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By B. Jago

From the perspective of metallurgical processing, gold ores can be classified into freemilling and refractory ores. Their extractive metallurgy is largely driven by mineralogical factors such as gold particle size, association with other minerals, coatings and rimmings, presence of cyanicides, oxygen consumers and preg-robbers, presence of refractory gold minerals, and invisible gold in sulphide and sulpharsenide minerals. Gold process mineralogy helps address issues and problems related to gold ore processing. It is widely used as a predictive and trouble-shooting tool in gold ore processing, and provides useful information on process selection, flowsheet development, recovery improvement, and reagent consumption optimization. By combining classic mineralogical techniques, modern instrumental analysis, and diagnostic metallurgy, the mineralogist is able to balance the various types of gold occurrence in an ore.

Jan 1, 2006

By I. Dymov, W. Phillips

A process has been evaluated, on a continuous pilot plant scale, to treat refractory gold arsenopyrite/pyrite concentrates. The process consisted of biological leaching to partially oxidise sulphides, followed by pressure leaching for complete sulphide oxidation and arsenic precipitation, followed by liquor neutralisation and cyanidation of the autoclave residue for gold recovery. This paper provides a brief description of the treatment flowsheet and discusses some of the main parameters and results of the process. During integrated pilot plant campaigns, it was confirmed that acceptable sulphide oxidation and gold extraction of 96-98% could be achieved by a two-stage oxidation with BIOX® (4 days total retention time) followed by PDX (40 minutes retention time at 220°C). Only partial arsenic precipitation was achieved in the autoclave, followed by complete precipitation by neutralization under atmospheric conditions. The overall process could be significantly simplified, and capital and operating costs reduced, with a flowsheet modification allowing all of the BIOX® liquor to bypass the autoclave directly to the neutralization circuit.

Jan 1, 2004

By O. J. C. Runnalls

"Canada became the world's largest uranium producer in 1984. That leadership position is likely to be maintained for many years into the future because of a firm production base, many undeveloped known deposits with commercial promise, and a large geologicalpotential for new discoveries.There are some uncertainties on the horizon, principally because of restrictive actions in process within the U.S.A., which are aimed at preserving a deteriorating domestic uranium industry. Should such actions result in import restrictions, for example, there would be a negative effect on foreign producers at least in the short term. Canada may avoid such difficulties under a tentative U.S.-Canada free-trade agreement where restrictions on the import of Canadian uranium into the United States would be eliminated. Over the longer term, demand for Canada's uranium resources will grow because of the foreseen growth in the world's installed nuclear power capacity. IntroductionSince the phenomenon of nuclear fission was discovered in 1938, the utilization of uranium has grown substantially. Initially, the principal use for uranium was in the production of nuclear weapons. However, once civilian nuclear power reactors began to be built in the 1950s, an increasing fraction of uranium output was directed to the production of fuel elements for use in electricity generating stations.The cumulative uranium production by those countries in the World Outside Centrally-Planned-Economies Areas, WOCA, during the period 1938 to 1985 exceeded 800 000 tonnes of uranium. Some 60% of that was mined in the United States and Canada, as indicated in Figure 1. In 1986, nearly 80% of WOCA output came from five countries, Canada, United States, South Africa, Australia, and Namibia, as indicated in Table 1 and illustrated in Figure 2.During the past decade the world annual consumption of nuclear energy has more than tripled (Fig. 3). As of December 31, 1986, the world total of nuclear power reactors had reached 394 with a total net capacity of 270 GWe. The thermal output from nuclear power plants in 1985 exceeded 60% of the energy contained in all of the oil produced that year in the Middle East. Thus, nuclear power has already become an important component in the world energy supply picture."

Jan 1, 1988

By F. Grant

"General *The mining experiences of the coal mining industry in Western Canada have been extremely varied, with the mining companies having to adjust their operations or fail due to the harsh economy of the country in the first part of the century. The bituminous or mountain mines had the railways as main consumers with, at times, optimism that potential steel producers would require metallurgical coal. The prairie and foothills mines mainly provided household fuels, with the fine coal sold to local thermal power plants at discounted prices. In practically all cases fuel competition was very keen, and the less successful mines ceased operations in short-time spans. Knowledge of the parameters that governed the success or failures of the past coal operations should be of value to the present and future mining companies. The initial coal mines were small and were started to supply local demand. These mines had little in the way of capital machinery, engineering, or transportation equipment; therefore the mining methods and mine plans were very simple. The first industrial-sized mines imported most of their management and mining methods from other mining areas, mainly Great Britain. It took time to change the bias of management and mining methods to the requirements of strata characteristics, with rapid closure to those mines that were slow to adapt working methods. The main markets for coal were for household fuel, thermal power plants and railways, with very few other industrial markets developed. The economy of the period was harsh and cyclic and the coal mines were affected more than most industries by these boom and bust periods. It led to the survival of the fittest or the most efficient. Due to the economy, mechanization was introduced to the mines very slowly, with the inability to sell coal fines at a profit being another reason for the delay. Manual labour with hand tools was the main means of production. The work was heavy and arduous, and the pay was based on contract coal tonnage; therefore both men and management paid close attention to details so that nonessential work could be eliminated. Mine openings were dimensioned so that coal could be loaded easily by hand and support requirements were kept to the minimum. Transporting and handling the timber supports required heavy labour; thus the most efficient dimensions were chosen to suit the strata. On the other hand, during the main production seasons the mines tried to make the strata stress work for them so that the pressure was kept on the coal face to keep the coal loose while the strata, a short distance back, was induced to cave to minimize the abutment stresses. This caused mining to be an art, using skills developed by experience with the strata. This led to the development of efficient mine layouts with the openings dimensioned to the strength of the strata and the type of support available. The lack of capital and mechanization, and the manual labour, induced the mines to correlate their service and haulage systems with their mining methods. This caused many innovations that proved very practical."

Jan 1, 1985

By J. A. Stewart

"A common problem in the mining industry involves the overloading of established conveyor systems. This overloading can have a number of causes, such as new production technology or a changing market condition which increases demand. An overloaded system usually spells disaster and leads to clean-up problems, equipment failures and lost production. The Cape Breton Development Corporation's Lingan Mine had a serious overloading situation on its underground coal clearance system, and equipment was being damaged and production was being lost. It was rectified, in part, by increasing the coal clearance capacity through the use of booster conveyors. This paper discusses the problems which led to this situation, the booster concept and the installation of the first unit at the Lingan Mine.IntroductionThe Lingan Mine is a submarine coal mining operation with an annual production of 1.5 million tonnes from three advancing longwalls. Coal is conveyed 3400m up a 13% slope to the surface. Designed and installed in the early 1970s, the system's 820-tonne/hour design initially proved adequate; however, by the late 1970sthe system was handling surge loads of 1640 tonnes per hour due to the introduction of new face equipment.The coal clearance system consisted of three 485-Kw, two 210-Kw and one 105-Kw conveyors. Each conveyor was designed for 820 tonnes per hour using 1050-mm, Type 10 belt with a 35-degree troughing profile.There were many effects of the overloading on the system:• Loading beyond the physical capacity of the belt resulted in spillage along the conveyor, which increased operational and maintenance costs.• Overloading of the drive components resulted in premature equipment failures.• Spillage at the drive pulley often resulted in damage to the belt and pulley lagging and, under extreme conditions, the conveyor would require partial unloading before it would operate. This was a particular problem under wet conditions because the 485-Kw conveyor drives were fitted with single-drive drums."

Jan 1, 1982

By G. Merle, David L. McKay, Elmar Randveer

"THE ENGINEERING AND TECHNICAL SERVICES department is responsible for supplying the following services:1. Administration and co-ordination of the work required for capital projects.2. Engineering, design and drafting services for inplant changes or improvements as requested by the operating• and maintenance departments.3. Rock mechanics.4. Preparation of plans and layouts required for efficient extraction of the ore as mutually agreed with the mine operating departments.5. Mine planning and long-term schedules in co-operation with the mine operating departments.6. Grade control (long term and short term) and the preparation of ore and waste removal schedules to maintain a uniform grade of mill feed. This also includes the calculation of metal reserves and metal production forecasts.7. Surveying, underground and surface.8. Operations research at the mine site.9. Industrial engineering.10. Chemical analyses and assays.11. Instrumentation.12. Environmental control.A staff of approximately 35 supervisors, engineers and scientists, and 80 technicians, supply the foregoing services. Consulting engineering and drafting firms are used to supply specialized services and technical personnel in-house at Timmins to handle overloads on capital projects under the direction of Ecstall engineers.The operating and maintenance departments depend on the engineering department to supply engineering, design and drafting services for any new facilities or for any planned alteration to existing facilities. To do this efficiently requires a high level of communication and co-operation with these departments. This has been a major factor in developing the present organization of the department shown in Figure 63.The organization is predicated on a strong central technical and engineering resource from which personnel can be assigned responsibilities for different projects, and in different areas, as the work load demands. Job satisfaction is very high because of the variety and challenge in the tasks. Additionally, participation in projects with production and maintenance personnel broadens each technical employee's knowledge of operating and maintenance problems."

Jan 1, 1974

By J. M. Simard, S. Morissette, P. Coursol, P. Mackey

A new, powerful model is presented that focuses on plant logistics and scheduling aspects of the smelting, converting, fire refining and casting operations at the Horne smelter. This plant complex is the largest custom copper smelter in North America. It handles a wide range of feeds and utilizes a number of proprietary continuous and batch technologies that require good scheduling in order to maximize plant capacity and efficiency. The present model was developed by Xstrata Process Support, in collaboration with the Horne smelter, and uses the Arena® software to evaluate the impact of a number of plant variables on the annual copper capacity of the plant. Model development was carried out by Xstrata Process Support, in collaboration with the Horne smelter, through the effective combination of process chemistry knowledge and detailed knowledge of the plant operation (including all material flows and transfers, as well as information such as operating on-line times, plant stoppages and also scheduled and unscheduled maintenance activities). A number of case studies were then examined, including the impact of anode furnace and casting cycle times on annual copper capacity and the impact of a one-crane mode of operation in the converter aisle, which normally operates with two cranes in service. The model predictions were found to match actual plant results very well. The present modelling of plant logistics and the scheduling aspects were found to add important dimensions at the plant with regard to projections of the real-life plant capacity. As demonstrated in the present case, this type of model and application can have a significant impact on optimizing operations at a given plant. This impact is particularly important in the current market environment, where emphasis is on maximizing plant output and lowering costs. These models can help yield the easily obtained gains that are clearly desirable in these times. Xstrata Process Support has developed Arena models for other operations and is available to explore new applications for a win-win situation at other plants, including mines and concentrator operations.

Jan 1, 2009

By Bruce Mennie

PT Freeport Indonesia (PTFI) operates copper and gold mining operations in a mountainous area of the Mimika regency, near Tembagapura, Papua (formerly, Irian Jaya), Indonesia. The mining and concentrating operations typically produce 240,000 metric tonnes per day of Copper and Gold ore from the combined mining of an 80,000 tonne per day (ore) block cave operation (DOZ Mine) and a 160,000 tonne per day (ore) open pit mining operation (Grasberg Open Pit). The Grasberg Open pit mine will be complete in 2016 at which time PTFI?s operations will convert to Underground. Mining operations will transition from today?s mixed surface and underground operation to full underground mining over the next 6 years. This paper reviews the history of Redpath?s relationship with PTFI, beginning with a raiseboring contract in 1981 and evolving into vertical and horizontal development contracts of up to 37,700 equivalent metres of lateral development and 4,000 metres of vertical development in 2011. An overview of the current operations (PTFI?s Grasberg Open Pit and DOZ Underground Mines) and transition period (challenges for the transition from current to future underground mines) is presented with details of development of common underground infrastructure and future mines; Big Gossan Mine, DMLZ Mine, Grasberg Block Cave Mine, and the Kucing Liar Mine.

Oct 1, 2010

By B. Haugrud, E. McConaghy, M. Collins, G. Smith

"Laterite ore processed by the Ambatovy joint venture in Madagascar is primarily limonitic in nature, containing approximately 40–45 wt.% Fe and 1.1 wt.% Ni. The process selected for treatment of this ore considered the behaviour and deportment of iron in each step of the commercial flowsheet. Such considerations included nickel and cobalt recoveries, reagent consumptions, liquid-solid separation characteristics, and intermediate and final product purities. In this paper, the results for the first three years of commercial operation at Ambatovy are compared with the design parameters, with emphasis on the behaviour of iron.RÉSUMÉ Le minerai latéritique traité par l’entreprise commune Ambatovy au Madagascar contient principalement de la limonite, composée de 40–45 % en poids (wt%) de fer (Fe) et de 1,1 wt% de nickel (Ni). Le procédé choisi pour le traitement de ce minerai tenait compte du comportement et du maintien du fer à chaque étape du schéma de traitement commercial. Parmi les facteurs pris en compte figuraient les récupérations de nickel et de cobalt, les consommations d’agents réactifs, les caractéristiques de séparation des liquides-solides ainsi que la pureté des produits semi-fini et final. Cet article compare les résultats des trois premières années d’exploitation commerciale à Ambatovy aux paramètres d’étude, en insistant notamment sur le comportement du fer.INTRODUCTIONThe main component of nickeliferous laterite ore is iron, and the Ambatovy deposit in Madagascar is no exception. Ambatovy ore is primarily limonitic in nature, containing approximately 40–45 wt.% Fe and 1.1 wt.% Ni. The nickel content of the ore is approximately 1/40th that of the iron content by weight; therefore, successful recovery of nickel depends on close control of the behaviour of iron in the selected process.The Ambatovy area is located 80 km east of Antananarivo, the capital of Madagascar. Exploration dates back to 1960, when the Malagasy Service Géologique carried out a limited pitting and auger-drilling program. Phelps Dodge Corporation (now Freeport-McMoRan Copper & Gold, Inc.) was granted the mining rights to the property in 1995 and carried out significant resource definition, environmental assessment, and engineering studies between 1995 and 2001 (Chou, Rooke, Williams, & Hanks, 2000). In 2003, Dynatec Corporation, which was formed in 1997 by the merger of Dynatec International Ltd. and Sherritt International Consultants Inc., signed a joint venture agreement with subsidiaries of Phelps Dodge to evaluate the Ambatovy nickel project. Dynatec became extensively involved in the development of the project, including process selection and pilot plant testing in Fort Saskatchewan, Alberta (Collins et al., 2004, 2005; Collins & Vardill, 2005; Collins, Buban, Holloway, Masters, & Raudsepp, 2009). Dynatec acquired 100% of the project in 2005 and a joint venture between Dynatec, Sumitomo Corporation, Korea Resources Corporation (KORES), and SNC-Lavalin Inc. (SLI) was formed shortly thereafter to provide funding for further development. SLI was responsible for engineering, procurement, and construction management of the commercial facilities. Sherritt International Corporation reacquired Dynatec Corporation, including 40% ownership in the Ambatovy nickel project, in 2007. The current Ambatovy joint venture consists of an integrated nickel and cobalt mining, processing, refining, and marketing enterprise between subsidiaries of Sherritt (40% owner and mine and plant operator), Sumitomo Corporation (32.5% owner), and KORES (27.5% owner)."

Jan 1, 2017

By Ivan C. Machado

Jaguar Mining Inc. is implementing a 1.1 Mtpy, 7-year LOM gold project in the Iron Quadrangle (?Quadrilátero Ferrífero?), Brazil. Construction is on schedule and startup is programmed for Q2 2010. Mill feed grade averages 4.43 g/t and LOM gold production is estimated at 800,000 oz. The project entails two sulfide underground mines and three oxide/transition open pit mines. A state-of-the-art flotation/gravity concentration/CIP Plant has been designed based on testwork carried out by internationally recognized Canadian, U.S., and Brazilian laboratories. The mass recovery of the flotation section is only ca 10%, while its gold recovery is about 90%. Therefore, the CIP-ADR Plant will treat only 10% of the solids mass contained in the mill feed, while 90% will be fully cyanide-free material that will be partially used to feed a Backfill Plant. The leached tailings will be conveyed to a rather small tailings dam, whose 20- m3/h supernatant solution will be treated by a new electrolytic technology. The plant design contemplates a High Density Thickener for the cyanide-free rejects exceeding the backfill demand and a Regrinding Section before the Leaching Circuit. The estimated overall metallurgical recovery sits around 92%. This paper focus on the use of modern technologies to reduce costs, risks, and liabilities.

May 1, 2010

By P. Hickey

"The object of this paper is to describe how the Iron Ore Company of Canada develops its management personnel. It will elaborate on the practical application of Supervisory Training and Management Development.Why are Supervisory Training and Management Development important? The answer has been the subject of many textbooks. Dr. Ken Blanchard, author and consultant, addressed this issue concisely when he said that effective managers and organizations must do two things, ""get results and develop people"". lPeople development at IOC is best illustrated through its supervisory training and management development programs. For the past twenty-five years IOC has been recognized as an industry leader in the training field. Periodic studies have played their role in establishing and maintaining this distinction. For example, in 1974, the company decided to review and up-date all its training programs. At this time, it established its own Task Force on Training and this resulted in the development of many of our present programs. Today, Supervisory Training (i.e. for first and second level management) at the Carol Project in the Labrador City area consists of various programs including: New Foreman Induction, Foreman Entrance School, Basic Management Skills, Management II, and Effective Presentations."

Jan 1, 1983

By R. W. Mei, R. A. Strombom, D. J. Moore

"Heat-shrinkable cable accessories are solving problems in the mining industry. This paper describes a range of products used by the industry, including low-voltage splices, high-voltage splices to 8.7 k V, cable repair sleeves, mining cable terminations used on system voltages up to 25 kV and motor connection kits up to 8 k V. Technical procedures and designs are illustrated.IntroductionThe development of high-performance heat-shrinkable materials slightly over 20 years ago proved to be one of the major technological breakthroughs in power cable accessories. Heat-shrinkable products were introduced initially for use as low-volt age cable accessories in the aircraft and electronics industry. A program of continuous development and product introduction now enables the manufacturer to offer a broad range of products for mining, industrial and utility electrical systems.With the advent of atomic energy, an important discovery was made-exposure of some plastic materials to high-energy electrons can cause the permanent crosslinking, or intermolecular joining, of adjacent molecules. Once the material has been crosslinked, it will not melt or flow at any temperature.The unique properties of heat-shrinkable products also result from the exposure of special thermoplastic formulations to high-energy electrons. Because of crosslinking, these products have perfect elastic memory. The heat-shrinkable products are supplied in expanded condition. When heated, they will shrink and tightly cover the object over which they have been placed. 'The functional and operating demands of mine cable accessories exceeded the classic electronic applications of heat shrinkable materials. These demands required a very sophisticated program to develop materials and adhesive systems that could endure the operational environment associated with the mining industry,Ease of assembly, low installed cost and operational reliability are among the main reasons for the acceptance of heat-shrinkable mine cable accessories in electrically powered mines. For over a decade, these systems have been demonstrating proven performance."

Jan 1, 1980

By J. Wong, M. G. Lipsett, L. K. Daneshmend

"Current trends of increased size, complexity, and automation of surface mining equipment necessitate more comprehensive and objective techniques for equipment comparison and selection. The field of reliability analysis provides tools to generate quantitative bases for maintenance and reliability aspects of such comparisons. Results from statistical analyses of failure and repair time data are used to perform the comparison. A case study is presented which analyzes five machines of two different technologies and three different designs.IntroductionThe surface mining industry is currently faced with a rapid evolution in production equipment. The more obvious trend in this evolution is the steady introduction of even larger machines. Parallel, and complementary, to this increase in size is the introduction or adaptation of new technologies. Together, these two trends result in new surface mining equipment designs; these designs are often more complex and may feature technologies that have yet to be proven for the application or at the scale they are now fielded.The prospect of significant automation of open pit equipment is also bound to add complexity to future equipment designs. Semi-automated features, such as drilling controllers (Aquila, 2000), have already been commercialized. Fully autonomous haul trucks have been demonstrated in open pit mines (Jackson and Zoschke, 2000). Design concepts for comprehensive teleoperation of open pit operations have been formulated (Lipsett, 1998).With this rapid availability and deployment of new technology and equipment, managers and maintainers are faced with a multitude of decisions regarding what equipment to acquire and what maintenance strategies to implement. In light of this evolution in mining equipment, it is necessary to develop better methods for making equipment management decisions (Dessureault et al., 1999; Paraszczak, 1999). The incentive for development of such techniques is that a large portion of an open pit mine’s operating cost is maintenance related, as shown in Table 1."

Jan 1, 2000

Mining Subscribes to Murphy?s Law Personal observations on the past ?Perfect, benign deposit mines can be screwed up-spills and concentrate handling issues ?Long term contamination and water management assessments inadequate ?The ?permitting mentality? and its effects on the application of proponent and regulator resources ?Reliance on simple principles but nature and chemistry is more complex

May 1, 2010

By Zetti Gavelán

Lack of skilled workforce in mining industry during the current decade has been a serious concern for most mining organization globally. At the beginning of this decade the major envisioned difficulty was related to generational breach of mining professionals. By 2003, mining industry recover from a low metal prices cycle following by a worldwide mining investment boom in 2005 that triggers a talent war among mining companies that was not only limited to professional level but skilled operators as well. Despite world?s economy collapse in October 2008, impact on mining industry was small comparing to other industries and appears to show evidence of healing. Under this context, fundamentals that have been driven lack of skilled workforce for the mining industry in previous years still valid. Starting in 2007, Minera Argentina Gold SA - Barrick Veladero, subsidiary of Barrick Gold, initiated an innovative selection and training program for candidates without exposure to mining. Following our corporate social responsibility mandates, Barrick Veladero decided to change its hiring process entirely, concentrating on selection and training of local people with no experience rather than hire experienced mining operators. This paper shares Barrick Veladero experiences on its hiring program, challenges faced, and current results.

May 1, 2010

By E. Busse

"Heath Steele Mines Ltd. operates a lead-zinc-copper mining and milling complex in New Brunswick.• During the past seven years, as ore reserves increased, the mill capacity was first expanded to 1,600 tpd and then to 3,000 tpd. In the last expansion, instead of building a completely new 3,000-tpd mill, or adding to existing installations, Heath Steele retained service facilities, buildings, ore bins, Jab, etc., and removed and replaced almost all existing process facilities. Requiring a complete mill shutdown, the expansion had to be carried out in minimum time. Also, new equipment had to fit into existing space. Critical path networks of the project were prepared, a tight schedule for construction was mapped out and progress charted daily to detect problems before they could interrupt the schedule. Heath Steele supervised the purchasing, handling and storage of new equipment, maintained liaison with the engineering contractor and became a sub-contractor, using its own staff to install all flotation equipment and process piping. The 1,600-tpd installation was dismantled and a 3,000- tpd unit was successfully put onstream in 5 months - on time and within budget. One benefit stemming from the expansion: production increased 87 per cent while operating and maintenance labour rose only 8 per cent."

Jan 1, 1972

By M. W. Franklin, D. W. Hendriks

"Changing ore types, feed grades and c1rculat1ng loads are some of the many factors that can make flotation feed-back control difficult. To control a flotation circuit using conventional fixed-parameter control algorithms, one must either tune the controllers very often or tune the controllers to the middle of the normal operating range. The former approach is very time consuming, while the latter approach can lead to long periods of either very sluggish responses or highly reactive responses which can lead to instability. The problem becomes compounded if feed-forward variables are introduced, creating even more variables to tune. An alternative to a fixed-parameter control algorithm is an adaptive control algorithm. An adaptive control algorithm continuously retunes itself based on previous reactions to its changes. Feed-forward control also becomes much more viable because the algorithm will tune the feed-forward parameters and the feed-back parameters simultaneously. Using the combination of feed-forward and feed-back tuning is an effective way to decouple the loops needed in flotation circuits where one circuit feeds into another. The advantages of adaptive controllers over conventional controllers will be introduced through the use of a simulator. Also discussed will the be the implementation of adaptive controllers at Brunswick Mining and some of the modifications that are available to help solve more difficult control problems.Brunswick Mining is located just outside of Bathurst, New Brunswick. The concentrator processes approximately 10250 tonnes per day of ore that assays at approximately 8.9 %zn, 3.6 %Pb, 0.3 r.cu and I 00 gram/tonne of Ag. The four products produced are zinc concentrate assaying 51 %Zn, lead concentrate assaying 34 %Pb, copper concentrate assaying 21 %Cu, and a bulk concentrate assaying 32 %Zn and 18 %Pb."

Jan 1, 1986

By T S. Cochrane

This paper is based on observations made during a recent visit by the writer to three of the dust research laboratories .in West Germany, each .of which is mainly concerned with studymg the composition and character of the respirable dust produced in mines or at industrial sites. The three institutes are discussed as regards their orgamzat10n and duties, their methods of dust sampling and analysis, and recent trends in research and development. An extensive bibliography completes the paper. Introduction A RECENT trip to Europe to attend international conferences m Austria and m Belgium gave the writer the opportunity to visit a number of research laboratories and mines in Western Europe. The visits to the dust research laboratories in West Germany are the basis of this report. In Germany, cooperative associations formed prior to and since the turn of the 20th Century to promote the safety and welfare of their workers have recognized the effects of airborne dust on the general health of the labour force.

Jan 1, 1964

By Mike Sapiro

"Heath Steele Mines is a base metal producer situated near Newcastle, N.B. presently treating 3500 TPD of complex Cu-Pb-Zn ore. The ore consists of massive fine grained sulfides averaging I. 1% Cu, 1.6% Pb and 4.5% Zn.The original mill started in 1956 at 750 TPD and was successively expanded through 1500 to 3000 TPD in 1969. In 1972 an expansion to 4000 TPD was initiated. It was planned to obtain the maximum benefit from equipment and manpower by adding some process equipment, instrumentation, an on stream analyser, and a process control system. The benefits from this approach could be greater than normally expected, because of the complex metallurgy of this ore.IntroductionThe crushing plant is of conventional design with two 5 ½ ft, Symons cone crushers with the crushed ore screened to -7/8 inch on a 61 x 16 1 Al I is Chalmers vibrating screen and stored in four 1000 Ion bins. There are two para I lei grinding circuits, each one consisting of the following: one Rod Mill in open circuit, one Ball Mill in closed circuit with two 20"" Krebs cyclones, and one Ball Mill in closed circuit with three 15"" Krebs cyclones, Al I the Mills are 9' x 121 Al I is Chalmers Mills. The secondary cyclone overflow from each grinding circuit is thickened and combined to form flotation feed. The final product is 65% - 400 Mesh. Two regrind mills have been installed as part of the expansion."

Jan 1, 1977

By Leonardo Flores

"Minera Escondida operates two open pits on a porphyry copper district, southeast of Antofagasta, Chile. During 2005, ore will be delivered exclusively from one pit to two concentrators, while from 2006 both pits will provide ore to these plants. Annual testing programmes on drillhole samples, have allowed for the construction of hardness block models since 2000. These models have delivered two main hardness descriptors, the Bond work index and the SAG power index. These parameters and plant operational specifications have been used as input information to forecast, the expected throughput and ball mill product size (P80) for each block of ore. Two forecasting techniques have been used, an in house model, strongly dependant of bond work index and MinnovEx´s CEET2, dependant of Bond work index and Sag power index and other parameters. Model performance has been evaluated from reconciliating on a monthly basis, the forecasted throughputs against a recalculated plant throughput which accounts for losses in tonnage not caused by ore hardness but instead by unscheduled plant operation problems. The model performance for 2003 was ± 2% yearly and ± 5% quarterly, well within the expected ± 3% and ± 10%. INTRODUCTIONThe Escondida porphyry copper district is located 140 km SE of Antofagasta, Chile at 3150 m.a.s.l, at 24°16’ South latitude and 69°04’ West longitude (figure 1)."

Jan 1, 2005