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By M. Ruel

In today's highly competitive worldwide market, it is becoming extremely important for managers to make sure that all resources are used where needed the most. That way, all resources are generating added value, process control equipments are maintained in an optimal state for best performance, and final product is produced at least cost. Performance monitoring is the only way to ensure that everyone is working on top priorities toward the same goal. How can we add value to these warehouses of data? The data is there and the information is hidden; it is just waiting to be extracted. A process performance monitoring system is able to determine if a loop, a system, a unit, or a plant meets the expected performances. The system prioritizes the areas that need attention. It also provides historical reports of the plant status by areas, by loops, and by identified problems. This information is provided to different categories of users in an appropriate format for each one. The system also includes diagnostics and tools to detect and analyze problems.

Jan 1, 2007

By E Selvapandian, R Barr

Arrium (previously OneSteel) initiated a desktop study into the performance of its hematite ore beneficiation plant in early 2010. The beneficiation plant utilises jig concentrators and spirals to upgrade low-grade hematite recovered during mining at the Iron Duke (ID) mine site located 60 km south-west of Whyalla. The study, conducted in conjunction with Mineral Technologies, identified a number of opportunities for improvement, which were validated by a series of sampling campaigns and a pilot plant trial. One of the major recommendations was to upgrade the ultra-fines processing circuit from a single-stage spiral circuit to a three-stage circuit. The upgrade of the ultra-fines circuit was estimated to provide a significant increase in fines production and grade.In order to capitalise on the strong iron price at the time of the project, Arrium decided to utilise a fast-tracked approach to design, construct and commission the processing equipment required to achieve the improvements identified. This decision introduced the risk of missing critical steps in the project development process, which could have potentially resulted in major issues in latter stages of the project. In addition to the challenges introduced due to the expedited time line for project completion, this project presented unique challenges due to its brownfield nature. One such challenge faced was the integration of the new equipment and control system software.Furthermore, the importance of the ID ore beneficiation plant (OBP) contribution to the companyÆs export commitments meant the upgrade work had to occur while minimising disruption to normal operation. This decision presented a set of new challenges to an already complex project. One such challenge was the need to build and commission the new spiral circuit in isolation from the operating plant.The aim of this paper will be to highlight some of the challenges faced in a complex brownfield project such as the ID OBP upgrade and discuss how they were managed to enable the successful commissioning of the process in early 2012.CITATION:Selvapandian E and Barr, R, 2013. Managing challenges faced in the brownfield commissioning of an ultra-fine hematite processing circuit at ArriumÆs Iron Duke ore beneficiation plant, in Proceedings Iron Ore 2013 , pp 533-538 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 12, 2013

By P Brown, M Nagarajan, A Green, P Dare-Bryan

Coal loss is an important issue at many coalmines, with losses of five per cent being common. The type of loss varies from mine to mine but is dependent on mine strata, the drilling and blasting processes applied and the mining method used. Typical coal loss mechanisms from the drill and blast process are coal roof damage and edge loss. Usually a reduction in coal loss is in direct competition with the need to provide material that is well-fragmented and a muck pile that has the required cast percentage. These competing issues were addressed over a two-year period at a mine in the New South Wales Coalfields by implementing a five-step approach. This was centred around building an understanding of the coal loss mechanisms utilising proprietary heave- modelling software, measuring coal losses by comparing survey to drill and/or gamma logs and implementing appropriate coal loss reduction processes. The end result exceeded expectations with a 95 per cent reduction in coal loss. Mine excavation productivity was maintained and coal loss minimised to less than one per cent of the in situ coal block.CITATION:Nagarajan, M, Green, A, Brown, P and Dare-Bryan, P, 2015. Managing coal loss using blast models and field measurement, in Proceedings 11th International Symposium on Rock Fragmentation by Blasting, pp 429–436 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 24, 2015

By J Jones

A common problem in the mining industry is that company exploration groups operate in relative isolation to the rest of the company; resulting in poor knowledge transfer (Qureshi and Briggs, 2006) and often priority conflicts with mine geology, operations and project departments. In recognition of this problem, Newcrest created a Minerals Division responsible for stewardship and governance of mineral assets across the value chain from reconnaissance to rehabilitation. It was recognised at an early stage that effective collaboration both internally and externally would be required to improve decision making, deliver faster cycle times and improve governance.Collaboration in companies is generally associated with the introduction of new IT functions. However, modern IT-based collaboration systems and practices are relatively simplistic compared to the long-standing practices associated with collaboration and knowledge management in science and engineering disciplines such as geology and mining.The authors of this paper have started a trial of a 12-point plan for effective collaboration, which recognises that significant efficiencies can be gained and barriers to future success removed if more effective collaboration can be achieved between science and engineering divisions in a company along with external professionals and with the collective intelligence (Tapscott and Williams, 2006) of the outside world. To meet growth aspirations some companies, like Newcrest Mining Ltd, are adopting this comprehensive, step change approach by moving from a closed model the isolates mine geologists to an open and collaborative model that uses IT visualisation systems strategically. The paper describes how an open model provides people with the right work environment and the right information at the right time, which will help individuals and workgroups to work more collaboratively day-to-day. The aim is to achieve speed, focus and mitigate risk through an environment where everyone and anyone can contribute effectively (Cisco, 2008).

Aug 22, 2011

By Lon Santis

This paper describes several applications of quantitative risk assessment in the management of commercial explosives operations. The Institute of Makers of Explosives’ (IME) quantitative risk assessment software modeling program IMESAFR was used for this analysis. Modeled activities include the unloading of a ship at port, locating a safe haven, and dealing with encroachment on a manufacturing facility. The layout of actual explosives sites were used for the analysis. The risk of fatality is analyzed and shown it can be used to make informed operational decisions for each activity. A study of the risks to individuals from activities involving commercial explosives compared to individual risks from other daily activities or exposures is also presented.

Jan 1, 2008

By S McEachern, J Lowe

An important issue currently facing the mining industry in Australia is the management and cost to the industry and other stakeholders of entry into and exit from towns and their communities. These costs can be environmental, social, economic, political or reputational. The ability of companies to engage the trust of stakeholders, including: communities, governments and investors, is critical, and corporate reputation plays a significant role in this. For the industry to secure a long-term and sustainable future, it must have the technical, business and reputation assets to proceed in a cost-effective, environmentally acceptable and socially supportive way. This research assesses reputation as a critical competitive issue for mining companies, as technology and information make mining more predictable; the physical and human assets of mining companies are less likely to be the critical resource in a Resource Based View model of competitive advantage. The proposition is that in mining today, reputation as it facilitates day-to-day operations, regulatory zeal and access to new mine sites will become the rare, inimitable and valuable resource for mining companies. This paper reports on an ongoing research program to evaluate the impact a mining companyÆs reputation(s), with its various stakeholder groups, has on a companyÆs ability to sustain competitive advantage. Integral to this study is to develop an understanding of the relationships between mining companies and their stakeholders, and the importance of corporate citizenship polices to reputation and hence to corporate sustainability. Through the identification of the drivers of reputation for the various stakeholder groups, a model of reputation formation will be developed and also reputation measures for the mining industry in Australia. The preliminary findings of this research, the results of an industry focus group conducted with representatives from regional mining operations, are reported. The industry focus group was designed to enable a better understanding of who are the main stakeholder groups and how they regard mining companies and to inform the second stage of the research project a Delphi Study of the drivers of reputation by stakeholder groups. The aim of this research is to further the understanding of the relationship between corporate citizenship, reputation and performance in the mining industry, thus assisting companies to strategically manage their corporate citizenship investments.

Jan 1, 2006

By J Loeb, R Ramanathan, H Ingham, P Cameron

Most mining operations, including iron ore, maintain a focus on continuous improvement and asset optimisation in their operations. As all the unit operations in the Mine-to-Mill value chain are interdependent, available technologies that address efficiencies across the value chain are once again in the spotlight as companies are driven to improve productivity and maximise mine site profits to increase return on capital invested. Core to continuous improvement is the need to understand the baseline and impact of changes to the process. In this paper, we discuss some of the critical attributes in the Mine-to-Mill process, including their influence on productivity and cost, the need for direct measurement and areas where they should be applied. Many initiatives can be considered to improve Mine-to-Mill processes. Mining operations are planned and executed based on designs and models to achieve the operation's objectives. However, there are many variables in the different parts of the value chain, such as blasting, material handling, crushing and screening. Therefore, measurement of the key attributes establishes the baseline for Mine-to-Mill (or Pit to Plant) performance, which is necessary to understand the impact of any proposed improvements to the process design and execution and monitor the outcomes on an ongoing basis sustain the improvements that have been implemented. This paper focuses on two types of measurement – blast movement and particle size of materials through the Mine-to-Mill process. Several innovative technologies and control loops are readily available to measure these attributes and assist operations to improve productivity and mine site profits. The size of the tangible benefits, which can flow from measuring and optimising fragmentation and blast movement, provide a remarkable return on the investment. Realising these benefits needs a focus outside conventional operation silos as a successful Mine-to-Mill project requires a multidiscipline approach across all the silos in the value chain. Required technologies are available; adding the necessary ingredients of communication and co-operation by all concerned across the silos will ensure the benefits are realised.

Nov 8, 2021

By J. Loeb, R. Ramanathan, P. Cameron

All mining operations, including iron ore, maintain a focus of continuous improvement and asset optimisation in their operations. As all the operations in the Mine-to-Mill value chain are inter-dependent, available technologies that address efficiencies across the value chain are once again in the spotlight as companies are driven to improve productivity and maximise mine site profits to increase return on capital invested. Core to continuous improvement is the need to understand the baseline and the impact of changes to the process. In this paper, we discuss some of the key attributes in the mine to mill process, including their influence on productivity and cost, the need for direct measurement and areas where they should be applied. Many initiatives can be considered to improve mine to mill processes. Mining operations are planned and executed based on designs and models to achieve the operation’s objectives. However, there are many variables in the different parts of the value chain, such as blasting, material handling, crushing and screening. Measurement of the key attributes establishes the baseline for Mine to Mill (or Pit to Plant) performance which is necessary to understand the impact of any proposed improvements to the process design and execution and to monitor the outcomes on an ongoing basis to sustain the improvements that have been implemented. We have focused this paper on two types of measurement – blast movement and particle size of materials through the mine to mill process. Several innovative technologies are already available to measure these attributes and assist operations improve productivity and mine site profits.

Mar 2, 2022

By M. Botz

Alacer Gold Corporation is constructing the Çöpler Gold Mine in eastern Turkey. Mining commenced in the fourth quarter of 2009 and gold production started in the fourth quarter of 2010. The mine is a 15,500 t/day oxide heap leach with three-stage crushing, agglomeration, carbon adsorption and electrowinning for final metal recovery. Leach solution copper levels are expected to be relatively low during the first two years of production, but will increase in later years due to higher copper content in the mined and processed ore. Over the mine life, approximately 40 Mt of ore will be placed on the leach pad, which will contain about 35,000 t of copper. Metallurgical testing indicates copper extraction will vary by ore type and, if controls are not implemented, may lead to copper levels exceeding 1,000 mg/L in pregnant solution. High copper levels in leach solution have the deleterious effect of increasing cyanide consumption and potentially overwhelming the ability of the carbon circuit to effectively adsorb the principal economic metals, which in this case are gold and silver. Using data obtained from laboratory leach column testwork, the heap leach facility was modeled using METSIM process simulation software to estimate the build-up of copper in leach solution over the life of the mine. Laboratory testwork was also performed to evaluate process conditions for treating a portion of pregnant leach solution via sulfide addition to precipitate saleable copper as copper sulfide (Cu2S).

Jan 1, 2011

By M. Westendorf, T. Banerjee, S. Kaushik, D. Tinney

"The Copper Mountain Mine is located in Princeton British Columbia, Canada and produces 80 – 90 million pounds of copper annually, as well as gold and silver by-products. The ore processing plant has a conventional SAG/ball mill circuit with inline pebble crushing, followed by flotation. At most plants, much time is spent evaluating and optimizing the comminution and flotation circuits. The cyclones are a key contributor to the effective operation of the plant: They define the circulating load in the comminution circuit and provide the classification that ensures liberated material is passed through to flotation. If the cyclones are not performing as they should, the results are often a combination of lost recovery, grade, capacity and reduced throughput in flotation. For such an impactful unit operation, cyclones have historically been under-instrumented. Consider as well that the cyclones are typically located at the highest elevation in a plant, and it becomes clear why they often underperform. Copper Mountain Mine recognized the critical role that cyclones filled in their plant and worked to optimize their operation through the implementation of a Portage Cyclone Detection (PCD) system to identify plugging and roping incidents, Portage Pumpbox Control (PPC) to manage the flow to the cyclones, and AwaRE to control the grinding circuit. As a result, cyclones overflow stability has increased, switching out a roped or plugged cyclone now happens within seconds rather than many minutes, and both the grinding and flotation circuits perform better. INTRODUCTION Cyclones are one of the most extensively used pieces of equipment within the mineral processing industry because of their simplistic operating and maintenance philosophies. The cyclones are commonly used as classifiers within the comminution circuit to control the grinding product particle size for satisfactory performance of downstream operations. The cyclones are a key contributor to the effective operation of the plant and have a significant impact on the mineral processing plant operations. If the cyclones are not performing as they should, the results are often a combination of lost recovery, grade, capacity and reduced throughput. Similarly, an inefficient cyclone operation may also lead to low or high recirculating loads that impact the efficiency of the comminution circuit. This highlights the importance to have proper stability in cyclone operation while implementing any plant-wide optimisation strategy."

Jan 1, 2015

By M. Westendorf, T. Banerjee, S. Kaushik, D. Tinney

"Cyclones are one of the most extensively used pieces of equipment within the mineral processing industry because of their simplistic operating and maintenance philosophies. They are commonly used as classifiers within the comminution circuit to control the grinding product particle size for satisfactory performance of downstream operations.Cyclones are a key contributor to the effective operation of the plant and have a significant impact on the mineral processing plant operations. If the cyclones are not performing as they should, the results are often a combination of lost recovery, grade, capacity and reduced throughput. Similarly, an inefficient cyclone operation may also lead to low or high recirculating loads that impact the efficiency of the comminution circuit. This highlights the importance of having proper stability in cyclone operation while implementing any plant-wide optimization strategy.One of the key challenges in cyclone operation is that cyclones are highly sensitive to changes in operating conditions and are affected by process fluctuations such as feed pressure, solids concentration and flow rates. Fluctuations in cyclone feed characteristics lead to unstable cyclone performance which affects mineral liberation. For such an impactful unit operation, cyclones have historically been under-instrumented in an otherwise highly instrumented process plant. Traditionally, mill operators have relied on visual observations of the apex discharge to determine the operating state of the cyclones. Visual cues corresponding to the different cyclone operating conditions have been discussed by Neesse et al. (2004) as shown in Fig. 1."

Jan 1, 2014

By J. M. Hird

By blending phosphogypsum with thickened mill clays, Texasgulf has successfully resolved the problems of gypsum disposal and reclamation of mined-over areas. In the process, clays are thickened to 10% solids through high rate thickeners, mixed with gypsum from a drained gypsum pile (75%) and a direct discharge from belt filters (25%), then pumped to mined-over areas. The blending of clays and the low pH gypsum yield a mixture with a pH of about 7. Dewatering is rapid to 40-45% solids within 3 months. The material spreads with very shallow slopes and within a year desiccation by high flotation ditching equipment is possible. The artificial soil is classified as a silty loam in texture, lacking only in nitrogenous nutrients. The soil material has proven to support many field crops including small grain, corn, alfalfa, and grasses. Sycamore, green ash, sweetgum and bald cypress have done well in 3 years of growth. The nitrogen source for tree growth will be made up through an alfalfa cover.

Jan 1, 1993

By T. W. Camm, J. C. Johnson

"Most engineers are bright, hard-working, reliable, and prefer to avoid conflict. An engineering curriculum tends to self-select these characteristics. By most standards, you would expect workers exhibiting these traits to require minimal supervision. But is this true? Is this how most current engineering managers lead? Looking at some current theories on leadership combined with personal anecdotes, this presentation will look at some common misconceptions about leading engineers. INTRODUCTION Engineers are different. There, I said it. From cartoons to movies to television shows and more, there is a reason stereotypes of engineers resonate. Yes, you can find a lot individual variation among specific engineers that you may know, but they do not detract from some of the overarching commonalities that engineers are known for. CLASH OF CULTURES What distinguishes a professional? Raelin (1985), in his book Clash of Cultures, describes professionals as having superior intellectual training, maintaining their own standards of excellence, and being supported by associations that maintain the quality of the profession. Engineers obviously fit all three of these ideas: an engineering degree is still regarded as one of the most difficult to attain; we maintain our own standards both through peer-review and in academia through ABET accreditation; and through professional associations like SME to promote the discipline and foster technical growth. Six characteristics representing professional status are described by Raelin (1985, p. 9): Expertise—prolonged specialized training in a body of abstract knowledge. Autonomy—the freedom to choose the means to solving a problem. Commitment—Primary interest is in pursuing the practice of one’s own chosen specialty. Identification—identifying with the profession and with fellow professionals, both through formal associations and through peers external to the organization. Ethics—providing service without concern for oneself or without becoming emotionally involved with the client. Standards—committed to help in policing the conduct of fellow professionals. Engineers are smart—in the vast majority of cases they are hired specifically for their expertise. At a typical mine the ventilation engineer knows more about mine ventilation than anyone else on site; the same is true for the rock mechanics engineer, the explosives engineer, the planning engineer who uses sophisticated computer software—each is the expert for their particular area at the mine, that is why they have that responsibility. This can present a dilemma for the manager for each (sometimes all) of these engineers. The manager needs to keep everyone on task and focused on the objectives of the organization. Because they have reached their position by following the norms and expectations of the organization, managers tend to have a certain amount of loyalty to that organization. Engineers, on the other hand, tend to have mixed loyalties, having as much loyalty and affinity for their profession as they do for the particular company they happen to be working for at any given time. This dynamic can often lead to power struggles between the managers, based on their positional authority in the organization, and the engineers, based on their specialized knowledge (Camm, 2013)."

Jan 1, 2017

By T. W. Camm, J. C. Johnson, S. D. Rosenthal

"Most engineers are bright, hard-working, reliable and prefer to avoid conflict. An engineering curriculum tends to self-select these characteristics. By most standards, you would expect workers exhibiting these traits to require minimal supervision. But, is this true? Is this how most current engineering managers lead? Looking at some current theories on leadership combined with personal anecdotes, this article will look at some common misconceptions about leading engineers.Engineers are different. There, it has been said. From cartoons to movies to television shows and more, there is a reason stereotypes of engineers resonate. Yes, you can find a lot of individual variation among specific engineers that you may know, but they do not detract from some of the overarching commonalities that engineers are known for.Clash of culturesWhat distinguishes a professional? Raelin (1985), in his book Clash of Cultures, describes professionals as having superior intellectual training, maintaining their own standards of excellence and being supported by associations that maintain the quality of the profession. Engineers obviously fit all three of these ideas: an engineering degree is still regarded as one of the most difficult to attain. Standards are maintained both through peer review and in academia, through ABET accreditation and through professional associations like SME to promote the discipline and foster technical growth.Six characteristics representing professional status are described by Raelin (1985, p. 9):• Expertise — prolonged specialized training in a body of abstract knowledge.• Autonomy — the freedom to choose the means to solve a problem.• Commitment — primary interest is in pursuing the practice of one’s own chosen specialty.• Identification — identifying with the profession and with fellow professionals, both through formal associations and through peers external to the organization.• Ethics — providing service without concern for oneself or without becoming emotionally involved with the client.• Standards — committed to help in policing the conduct of fellow professionals."

Jan 1, 2018

By William S. Eaton

Managing a mine or mineral processing operation in today's environment presents many unique challenges to mining companies. In recent years, headlines around the world have publicized major incidents such as those associated with the Marcopper Mine in the Philippines, the cyanide release in Guyana from the Omai gold mine and numerous other mishaps associated with mining. These notable upsets were due to engineered system failures, either during normal operations or as a result of uncontrollable events. There fore, many mining firms are attempting to assess their overall risks and establish some priority for expenditure of limited operational and environmental budgets. Failure of an engineered component can have dire operational consequences that affect profitability until repair or replacement can be completed. In addition, there may be significant environmental consequences associated with the engineered system failure. This, too, may affect profitability for an extended time or even the viability of an operation. An engineered risk assessment (ERA) can support a mining company's efforts to cost effectively manage environmental risks associated with the operation of its facilities. The ERA approach also provides information about the current condition of engineered systems. This ERA approach provides a systematic review of the risks of an engineered system failure and the possible associated environmental consequences at mining company facilities. This approach has been successfully applied to many industries and types of engineered systems (Barneich et al, 1996; Whitman, 1984; Power and Tomkins, 1974; Keeney, Nair, and Kulkarni, 1979). This approach evaluates all mining and mineral processing facilities located at a single site and compares them with similar facilities located at multiple mine sites. The ERA approach has been applied to a mining, milling, smelting, leaching and refining operations. These assessments can be part of a comprehensive environmental program to aid in the recognition and cost effective management of the potential environmental risks associated with the operation of facilities. ERA results support plan-

Jan 1, 1997

Determining the environmental consequences of green field projects is becoming an increasingly important component of new projects. Feasibility studies are regarded by potential investors as incomplete if a comprehensive Environmental Impact Assessment (EIA) has not been completed. These EIAÆs need to meet various local and international requirements in order to achieve bankability. Heavy mineral mining projects are often located in ecological sensitive coastal zones, and bring with them a suite of social impacts in the mainly developing countries within which they are usually located. This paper draws on experience gained in undertaking EIAÆs for heavy mineral mining projects in Kenya, Mozambique and South Africa, and uses these case studies to identify potential pitfalls. Important lessons include the need to initiate the EIA process as early as possible in the project, in order to develop management systems to mitigate the environmental impacts of exploration. Close and on-going consultation with affected communities is also seen to be critical to the success of the EIA. Proactive participation on the part of the environmental consultants with the project team and all interested and affected parties (IAPs) is important. An EIA commissioned later in project planning makes it difficult for the EIA to contribute in a positive manner to the project. Early engagement with environmental consultants allows the environmental assessment to develop from a report to an actual process, and to become fully integrated with project planning. The proviso is that an initial æfatal flawÆ assessment is required to identify any potential æshow stoppersÆ, in order to meet one of the important objectives of EIA, namely an assessment of whether or not the proposed project is the preferred development intervention in the study area. For more controversial proposals this may require the commissioning of a Strategic Environmental Assessment (SEA), which circumvents some of the limitations of the project level EIA. Whilst confidentiality is a constraint to full disclosure, an open participatory approach to public consultation is essential to add credibility to the EIA process and to gain, at least, the acceptance of the process from the majority of IAPs. Full disclosure is encouraged by organisations such as the International Finance Corporation, who acknowledge that good public consultation costs a lot of money, but bad public consultation costs a lot more! An open approach to disclosure presents understandable difficulties for proponents, as they are required to give up some of their control over the project, and to trust the social scientists engaged in the process. However, independence in the EIA process is critical to its success. This paper will highlight these and other issues by drawing on five case studies to identify lessons learnt, and explore the above themes in more detail.

Jan 1, 2001

By D. M. Anderson

The current mine closure process is faced? with the formidable challenge of controlling environmental and legal liabilities that are associated with mine closure. The current level of environmental statutes and regulations, and the legal/liability considerations, has evolved through regulatory enactment of mine reclamation laws and other existing environmental laws, such as the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA). Management tools and techniques to limit risk exposure and financial losses should be employed as an active measure throughout the mine life, including closure and post-closure.

Jan 1, 1995

By T. Gerritsen, R. MacRosty, R. Pula, P. Gebski, W. L. Ying

Furnace run-outs can cause extended furnace downtime for repair, while leaks or more severe failures in the cooling system can lead to brick hydration or in severe cases, steam explosions. These incidents can result in lost production, damage to equipment, injuries and casualties. To prevent such incidents, reliable and accurate techniques to monitor the critical components of the furnace such as refractory lining, furnace structure, taphole integrity and main water circuits are required. This paper describes several advanced methods that have been developed to assess the condition of furnace integrity, refractory lining, tapholes and cooling water circuits.

Jan 1, 2015

By · J. B. Boisvert, O. Leuangthong, T. Acorn

Optimizing final pit limits for stochastic models provides access to geologic and economic uncertainty in the pit optimization stages of a mining project. This paper presents an approach for optimizing final pit limits for a highly variable and geologically complex gold deposit. A heuristic pit optimizer is used to manage the effect of geological uncertainty in the resources within a pit shell with multiple uncertainty rated solutions. The uncertainty rated pit shells follow the meanvariance criterion to approximate the efficient frontier for final pit limits. Stochastic dominance rules are then used in a risk management framework to further eliminate sub-optimal solutions along the efficient frontier. This results in a smaller set of final pit shells that could be further analyzed for production scheduling. Additionally, the original solutions are analyzed for changes in the mining limits and two regions are targeted as potential regions for further exploration.

By · J. B. Boisvert, O. Leuangthong, T. Acorn

Optimizing final pit limits for stochastic models provides access to geologic and economic uncertainty in the pit optimization stages of a mining project. This paper presents an approach for optimizing final pit limits for a highly variable and geologically complex gold deposit. A heuristic pit optimizer is used to manage the effect of geological uncertainty in the resources within a pit shell with multiple uncertainty rated solutions. The uncertainty rated pit shells follow the meanvariance criterion to approximate the efficient frontier for final pit limits. Stochastic dominance rules are then used in a risk management framework to further eliminate sub-optimal solutions along the efficient frontier. This results in a smaller set of final pit shells that could be further analyzed for production scheduling. Additionally, the original solutions are analyzed for changes in the mining limits and two regions are targeted as potential regions for further exploration.