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By Robert A. Jankowski, J. Harrison Daniel, Fred N. Kissell

Introduction Longwall coal mining in the US has steadily increased since its introduction in 1960. There are now 108 systems operating. (Sprouls, 1986). Advantages of longwall mining include higher productivity, improved safety, and greater coal recovery. Respirable dust, however, is one of the more serious obstacles to realizing the full potential of longwall mining. Early in 1980, the US Bureau of Mines (USBM) initiated extensive in-house and contract research to identify and evaluate effective methods of controlling respirable dust exposure of longwall face personnel (Niewiadomski, Jankowski, and Kissell, 1981). It was found that several control procedures must be combined to assure compliance, using control techniques appropriate to the dust source. These techniques can typically be grouped into the following categories: reduction of dust generation; dilution of dust; capture or knockdown of dust; and dust avoidance. Control techniques can be divided into basic and effective dust control techniques; additional necessary controls; and optional supplementary controls. This information should allow longwall mine operators to select control methods applicable to their particular operations and to develop a dust control plan that meets Federal dust standards. Basic and effective dust control techniques There are three basic dust control techniques (Taylor and Jankowski, 1982) that should be implemented on all longwall mining operations. • A passive barrier or external water spray system design that confines shearer generated dust near the face and away from the operators. • Large quantities of water through the sprays, particularly the drum sprays, to aid in dust knockdown and prevent dust becoming airborne. • A cutting sequence that allows the shearer operators to work primarily on the intake-air side of the lead cutting drum. Shearer clearer There are some poorly designed shearer-mounted spray systems with nozzles directed upwind at the cutting and loading zone of the intake-side drum. These actually carry dust away from the face and upstream of the drum. Where, it mixes with the clean intake air (Fig. la,) and is carried out into the walkway over the shearer operators. The Bureau developed a novel shearer spray system, called the shearer clearer. It takes advantage of the air-moving capabili-

Jan 10, 1986

By M. J. Ramos

Without an exclusive definition of administration in business, we could propose to define it as performance by management to adopt or implement established business formulas. Administration could also be defined as a universal process that organizes people, and achieves, through efficiency, common objectives and goals. Humanity developed some form of this process from the beginning of civilization. To imply that something is new in administration might be considered specious or naïve. Moreover, what is new in management? Administration of business is not new to the world. To prove this statement, we need only ask this question: Does the architecture and monumental workmanship of the past civilizations of ancient Egypt, Rome, and the Incas demonstrate management without administration and without definition of objectives? The answer must be a resounding ?NO!? In spite of this acknowledgment and for the purposes of this presentation, I will use the word ?new? in business and hope that the reader will follow my reasoning. The mining industry has unique characteristics in respect to other industries. It is multi-disciplinary, has a single purpose (majority for one metal), has two players (man and nature), and it involves high risks for generating environmental imbalance. Mining exploits non-renewable and finite resources, creates an unstable job market (work hard to have no work) and a speculative economic market with unpredictable prices ? a one-time payment for a finite resource with multiple recycling. On top of all that, the industry still operates within obsolete petroleum-based technology, utilizing practices that were designed two centuries ago. Today, we confront the challenges of the millennium with outmoded practices and management. Ordinarily, several styles of administration are standardized into a FRAGMENTED vertical system of organization. Mining has rigid objectives in production, with profitability as the focus from the beginning to the end. Citing the concept of safety, as an important facet of production is bombastic since, in truth, mining is an experimental industry that consistently reports high numbers of fatal accidents. In mining, we designed a process to work according to our objectives, demanding attention and supervision of all levels of management with a halo of parameters that are not assimilated into the design. We continue to perform a rigid style of management in an industry that is still not responsive to variations of the market ? losses in particular. The existing design process generates loss without capitalization and without response to said loss. This perception is reflected in a mindset that is only too ready to ignore mining liabilities. The reality of the enterprise has created an immense pressure from top to bottom in the hierarchy to do more with less. It is for all of these reasons that I propose to set forth a new essence for administration that encompasses an alternative vision and style in mining: Management by Loss. MANAGEMENT BY LOSS Management by Loss (MBL) is a systematic, integral process organized to quality control operation and the human profitability within the industry. It permits focus on achievable goals by utilizing the best practices (Mining Open-closing). Identification and characterization of loss in the process determine how objectives are defined, controlling the time limits to execute based on constant balance of mass, energy, water, and ?wastes? in each stage of the industry, in order to reach final objectives. The concept of loss can be defined by various criteria. Generally, it is the mass that could not make or arrive at its destination from a designed process or simply, it could not maintain balance. Otherwise, the design of the process describes the final point of the resource. However, those resources could not make their destination because of failure to use the best design, resources and TIME. The loss has typical characteristics such as Identifiable, classifiable, measurable, manageable, controllable, valuables, negotiable, avoidable, reportable, and monitoring. In the traditional scheme, these losses are not registered; they are made exclusions. We are trapped within a system, which was designed to obtain objectives of the industry in a specific timeframe. In the present style of administration, the focus is total - our emphasis in this treatise is in the loss. The current traditional report form contains only the most positive achievement of objectives, only the best of the exercise, humanizing numbers, without touching what we left behind or what we were waiting for to assimilate as a ?surprise account?(new account of liabilities). Management by loss is a method that redefines the concept of waste (waste zero) for controlling the mine operation under the equilibrium of the ecosystems. This method confronts the problems that impact our industry in this millennium. Understanding and quantifying losses (reserves, resources, time, energy, water, soil, materials, equipment, tasks, labor, ecosystems, etc) is a priority mandate for the industry and demands the application of a ?new ? style of administration by seeking to maintain balance instead of the disequilibrium that mining now creates in nature. It is necessary to answer questions such as: How can we minimize loss? How can the loss be assimilated during the life of the mine? What is the vision of mining in respect to the generation of waste? How can we convert liabilities into assets? In addition, the control of loss is determined in the achievement of the plan. Loss occurs because of a failure of the process in the original plan. Still we do not plan to fail but we fail to plan appropriately. It is a remarkable thing to accomplish and compel those objectives described in the original plan when that plan is designed with a determined budget. If not, we lose time and, of course, capital. Moreover, in Management by Loss (MBL), we can find answers to the following questions: What is the multiplier of productivity in mining? What are the influences of identification and characterization of loss and what is the level of efficiency of energy in order to achieve waste zero (effective cut off grade)? The challenges of mining in this millennium validate this new style of administration. Finally, it is important to point out that mining is entering into an era that has different rules, but the industry is still run by companies functioning with objectives from two centuries ago. They are trying to confront issues with concepts that are not designed for new tasks. Therefore, I ask you to consider this new style of administration of business under a vision of how the industry should be organized and managed, with an attitude of balance toward nature and social responsibility.

Jan 1, 2009

Cripple Creek and Victor Gold Mine is an epithermal gold deposit located in the Rocky Mountains of Colorado. Surface operations are continuing along with an expansion for an onsite mill to take place in the next couple of years. The surface pit is currently progressing downward from an oxidized zone into a transitional, more sulfide/ telluride-rich zone. Gold mineralization includes native gold, electrum, and tellurides. Cyanide heap leaching is the recovery process for the oxidized ore with the sulfide/telluride-rich ore to be processed at the new onsite mill. Ore characterization prior to mining is vital when there are two possible recovery processes. This characterization is dependent on geometallurgy. To identify the causes of the variability, multiple parameters are analyzed and assayed. These parameters are measured by a variety of analytical testwork. The analytical testwork provides measurements for the desired parameters. Geometallurgical models are developed for the parameters per recovery process, so estimations can be inserted into the resource model to optimize operations and recoveries.

Feb 27, 2013

By H. Seguin, J. A. Le Gac, S. Bernhard, P. R. ZETTWOOG

The "Service de Protection Technique"of the "Institut de Protection et de Sûreté Nucléaire" was asked by the Commission of European Communities to conduct measurement campaigns which would make it possible to evaluate, on an experimental basis, the collective risk to miners exposed to radon in underground, non-uranium mines located in countries within the European Community. 1. METHODOLOGY USED TO CONDUCT THE CAMPAIGNS This campaign is original in that direct measurements of the individual monthly exposure to potential [a]-energy from short-lived radon daughters are made using personal [a]-dosimeters described previously (1). We call this type of dosimetry "personal dosimetry". The workers who wear the personal [a]-dosimeters were selected taking into account the various categories of workers and their work assignments in the various areas of the mine. Another way of finding out the occupational exposure of these miners consists in making numerous measurements of the radon concentration at the various work places, taking into account the time spent at each place by each worker. This procedure is too complex for an evaluation of the collective risk as requested by the Commission of European Communities and was therefore rejected. Additional data was gathered during these measurements campaigns using the following techniques (table 1). [ ] (1) Current [a]-dosimetry as practiced in France - SPT international report N° 234 - February, 1981 - P. ZETTWOOG The mines were chosen to include a larger variety of types of ore, of geological situations, and of mining methods. 2. RESULTS OF THE RADON DATA-GATHERING CAMPAIGNS 2.1 – [Uranium content of the surrounding rocks and ore] The samples taken during the campaigns make it possible to establish the U content in the rocks of the mines selected. These values, from 2 to 15 ppm, are slightly higher than those usually found (2 to 5 ppm) (table 2). [ ]

Jan 1, 1981

By Osvaldo Bascur, Barun Gorain, Jaco Steyn

"The last few decades have seen some remarkable advancement in information technology, but recently various digital technologies have resulted in several synergies to deliver innovation in diverse applications. The mining industry has been relatively slow in adopting these technologies compared to the other industries, but this scenario is changing fast.Challenges. Mining companies globally are going through a series of challenges such as declining ore grades with complex metallurgy, increasing depth of ore bodies, high capital and operating costs, lower productivity, shortage of technical resources, significant pressure from stake-holders to deliver, along with growing environmental and corporate social responsibility issues. Improvement in profitability would need significant improvements in operational performance.Consequently, over the last few years, there has been a major focus among some mining companies to imbibe operational excellence. This has been only possible because of the replacement of a silos-based approach by an integrated view of the organization. Such an integrated view is now possible via the evolving digital technologies. Even so, such a transformation calls for a change in culture, which, for most organizations is not trivial. Attempts in the past to integrate functions, such as through mine-to-mill initiatives in the mining industry, have demonstrated significant benefits to many operations (McKee, 2013). Still, sustaining these benefits has clearly been a challenge due to manpower turnover and lack of proper systems and structures that integrate information between business functions within an operation and between operations and the corporate level.Opportunities. The advent of digital technology has opened up opportunities to integrate interdepartmental information for a unified understanding across an entire organization. The advances in instrumentation, equipment control systems, supervisory control systems (SCADA/ Historian) and industrial networks have helped in the direction of enterprise- wide integration. The availability of real time information across an enterprise has given rise to numerous possibilities to improve organization performance. As suggested by Seshan and Gorain (2016), some of the potential opportunities are as follows:"

Jan 9, 2018

By William R. Yernberg

The 2002 Arizona Conference was held Dec. 8 and 9, 2002, at the Doubletree Hotel at Reid Park in Tucson. The annual conference is organized by the Arizona Conference Board of Directors, which represents SME sections in Arizona and adjacent areas. The conference provides an opportunity for individuals and corporations associated with mining in the region to get together once each year to discuss the status of the industry. The meeting featured a keynote address, a distinguished lecture and about 30 technical papers. As was the case at the 2001 meeting, the economy, the price of copper and foreign competition continue to be the hot topics of discussion among the attendees. The domestic copper industry still faces challenges due to low copper prices dictated by the world market and because of a weakened domestic economy. There continues to be concern about the Arizona region’s copper industry in light of the mergers, downsizing and shutdowns that have occurred during the past several years.

Jan 1, 2003

By M. C. Roberts

As nations advance through various stages of economic development, the patterns of demand for minerals change. For example, as a nation develops from a subsistence economy through industrialization and into a service based economy, the use of minerals is at first low, then grows rapidly, and finally stabilizes. The past trends in the use of agricultural minerals by the currently advanced nations provide a pattern that the world as a whole may follow as it progresses through the stages of economic development. Future needs for agricultural minerals are estimated using this approach.

Jan 1, 2001

By W. J. Mahoney

A good quality assurance program at a coal mine or power plant is accurate, timely and consistent. The quality analysis is accurate due to a complete sampling of the coal stream loaded into the unit train. The sample analysis is accurate because standardized testing procedures are applied. Once an analysis is completed, the results must be communicated to the electric utility in a timely manner. The electric utility needs the results to better manage the coal inventory at its power plants. A quality assurance program can also help a mine deliver a consistent product to a utility's power plants. The importance of accuracy, timeliness and consistency are based on major changes that are taking place in the electric utility industry.

Jan 1, 1994

By K. Whiting, R. Huffsmith, R. Olsen, D. Adams

Long-term closure alternative selection for heap leach pad effluent is a daunting task. Passive water treatment, if designed with enough long-term capacity, can minimize long term O&M while meeting water quality objectives. Leach pad effluent from a 30-acre leach pad at Basin Creek Mine, Basin, Montana was targeted for long-term water treatment using a passive water treatment system. The objectives and results of design and construction are: 1. Design a long-term passive system utilizing existing infrastructure. 2. Construct a field scale pilot test at the mine site.

Jan 1, 2002

By D. R. Wilburn

This summary of international mineral exploration activities for the year 2005 draws upon available information from literature, industry and U.S. Geological Survey (USGS) specialists. It provides data on exploration budgets by global region and mineral commodity and identifies significant mineral discoveries and exploration target areas. It also discusses government programs affecting the mineral exploration industry and presents analysis of the mineral industry based on these data. Two types of information are reported and analyzed in this annual review of international exploration for the year 2005. They include budgetary statistics provided by Metals Economics Group (MEG) and information on regional and site-specific exploration activities in 2005 compiled by the USGS.

Jan 1, 2006

By F. B. Henderson

1.0 PROLOG Since the "end" of the Cold War, revolutionary new research and commercial remote sensing capabilities are being developed that will dramatically change the way we map the earth and address its environmental problems. The technology challenge is not the growth of new environmental remote sensing technologies themselves. It is, rather, how these new innovative observing systems can be accepted and used to the benefit of both the regulatory and the mining communities in the light of present concerns about unknown risks of discovery and liability. The basis for this paper is an unpublished technology primer prepared for the industry-government Workshop on Advanced Measurement and Site Characterization for Mining Impacts held at Colorado School of Mines, Golden, Colorado, July 14-17, 1997

Jan 1, 1999

By G. C. Hall, B. E. Hobbs

Giant gold deposits are considered products of crustal-scale systems. Reduced fluids stored in mid to lower crustal reservoirs were discharged into mid to upper crustal sites of deposition. Elements of the architecture include crustal-scale structures, reduced packages of rock and regional seals. Gas-rich aqueous fluids were common but non-aqueous fluids may have been significant in the deeper parts of the systems. Fluid fluxes in over pressured domains were maintained by porosity waves. Abnormal heat input from the mantle may not be required once the systems were perturbed. Fluid-mixing and hypogene enrichment were probably the most significant precipitation processes.

Jan 1, 1999

By Marion Loomis

Environmental regulation is an ever growing cost to the mining industry. Requirements for such items as air quality modeling, hazardous waste disposal, selenium concentration in water and sagebrush planting consume more of the mining industry’s resources each year. The mining industry is willing to make the necessary financial commitments to assure that the air, land and water resources are adequately protected and restored. However, it is sometimes difficult to explain to management and stockholders why money should be spent on a specific issue when science and common sense indicate it is being wasted. Common sense and sound science should dictate how mining is regulated.

Jan 1, 1994

By G. Norman Owen, Roger E. Scholl

INTRODUCTION The analysis and design of underground structures to resist vibratory motion due to earthquakes has been of interest to engineers for several decades. The dynamic stability of a powerhouse cavern was considered in the 1960s (Campbell and Dodd, 1967). About the same time, the designers of the San Francisco Bay Area Rapid Transit system developed procedures for analyzing the subaqueous tunnels placed under San Francisco Bay and the tunnels excavated along the land portions of the alignment (Kuesel, 1969). Japanese designers developed fairly sophisticated procedures for analyzing subaqueous tunnels during the late 1960s and early 1970s (Kuribayashi et al., 1974). In the past decade, proposals to site important critical underground facilities in regions with moderate to high seismic activity have increased the interest in earthquake engineering of underground structures. Seismic designs or seismic studies have been conducted for rock caverns for storage of petroleum or location of power plants (Yamahara et al., 1977; Glass, 1976), buried tanks for fuels or rad¬ioactive waste (Fukushima et al., 1977; URS/Blume, 1976), tunnels for disposal of nuclear waste (Yanev and Owen, 1978; Wahi et al., 1980), and urban mass transit tunnels (Monsees and Merrit, 1984). One of the greatest drivers of the interest in seismic analysis and design of underground structures has been the proposals to dispose of high-level nuclear waste in mined repositories some 300 to 600 m (approximately 1,000 to 2,000 ft) below the ground surface. In 1979, the authors, in conjunction with Professor Tor Brekke, presented a paper on an evaluation and design procedure used in a study of a proposed nuclear waste repository (Owen, Scholl, and Brekke, 1979).

Jan 1, 1985

By C. A. Pryor

The aggregates industry is the largest minerals industry in the United States producing over 2.6 billion metric tons of crushed stone, sand and gravel annually. Approximately 5% of that production is fine material, passing a 75-micron mesh sieve. Of that amount, about 77% is not sold and represents one of the major industry issues. The material accumulates in stockpiles and settling ponds having an operational and economic impact on the site’s bottom line. Many factors cause this material to be produced: from blasting and processing techniques all the way to end use specifications.

Jan 1, 2002

By S. J. Neethling

The flotation froth structure and motion determines the amount of entrained gangue that is collected to the concentrate. Despite this important role in the overall performance, the behaviour of the froth is still ill understood. To date, predominantly empirical models have been developed to describe entrainment. A fundamentally based model is described and used here in an attempt to improve the understanding of entrainment. This general froth simulator (UMIST FrothSim) allows the modelling of a wide range of flotation conditions, as it takes account of a large number of the physical phenomena that occur within flotation froths. The model firstly describes gas motion and bubble coalescence, and the water motion based on gravitational, viscous and capillary effects. The motion of the solids distinguishes between various solids classes based on hydrophobicity, particle size and density and models them by including the effects of Geometric and Plateau border dispersion, particle settling and the motion of the water. The aim of this paper is to show the applicability of this model to explain the observed entrainment and collection of gangue. This is done by comparing model predictions with the experimentally observed relationship between the gangue and water recoveries. The model predicts the identical trends, which are explained in terms of the interaction between the linear effects of water motion and hindered settling and the non-linear effect of particle dispersion.

Jan 1, 2001

By Frank C. Stevens

Many changes have taken place in the "World Cement Market" since Joseph Aspdin discovered portland cement in the early 1800's. At the turn of the century, production of cement world wide was a few million tons; today, it is over one billion tons. By 1995, world production is estimated to reach 1.2 billion tons. Cement processing has changed from inefficient, small vertical kilns to large efficient, precalcining kilns, and large automated crushing, blending and grinding systems. Consequently the cost of production has declined in real terms, resulting in significant economic benefits to the general public. In addition, quality and uniformity of cement have increased, strengths have increased, and at least 25% fewer pounds of cement are needed for each cubic yard of concrete. Today, cement moves thousands of miles on the inland rivers and great lakes of the U. S., across Siberia and across the oceans of the world. The volume of cement moving more than a few hundred miles is almost 100 million tons, or 10% of world production. Today, on a per ton basis, it costs no more to move 40,000 tons of cement to the United States from the Western Pacific rim or from Europe than it does to truck cement 200 miles. For example, cement shipped by water from Spain costs $5.00 to $7.00 per ton compared to cement shipped by truck 200 miles at $16.00 per ton. This low cost water transportation has been a major factor for the increased movement of cement between countries. Table 1, Cement Production Summary-World, gives a global picture of production, export and import tonnages in recent years. Figure 1 is a graph showing CEMENT PRODUCTION SUMMARY WORLD WIDE.

Jan 1, 1987

By Tom Martin

Mega projects present unique challenges with regard to estimating costs. With such projects, which may span decades, these challenges often begin as soon as a project is conceived. The importance of having a sound, resource based estimate avail-able early in the process cannot be overstated because it provides the basis for ongoing project decisions. For the final phase of providing an updated cost estimate, often while bidding by contractors is underway, the Engineer?s Estimate (EE) must incorporate present market conditions; account for possible volatile material price swings; be based on actual labor and fringe costs; rely on meaningful productivity rates; and accommodate any recent technology advances while identifying and allowing for risk factors. This paper explains the benefits associated with consultants adopting a contractor?s estimating approach when preparing the Engineer?s Estimate on mega projects like the various tunneling projects in New York City.

By Richard Addison

Introduction A staccato beat rings out across the Australian bush. The stamps are at work, slowly pulverizing gold-bearing ore for a patient, grizzled prospector. This is the State Battery near Marvel Loch, a tiny 22.6-t/d (25-stpd) capacity gold plant operated by the Western Australia government. It is one of many such plants located in remote corners of Western Australia and the Northern Territory. They are miniature custom mills operated for the benefit of prospectors and small mine operators. These state batteries are so called because they are operated by state governments and because the principal item of machinery in the plants are stamp batteries. They are fascinating anachronisms - throwbacks to times past, a century ago, to the hard and heady existence of gold rush days. Marvel Loch plant Typical of these operations, and perhaps a trifle more sophisticated than most, is the plant near Marvel Loch, a small center for mining and farming about 400 km (250 miles) due east of Perth. Marvel Loch. The name evokes visions of a pristine lake set in a cool, green, misty glen of the Scottish highlands. Actually, it is probably a hot, dry salt pan somewhere nearby. Just where the "loch" is difficult to discern. There is no sign of it on the map.

Jan 7, 1986

By Frank P. Frandina

The Heartland Corridor Clearance Improvement Project is part of a regional Public-Private initiative to allow double stack container trains a direct route from the Port of Norfolk through Virginia, West Virginia, Eastern Kentucky and into Central Ohio. The project involves clearance improvements to twenty-eight tunnels, twenty-one of which require structural modification. With construction of the first Package of tunnels just underway at press time, this paper summarizes the program implementation from design through the initial stages of construction.

Jan 1, 2008