and separation duties for the treatment of the refractory zinc-lead-silver ores of the Carpentaria-Mount Isa Mineral Province were successfully used to improve concentrate quality by rejecting non-sulfide gangue containing impurities. An IsaMillÖ and a Jameson Cell are included in the circuit for fine grinding and for additional concentrate cleaning. Plant performance since commissioning has justified the approach for metallurgical test work and equipment choices for the flotation circuit.

Jan 1, 2009

The Metallurgical processes used in the gold industry in Queensland since the 1850's are reviewed. The major upswing in, gold processing this decade has brought the technology of heap leaching, carbon in pulp and carbon in leach, flotation for gold and tailings retreatment to Queensland. In many cases operators have developed or improved these processes to treat difficult ores or to cope with local climatic conditions.

Jan 1, 1989

Staff turnover percentages on projects in the minerals sector are at levels that would not be accepted in business less than five years ago. While this is being driven in part by the shortage in skills to service the industry there are underlying factors, beyond the increases in remuneration, adding to the turnover. Having identified the five major reasons why people do not stay, this paper confirms that leaders and the various styles are common to all companies. The paper comments briefly on these major reasons and suggests the problem is firmly with management. It also offers possible remedies to reduce the attrition and therefore improve the opportunities for a quality project evaluation.

Jan 1, 2009

I should like to congratulate Dr. Salamy on his most informative paper.Under the heading of "future development" Dr. Salamy states the intention of using 3 in. lifters. In this connection I should like to mention one or two of our findings at the Croesus Plant of North Kalgurli (1912) Limited. We have converted a 5i ft. x 11 ft. grate discharge ball mill to a high level overflow rod mill. When we were considering this conversion we explored the literature and decided on using 2t in. lifters on alternate liners-the results were not encouraging. The mill all but "took off" from its foundations,and performance with regard to tonnage was poor. There...

Jan 1, 1956

The optimisation of human resources provides the path to improving productivity. British Coal has the goal of competitiveness with a quality product in ensured supply. High class skilled professional management teams will analyse job definition and selection procedures for posts, as well as objectives for and delivery of effective management training.Some fundamental changes in attitudes towards training as a means of achievement may be by managers at all levels self-examining their abilities to improve their styles, and by moving training more into the world of high technology techniques. The resulting improvements to management and training with attendant cost benefits will be enjoyed by the companies responding most effectively to these challenges.

Jan 1, 1991

By R M. Tosdal

Intrusion related ore deposits are widespread in the Central Peruvian Cordillera Occidental and adjacent high-plains to the east and include porphyry Cu (-Au, Mo; eg Morococha), Cu-Zn (Pb-) skarn (eg Antamina), Pb-Zn-Ag carbonate hosted vein deposits (eg Uchucchacua), cordilleran base metal (eg Cerro de Pasco) and epithermal deposits (eg Quicay). Geochronology and petrochemistry of intrusive rocks associated with mineralisation reveals that: most ore deposits were emplaced in the late middle to early late Miocene; and are related to calc-alkaline granodioritic igneous rocks with Sm/Yb >3, Sr/Y >40 and Y/Th <1.5. The largest deposits, including Antamina, Colquijirca and Cerro de Pasco are associated with intrusions with Sm/Yb >4 and which, as indicated by Pb and Sr isotopic data, have undergone relatively moderate middle and upper crustal assimilation. The chemical signature of igneous rocks related to mineralisation likely reflects melt equilibration in the lower crust at a crustal thickness of more than 45 km. Mineralisation was favoured by a change from normal to flat subduction, resulting in increased compression, crustal thickening and subsequent cessation of the magmatic arc. Premiocene ore deposits do occur, but are restricted to a broad E-W corridor between Uchucchacua and Milpo and probably were controlled by a crustal-scale structural discontinuity across the strike of theAndes. Not all igneous rocks with high Sm/Yb and Sr/Y ratios did acquire their trace element signature in the lower crust. Petrographic and Pb isotopic evidence indicates shallow crustal hornblende fractionation or assimilation of pelitic material as possible causes for high trace element ratios in some rocks. These are apparently unrelated to polymetallic mineralisation. Thus, critical evaluation of petrographic and geochemical data in metallogenetic studies, especially in areas with complex basement architecture such as Central Peru is critical and should not be reduced to simple trace element ratios. An EXTENDED ABSTRACT is available for download. A full-length paper was not prepared for this presentation.

Jan 1, 2008

By Li G, Dean-Jones G. L, She T

Highwall mining is a specialised and largely automated mining method developed in the United States for the extraction of coal left under a shallow overburden cover after cessation of economical open cut mining operations. As the name indicates, coal is extracted from the seam exposed along a highwall by a remotely controlled continuous miner operating in a single unsupported opening and brought to the surface by a string of conveyor segments. The single entries are separated by coal .pillars and driven normal to the highwall, over areas where the thickness of cover and volume of recoverable coal is insufficient to allow or justify conventional underground mining. An additional highwall mining method is augering. The success of high wall mining operations depends significantly on geological features, notably the stability of the working roof, determined by the type and mechanical properties of the immediate roof strata. Stability of the ribs, absence of floor heave, faults and dykes are further important prerequisites for profitable highwall mining. The geometric relationship between the spatial attitudes of existing joint systems, the direction (azimuth) of the single entry opening and its vertical profile determine the unimpeded depth of penetration into the coal and thus its economic success. The mechanical implications of the lithological transition zone from a coal seam to either primary or original roof strata, compared to an interface between the coal seam and overlying strata, characterised by a sharp erosional boundary between coal and a secondary immediate roof stratum, are very significant. The compatibility between the response to mining by the geological system (floor-seam-roof) and the capability of the mining equipment to prevent the development of instability are essential requirements from a mechanical viewpoint. The minimisation of vibrations, very good horizon control, an ability to vary the profile of the opening, and the maintenance of consistently high advance and retreat rates, are also important aspects of profitable highwall mining.

Jan 1, 1995

Water is an integral and essential part of mining business. Two issues crucial in the management of this resource, scarcity and excess, are increasing awareness of the importance of water and changing the value perceptions of the industry because they affect both the existence and continuation of the business. Therefore its value should be reflected in the water management that is practised on site. Historically water in mining has been perceived to be of low value so management practices have not been good or well implemented. Political and social transformation in South Africa has been accompanied by the promulgation of new legislation. South African water law is now underpinned by Integrated Water Resource Management (IWRM) principles. It impacts water pricing, provides for water pollution charges, prioritises water users, has specific mining and water related components and requires water licensing as part of the licence to mine. Mining no longer has a priority on water resources and has to compete with other water users to gain access to resources. New institutional arrangements are being put in place to implement the regulations. All this requires a paradigm shift in miningÆs view of water. Generally the sector is still catching up with the new requirements, principles and philosophies. However, the way in which South African mining values water is changing. This is demonstrated in partnerships between the industry and other water users. These partnerships are Integrated Water Resource Management (IWRM) in practice and they achieve sustainable development goals. These partnerships are essential for mining to stay in business, expand operational capacity, reduce impacts, prevent legal action and reduce reputational risks.

Jan 1, 2006

By Wu H. W, Just G. D

Australia's mineral resources boom in the two decades up to 1980 saw the establishment of about 25 new mining towns across the continent Quality housing and a high standard of community services were incorporated to attract a labour force for the major mine or mines i eing serviced. Town construction costs were high and were principally born by the private enterprise mine developer. There has been a change in the pattern in recent years and over 20 new mine developers have adopted a fly-in fly-out arrangement rather than construct new towns. Employees are drawn from a home base which is typically a large city, coastal community or established mining town and flown to the mine site for intensive work periods of about two weeks. The change has occurred for many reasons. Mining companies have been unwilling to support the high construction costs of towns, short life and smallermining operations do not justify a town, fast jet aircraft are available and there is a better perceived family lifestyle in established (coastal) communities. On the other hand reduced permanent development at new mine sites does not assist Australia's perceived need for decentralization. There have been questions as to the social problems which may develop from the artificial separation of the "breadwinner" from his family. The paper reviews a recent survey of the attitude of Australian mining companies employees, governments and unions to fly-in fly-out arrange- ments. The support for this approach is analysed and conclusions drawn that the concept is likely to be with the Australian mining industry for some time in the future.

Jan 1, 1991

Exploration and mining title administration in the Northern Territory has changed dramatically over the last 20 years. These changes have occurred due to legislative amendments, technological developments, and the changing face of the mining industry. The first legislation to control mining in the Northern Territory was the Northern Territory Gold Mining Act (1873) of South Australia. In 1911, control of the Northern Territory was passed from South Australia to the Commonwealth. As a result of the mining boom which followed the discovery of gold in Tennant Creek in 1932, the Commonwealth passed the Mining Ordinance of 1939. This legislation was amended 39 times and stayed in force until July 1982, when the self-governing Northern Territory passed the Mining Act 1980. This Act is still in force and is continuously under review. The first computerised mining titles system, REGIS, was created in 1984/85 and was, to all intents and purposes, just a computerised index. Various modifications ensued, and in 1989 the Titles Database was unveiled. The database has developed to be one of the most sophisticated yet user-friendly mining titles databases in Australia. In excess of 50 companies have access to the database from their own offices. Work continues on its development and fine-tuning. The paper outlines the development of the database since inception.

Jan 1, 1994

Project evaluation is completed through individual studies covering technical and financial aspects of the mine to market. These studies are completed at various levels of detail depending on where the project evaluation is in the projectÆs life cycle. The competency of the studies varies in relation to the quality of data, level of the skills employed, control, management and reporting structure. The focus of this paper is managing elements of the study, looking at the cost of opportunity to influence the project, against the value added. Selection of the study manager and study teams is central to getting an integrated project evaluation addressing the correct issues completed on time. Retention of key personnel can reduce rework which, in turn, can reduce time and cost impacts. It is important to have a work breakdown structure at the outset so that the study teams have a common numbering and naming system that will integrate areas, equipment, budgets estimates and accounts. Having set up the evaluation groups and provided training in the study procedures, understanding the scope and schedule are vital elements in producing a project evaluation that addresses the opportunities and the risks of the final project. Arriving at an accurate capital budget requires integration of the research controlled through common systems. Project evaluation process must also address how the project is to be delivered.

Jan 1, 2007

Because of the work of the pioneers of sampling theory, we know the principles, test work and equations to use to design sampling systems to meet targets for precision and accuracy. However, we do not see such æproperÆ systems deployed everywhere a sample is obtained around mineral processing plants. In many cases, we do not have solutions that satisfy all of the theoretical, economic and practical considerations. There are some well-known problems, such as high-volume streams with wide size distributions combined with a sparse valuable component that is heterogeneously distributed (such as gold ore SAG mill feeds). However, other difficult sampling issues are common, such as streams which vary widely over a day in flow rate and slurry density (many flotation concentrates), and loaded CIP carbon on transfer to elution. Inventory measurement issues abound, especially for leaching operations where daily inventory change is significant for metallurgical accounting. The result is that operators realise that although they issue reports daily, they do not know what is actually going on in their plant on a daily basis with sufficient confidence to quickly diagnose problems or confidently predict the benefits of potential enhancements. The industry needs practical and economic solutions that can be awarded the ætheoretically correct samplerÆ tick in order to better understand and optimise their processes.

Jan 1, 2008

Australian contract mining as it is known today had its origins in the early-1980s. Before this time there were numerous examples of underground mine development, and specifically shaft sinking being carried out by contractors. However, these were typically international contracting companies who came to Australia for specific projects. Growth in the underground mining industry in the 1980s opened up the opportunity for contractors. Mine owners had a need for contractors who could bring technical and operational capabilities to a project combined with capital in the form of equipment. In the early years the contracting industry was dominated by smaller players who focussed on mine development. The relationship between mine owner and contractor was loose and typically contract documents were rarely referred to. Through the 1980s and 1990s the underground contracting industry in Australia grew to where today there are over 20 underground contracting companies operating in an industry with an estimated annual value in excess of $1 billion. Of these 20 companies approximately five dominate with annual turnovers exceeding $100 million. Underground contractors now provide all facets of underground mining including development and production. Over the last 20 years the underground contracting industry has been able to consistently lower costs to mine owners through a combination of:equipment productivity, labour productivity, and technical innovation.

Jan 1, 2002

When Australian voters elected a Labor Government in March 1983 the value of the Jabiluka uranium deposit as an asset of Pancontinental Mining Limited effectively evaporated overnight. The day before the election, Jabiluka was Pancon's principal asset, with the Company's 65% stake in the deposit having a market value of the order of $US1 billion. This value had been set by an agreement reached with a potential customer, who was prepared to pay $US150 million for 10% of Jabiluka. The months before the election had been the culmination of ten years of unremitting effort to bring what was then the world's largest reserve of high'grade uranium ore into production. These efforts had included two and a half years of negotiations with the local aborigines, as well as exhaustive environmental studies and conceptual mine planning. All domestic approvals required to develop the Jabiluka deposit had been given to Pancontinental and marketing efforts had successfully placed about 50% of the expected uranium production with overseas utilities. It appeared that Jabiluka was about to emerge as one of the world's great mining enterprises. The election of a government with an anti-uranium policy stopped Jabiluka dead in its tracks. Pancontinental's largest asset had effectively become worthless and the Company appeared to be facing a bleak future.

Jan 1, 1987

By A Garg

Squeezing can occur both in hard rock and in jointed rock mass as a result of over stressing. It is related to time dependent shearing, ie shear creep and is associated with the volumetric expansion (dilation) and radial inward displacement of the tunnel surface. While planning a tunnel in hard rock under a high cover of the order of 2 km it is desirable to identify the potential squeezing ground conditions and to select appropriate excavation technique and the support measures. There are several solutions to counter balance the squeezing ground viz over excavation of tunnel profile, assessing appropriate excavation technique, provision of a ductile primary support and time for providing tunnel lining. Low drivage rates and high cost due to support failures requiring rectification arising out of poor anticipation of tunnel closures and support pressures are major problems associated with tunnelling under squeezing ground conditions. Under squeezing ground conditions, the deformation will be gradual, therefore, in order to absorb deformations yielding supports are quite useful as primary support which provide a reliable low initial support pressure and permit uniform stress relief of the surrounding rock along with preventing rock from ravelling. The paper discusses the various factors which influence the selection of appropriate excavation technique and support measures in hard rock under squeezing ground conditions.

Jan 1, 1999

Hong Kong continues to display a remarkable enthusiasm for undertaking ambitious tunnelling schemes despite apparent recessions in the Asian economy. This paper provides an outline of tunnel projects currently under construction, those recently tendered and a glimpse of the extent of forthcoming projects which, according to Government sources, carry a price tag of HK$ 200B. Committed works will cost about HK$ 15B and involve a variety of TBM and drill and blast tunnels. These include the recently tendered works for KCRCÆs West Rail and MTRCÆs Tseung Kwan O railway extension, together with five no retendered TBM drives for the Strategic Sewage Disposal Scheme (SSDS) following forfeiture of the works by the Campenon Bernard-Maeda JV in mid-1997. The JV claimed unreasonable specifications leading to unacceptable levels of water inflow and dangerous working conditions. Key technical issues that are now arising in Hong Kong are:the general use of design and build contracts for bored tunnel contracts;a trend to accept TBM options for relatively short drives in urban areas;the use of æfixed-priceÆ contracts which in the current competitive market, can encourage tenderers to take contractors to take very high risks; andthe difficulty of predicting and managing water inflows in rock tunnels.This paper also includes a new empirical method of predicting water inflows in rock tunnels, and makes recommendations for managing these on-site.

Jan 1, 1999