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By W. V. Mutler

Present day capital costs are analysed for a 2 000 metric tonne per day (MTPD) pyrite burning plant and compared with a sulphur burning plant of the same capacity. Power, raw material and steam production rates are then compared for the two facility types. A sensitivity analysis is conducted to highlight the impact changing sulphur, pyrite, capital and operating costs have on the relative economics of these feeds. Technological improvement effects on capital cost and energy recovery are also discussed. Besides the steam produced from the burning of pure sulphur or pyrite, plants using an advanced form of heat recovery can produce up to 10 bar steam using heat from acid formation. The quantity depends on the overall water balance which is influenced by such factors as gas strength and product acid concentration. Modern materials and innovative process design also improve the ability to increase the high pressure steam from the roaster boiler in pyrite plants above the traditional 1.25 kg of superheated steam per kg of acid produced.

Jan 1, 2009

By Jacob Reeese

I HAVE discovered a new method by which steel and other metals may be burnished by the automatic action of the burnishing machine, and by which the cost is greatly diminished, and more perfect work produced. And in addition to the polishing and burnishing action of

Jan 1, 1881

Burr Mineral Resource has: ?Grade / Thickness / Tonnage ?Dry Caprock ?Low Carnallite ?Low Clay / Insolubles ?Flat & Continuous Deposit ?Proper depth

May 1, 2009

By Wilfrid Comeau

Vibrograms, which last significantly longer than the actual blast (say 10 to 15 cycles or more), may be signalling an elastic response, which is not uniquely blast related. For example, geophones mounted on a part of a structure, which can elastically resonate at a frequency included in the seismogram, may not show the structure’s real reaction to the blast. This resonance usually amplifies the ground vibration. This contribution examines one particular case where blasting excited and amplified a resonant ground response, and the method used to significantly reduce or eliminate this undesirable condition.

Jan 1, 2007

How do you think the US Bureau of Mines closing will affect SME? The demise of the bureau represents a challenge, an opportunity and, above all, new responsibilities for our profession. A lot of good professionals are seeking new positions. A lot of worthwhile research is available for transfer to the private sector. Logic dictates that worthwhile projects of any defunded government activities should find support in the private sector. The bureau may be gone but its legacy is deeply rooted in the profession. The bureau’s contributions will be remembered as long as there are mines and miners. Its1994 research program was divided into three major areas: environ-mental technology; health, safety and mining technology; and minerals and materials science. There must be a place in either the government or private sector to continue these worthwhile activities.

Jan 1, 1996

By Hanes J

More than 200 bursts in coal occurred at Leichhardt Colliery prior to December 1978 during mine development in the 6 m thick Gemini seam at depths approximating 400 m. Three large bursts each displaced more than 300 tonnes of coal and stone. Two of these which occurred in continuous miner developments, are described and compared. Geological settings, mining strains including induced cleavage and roof failures associated with bursts are described. A shotfiring technique replaced mechanised mining following a major incident at the colliery. Present mining procedures, the apparent improvement in stability of workings and ongoing geotechnical monitoring programme are discussed.

Jan 1, 1980

By B. Cavender

Safety departments have traditionally been held responsible for the safety performance of their division or company. This approach leads to a lack of ownership of safety issues by the larger organization. An alternative paradigm is significantly more effective: the members of the work force (managers as well as workers) are fully responsible and accountable for safe production. The safety department is not extinct, however. Its role has changed, to focus on training, litigation, and external relationships such as community relations. This approach was implemented at BHP Copper's Superior mine and mill in Arizona. By obtaining the genuine commitment of the work force to accident-free production, the mill's MSHA incident rate immediately dropped from 7.4 to zero. The mill also ran one year with no MSHA citations. When this philosophy was implemented at the divisional level, the division's incident rate decreased from 9.5 to 1.1,an 88-percent reduction in six months.

Jan 1, 2000

By D. P. Ziegler

Formulas relating economic optimum busbar cross sectional areas to busbar cost, electric price and financial parameters are reviewed and revised. Application of the formulas is illustrated with discussion of the appropriate choice of parameter values and the sensitivity of the optimum to the parameters. The extension of the single busbar concept to optimization of more complicated arrangements of bus for smelting pots is complicated by the constraint of obtaining a specified current distribution. An example problem illustrates the optimization of a section of a bus network containing a fork, with the imposed limitation of achieving a specified uniformity in the current. In cases where the current in the individual conductors may vary, Kelvin's law does not apply. Further extension of the technique to a full pot set of conductors poses additional problems which are discussed, but whose solution has not yet been accomplished. Aluminium 2006 45th Annual Conference of Metallurgists ofCIM Montreal, Quebec, Canada Edited by

Jan 1, 2006

By Rodrigo Werneck Athouguia

O cerne desse trabalho consiste em demonstrar os resultados obtidos pela implementação de um programa de Lubrificação Confiável na Samarco Ubú com objetivo de reduzir custos através da busca contínua pela lubrificação classe mundial. A Samarco Ubú entende que uma lubrificação de qualidade contribui diretamente para os equipamentos, aumentando a vida útil. A gerência de manutenção lançou no final de 2013 um programa de Lubrificação Confiável com objetivo de buscar continuamente as melhores práticas de lubrificação no mundo.Esse programa abrange desde o recebimento do lubrificante até a manutenção do mesmo no equipamento em condições ótimas de trabalho, capacitação da equipe e as melhores práticas de lubrificação.

Aug 16, 2017

By G. A. Johnson

Basic management principles will be discussed (as they apply to minerals education efforts), especially in light of the changing nature of volunteerism in today’s society. Also, the “minerals education tree” will be presented, along with public opinion / public policy realities.

Jan 1, 2001

By Jason N. Scott

CFA piling is a ?blind? construction process that relies heavily on the rig instrumentation to produce sound piles. If the data measured and recorded during construction can be made available to engineers and managers within hours after construction then there are many economic and quality control benefits that can be realised. A state of the art CFA instrumentation and data management process has been developed in the UK. The key components of the instrumentation, GSM data service and the central database are described. Many benefits to the business have been realised and, where possible, these are quantified.

Jan 1, 2006

By Thomas D. Kaufmann

Introduction Mining has always been sensitive to the fluctuating income of downstream customer industries. The industry is now becoming more vulnerable to booms and busts as economic pulsations increase and demand for mining products shows little or no long-term growth. As the general economy has become more cyclical in the last decade, the capital-intensive primary industries have become more aware that timing as well as preparation of survival plans are vital in investment decisions. Strangely, however, some of us have not yet included the business cycle in our feasibility studies. Cyclic prices and volumes and fluctuations in profits and cash flows do not fit our linear models. The increased cyclical nature of our economy is recent and poorly understood. Forecasting peaks and troughs is still more an art than a science. Nevertheless, avoiding business cycle parameters can lead to error in value estimation and contingency planning of new projects. Metal and Mineral Industries More than half the iron and steel, aluminum, copper, lead, zinc, manganese, tin, nickel, molybdenum, cobalt, and chrome that we mine, smelt, upgrade, and recycle goes to construction, transportation, capital goods, and consumer durable industries. All are cyclical. Their products are consumed slowly, so replacement can be postponed in recessions. Purchases of such goods are usually financed by debt, and their customers are sensitive to highly cyclical changes in interest rates. During prosperous periods, people tend to buy capital goods despite high interest rates. Upstream industries also tend to be whipsawed by inventory cycles. With high interest rates and good transportation, downstream fabricators can lighten their inventories during recessions. They know that upstream suppliers can deliver supplies and raw materials immediately, And, with the advent of electronic accounting, the fabricator with timely inventory information can afford to hold fewer contingency stocks. Likewise, when recovery returns, inventories surge back through industry pipelines, accelerating demands on primary supplies. The price elasticity of most primary products is low. Their share of the value of finished products of the industries they supply is generally small. The 60 kg (130 lb) of aluminum in a car is vital. But whether it costs $80 or $130 will not visibly influence the demand for an automobile. With low elasticities of demand, the primary producer is hit with decreases (or increases) in prices and in sales volume, during recessions as well as recoveries.

Jan 6, 1984

By F. Alsobrook

Industrial minerals are receiving increased attention by metals, coal and other companies seeking to diversify and stabilize earnings. Each industrial mineral has a unique set (and sub-sets) of business dynamics, however, and the diversity can present a bewildering maze to the corporate planner. Shrugging off this complexity and relying on serendipity for entry opportunities often results in unsuitable acquisitions. An effective alternative used in exploration can also be applied to strategic planning. By providing focus and direction, this flexible methodology can prevent wasting corporate resources on random pursuits and result in a quicker, more satisfactory achievement of diversification goals.

Jan 1, 1990

A low grade, refractory ore gold mine with high striping ratio such as at Macraes is always challenged in ways to improve margins. Common practice approaches used at OceanaGold Ltd Macraes are to maximise grade delivery, optimise recovery and reduce unit costs, as well as take any opportunities to incorporate new technologies and implement enhanced commercial strategies.   The Business Improvement (BI) programme was implemented across the Macraes operations in late 2003 and is being rolled-out to all other parts of the business. The core focus of BI at OGL is to: +        increase revenue, +        reduce cost, and +        improve processes.   A dedicated BI team comprising of a manager, team leaders and business analysts were engaged to identify and manage a series of opportunities to reduce operating expenses, optimise capital outlays and generate extra revenue. The Business Improvement Programme, though in its formative phase, has begun a cultural change within the organisation. Many people are starting to challenge the way they do things and are looking for ways to continually improve business performance.   The BI team encompasses individuals from different departments who can offer the diverse skill set necessary to produce intended results. The current team is made up of a BI manager, BI Team Leaders in Mining and Processing and analysts from Mining, Processing, Commercial and Plant Maintenance workgroups. A team member has recently been formally trained as a Six Sigma Black Belt. ] The BIÆs team role is to assist in the establishment of project management processes for each improvement idea. In addition the team will assist in tracking implementation, identifying and unblocking restrictions and limitations as well as setting up metrics to quantify the level of benefit returned and sustained.   From a more strategic point of view, the BI team is advancing the Business Improvement capability of the company by developing long term Communication and Training strategies. These strategies will set the direction of BI initiatives in the years to come to: +        educate the OGL workforce in basic BI techniques, +        assist the OGL workforce in applying basic BI techniques, +        communication the direction of BI in OGL, and +        close the information feedback loop to facilitate transparent communication between the OGL workforce and the BI team.

Jan 1, 2004

By A. O. Filmer

In the mining and metals industry, business strategy demands that leaders extract more from any set of capital assets. This improvement is achieved through a combination of continuous improvement and upgrading of the assets. Continuous Improvement involves a series of incremental changes in the workplace to stabilize the process, remove waste, and test the limits of process capability. Enhanced Technology involves the replacement of an existing as set with a different process or equipment, to achieve a similar function in a more efficient and effective manner. The paper compares and contrasts the two methodologies and outlines the key business considerations which dictate how and when to select one or other improvement method. The paper also addresses the implications for these two improvement methods for those undertaking R&D in support of the mining and metals business.

Jan 1, 2009

By Shannon Studden, Angela King, Allan Koski

Cliffs Natural Resources is an international mining and natural resources company with over 160 years of history. A member of the S&P 500 Index, the company is a major global iron ore producer and a significant producer of metallurgical coal. Throughout its history, employees have been the foundation of the company’s success, which has long embraced a focus on continuous business improvement.

Jan 1, 2014

By O. A. Bascur

It is difficult to analyse the economics without an integrated view of mine transactions, stockpile inventories, process flows and assays. The lack of integration of mining and metallurgical information with sufficient detail to analyse and act is a problem. However, to take action requires real time information from manufacturing assets, corrected for gross errors from trucks, shovels, conveyors, faulty sensors, bad instrument calibration. Validation methods use process models to identify inconsistent information in the case of corrupt actionable information. This paper presents new strategies that transform the data into business information for continuous improvement and optimization. This technical presentation will review recent implementations enabling large metallurgical complexes to improve their data quality for overall production and energy management. A competence center emerges as an enabler for implementing operational intelligence. The evolution of Web services to troubleshoot plant information and to collaborate at the enterprise level is presented.

Jan 1, 2014

By Alexandre Keunecke Hardt

A dinâmica competitiva do mercado globalizado demanda informações confiáveis no dia-a-dia das empresas. Essas informações são preciosas, pois estabelecem vantagens que permitem que as empresas mantenham suas lideranças no mercado. Enquanto sistemas de Business Intelligence (BI) normalmente pertencem ao mundo da gestão e da estratégia, os conceitos da Indústria 4.0 trazem um conjunto de novas oportunidades para obtenção e extração de dados direto do chão-de-fábrica, permitindo com isso que decisões operacionais e táticas suportadas por esses dados sejam tomadas quase em tempo real. Uma solução BI desenvolvida em tecnologia OLAP (Online Analytical Processing) possui na etapa de ETL (Extract Transform Load) um de seus maiores gargalos. Este trabalho propõe uma ferramenta de processamento desenvolvida em Spark, denominada neste trabalho como BI 4.0, que resolve esse problema ao realizar o ETL de forma escalável, distribuída e com alta performance, trazendo ganhos significativos para o negócio.

Aug 17, 2017

By M. Bunch

"THE SUPER CYCLE IS GONE The utopia of the rising sales volume, for mining companies from 2002-2011, was entirely due to rising production volume and prices. The Australian mining sector experienced an 18 percent annual growth rate in revenues, and 11 percent growth in prices. (1) However, EBIT remained flat during the same time period. In addition, Australian mines saw a 7 percent annual decline in both labor and capital productivity. (2) Mines in the U.S. and Canada produced similar results, whereas the world-wide mining industry has seen a productivity drop of 40% since 2001. (3) The decade “Bull Run” of rising prices was trashed by companies that chased low-quality assets while increasing debt on their balance sheet. It seemed everyone believed the “super cycle” would last forever, while completely ignoring the history of cycle downturns. Worldwide mining operations are as much as 28 percent less productive today than a decade ago, according to new McKinsey research. The results from McKinsey’s new MineLens Productivity Index (MPI), which adjusts for declining ore grades and mine cost inflation, show that the pronounced decline in productivity is evident across different commodities and is seen in most mining players and geographies. (4) McKinsey sees three important areas of focus to address the root causes of productivity decline. 1) Embed effective management operating systems at mines 2) Prioritized operational excellence and capabilities development 3) Focus on innovation Reality has now settled back in and companies are struggling to make ends meet. The basic management staple of controlling costs and improving the production/productivity that was lost in the excitement is now back in play. Traditional cost-cutting approaches, such as across-the-board spending cuts, layoffs, and hiring freezes are only short-term initiatives and will not permanently improve a company’s cost structure or improve long- term competitiveness. This can only be accomplished by engaging front-line employees and empowering them to make necessary improvements in their daily work. It is time for leaders to lead and develop cultures of continuous improvement within their organizations in order to sustain their mining project to the end of mine life. Successful operating managers require two different skill sets of Leadership and Management; knowing how to lead people in their organization and how to manage the work they do."

Jan 1, 2016

By P. J. Petit

"The complex planning required to achieve any planned production yields multiple and dissociated responses over the life of project (LOP). The customary decision-making process negates the possibilities of developing optimized and integral solutions from operating levels up to business and strategic levels. This results in an inefficient project or overall underperformance of the operation.In the project setting, disconnected trade-offs and improved performance studies become inadequate, because they are site-specific and use only a few comparative parameters. They are often based on a small data-set.Decisions taken to achieve overall objectives require the correct determination and dissemination of key performance indicators (KPIs). The KPIs indicate efficiency in operation, whereby the marginal rate of technical substitution corresponds to the rate of production. It is the necessary condition for optimization. Performance realization for sustainability follows optimization modelling, the latter often being presented with financial results such as business net present value (NPV). It considers techno-financial constraints and provides a strategic and aligned outlook of KPI decisions for an enhanced and integrated outcome.This paper explains a mining case study that is rendered efficient, and through business optimization (BO) short-term and sustainable targets are reached. Business optimization increases the NPV by 14.7%. This is achieved by challenging conventional decision-making associated with maximizing business value by including environmental externalities within the LOP."

Jan 1, 2016