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By M. Gorman

The Mineral Park Mine is an open pit copper-molybdenum mine located in northwestern Arizona, approximately 74 miles southeast of Las Vegas, Nevada. The property has been owned by the Duval Corporation, Cyprus Mining Company and Equatorial Mining of Australia. Mercator purchased Mineral Park from Equatorial in 2003. Mineral Park commissioned a 25,000 tpd copper and molybdenum concentrator in November and December of 2008. The process includes two stage milling (SAG and Two Ball Mills) fed by primary crushed ore. Metals are recovered in a copper-molybdenum flotation circuit consisting of mechanically agitated roughers and cleaners. The copper- molybdenum flotation concentrate is thickened and further processed in the molybdenum flotation circuit which separates the copper and molybdenum minerals into salable concentrates. The molybdenum circuit also uses mechanically agitated cells. This paper describes the plant and some of the highlights of the commissioning process.

Jan 1, 2010

By J. M. Schisler

In the last five years Eldorado Resources Ltd. (ERL) has undergone a major expansion and modernization of its uranium refining and conversion plants. A new refinery for processing yellow cake to UO3 was constructed at Blind River in northern Ontario and started up in 1985. Its rated capacity is 18,000 t/a uranium as UO3. At Port Hope, Ontario, ERL's new UF6 conversion plant has been constructed. This plant started up in 1984. It utilizes the novel, wet-way process to produce UF4 and gives the company a UF6 production capacity of 14,500 t/a U. Also at Port Hope is Eldorado's ceramic UO2 powder production facility, commissioned in late 1980. It has a capacity of 1700 t/a uranium as UO8. With the completion of these capital projects, Eldorado has the largest and most up-to-date refining and conversion facilities in the western world. This paper reviews the refining process and process design. The methodology used to start up the Blind River plant is described as are some startup difficulties, solutions that were developed, and the resultant current operation.

Jan 1, 1987

By R. P. Plasket, G. M. Dunn

The cobalt plant was successfully commissioned in mid-1983. It is located within the company's nickel - copper re finery situated in Springs, South Africa. Plant design, which began in 1981, made provision for the corrosive process environment, stringent environmental standards, and the latest noise abatement requirements. In addition, the process flowsheet for the primary recovery of the cobalt byproduct and the purging of six impurity metals (nickel, iron, copper, manganese, lead, and arsenic) was designed with simplicity as a primary objective. High purity cobalt powder has been produced since commissioning.

Jan 1, 1987

By F. Calizaya

The PT Freeport Indonesia‘s Deep Ore Zone(DOZ) copper deposit is located in the province of Irian-Jaya, Indonesia. Currently, a block cave mine is being developed around this deposit. Production is scheduled to start in year 2000 and to ramp up to25,000 tpd by year 2003. The air quantity requirement for this mine is equal to 780 m3/s. To supply this quantity, the mine will require five centrifugal fans (one 450 and four 750 kW fans). This study summarizes the technical aspects related to the installation and commissioning of one of these fans. The fan was installed on the surface in a parallel arrangement with two others. It has a design capacity of 240 m3/s of air at 2.2 kPa of static pressure. The study presents the installation details from the underground shaft excavation and portal development through fan testing and commissioning. It also presents the results of a monitoring system that was installed to determine the fan duties.

Jan 1, 2000

By Mark Godfrey, Wickus Slabbert, Debra Miller, Dave Dew

Sao Bento Mlnerai;;ao Mine (SBM), located 100 kms northwest of Belo Horlzante, Brazil, was commissioned In 1987t1l to produce 185 kg per month of gold from 240 tpd of refractory sulphide flotation concentrate. The concentrate Is processed by a Sherrill Gordon design pressure oxidation circuit followed by conventional CIL gold recovery process (Flgur .. J). The original plant design foresaw expansion to 480 tpd, and In this regard the acidic effluent neutralisation, CIL and carbon circuits were designed for future expansion to treat the higher tonnage. The pressure oxidation section was sized for 240 tpd with the Intention to double the Installed plant equipment to provide 480 tpd capacity when required. This decision was based In part on the novelty of pressure oxidation to treat refractory sulphide concentrates in 1984 when the process design was finalised. General Mining, Metals & Minerals (Pty) Ltd (GENMIN), has been actively Involved for the past 30 years in the development of bacterial process for the oxidation of refractory gold concentrates; the results of this development program have provided the registered process BIOx®. The successful Implementation of BIOx® technology for treatment of refractory gold concentrates at GENMIN's Fairview Mine In October 1986t2l, as well as the substantial experience accumulated in laboratory and pilot testing of some 40 other sulphide concentrates, Justified reconsideration of the oxidation process best suited to provide the Incremental sulphide oxidation capacity planned for SBM.

Jan 1, 1992

By James M. Barker

No commodity agreements now exist for sulfur and a lack of reference to sulfur commodity agreements exists in the literature. Law (1975) made a passing reference to sulfur as one of a group of commodities where "there have been additional control efforts of various types." Clearly, sulfur was a candidate, at least conceptually in the past, for some form of commodity agreement and the following discussion centers on the world sulfur market of the early 1980's in this context. GENERAL THEORY OF COMMODITY AGREEMENTS The upsurge in demands for commodity agreements seen in the last decade or so stems largely from agitation by the less developed countries (LDC) for better economic treatment by more developed countries (MDC). Several economic factors, real or imagined, adversely affect the LDC's as follows (MacAvoy, 1977): 1) variable demand in MDC's causes wide fluctuations in commodity prices which hurt the economies of commodity producers, who are often LDC's although consumer economies may also benefit from more predictable prices; 2) a general decline of commodity prices relative to the price of manufactured goods which hurts commodity producers in their balance of trade while their stocks and overcapacity rise; 3) instability of LDC economies enhanced by the above factors lowers internal stability, inhibits foreign investment, and retards economic growth; and 4) a lack of self respect when dealing with developed countries o, following the OPEC lead, LDC producers want the stature related to cartel market power.

Jan 1, 1985

By F. H. Buttner

Commodity currency intrigues most of us because of the problems it offers to solve for the Third and the First Worlds. What problems might be solved, if commodity currency were to be adopted in the Third World? That is really the question we are probing here right now. It would take a while to think through all their subtle consequences of this question, but, off the top, it might well have at least three important impacts. Most important of these to this audience is relief from unfair Third World competition. Second, it might well liberate Third World economies from financial indebtedness to the First World and give them freedom from the liquidity limitations. The third benefit is that it might help relieve World trade tensions. All three benefits are interrelated. We could start our speculations on the application of commodity currency from anyone of these starting points. But let us use the starting point most important to you, unfair competition to the U.S. mining industry. From there we might wind up with some thoughts on things you, yourselves, can do to improve things.

Jan 1, 1978

By G. Pierson

Explanations for commodity price levels (or movements) commonly focus on the fundamentals of supply and demand otherwise they are simply assigned to speculative activity. Comparisons of metal-price histories to monetary and other economic data support the argument that the supply of and demand for money are no less important in the determination of price than are the supply and demand of the commodity itself. That these relationships should exist is evident in the price identity and they are consistent with monetary theory. The patterns developed have limited usefulness as predictors, but their recognition is essential for the construction of price scenarios for planning purposes.

Jan 1, 1998

By G. Pierson

Explanations for commodity price levels (or movements) commonly focus on the fundamentals of supply and demand, otherwise they are simply assigned to speculative activity. Comparisons of metal-price histories to monetary and other economic data support the argument that the supply of and demand for money are no less important in the determination of price than are the supply and demand of the commodity itself. That these relationships should exist is evident in the price identity and they are consistent with monetary theory. The patterns developed have limited usefulness as predictors, but their recognition is essential for the construction of price scenarios for planning purposes.

Jan 1, 1997

By G. Pierson

Explanations of commodity price levels, or movements, commonly focus on the supply and demand fundamentals of the particular commodity, or else are assigned to speculative activity. Comparisons of metal price histories with monetary and other economic data support the argument that the supply of and demand for money are no less important in price determination than are the supply and demand of the commodity itself. That these relationships should exist is evident in the price identity and are consistent with monetary theory. The patterns developed have limited usefulness as predictors, but their recognition is essential for the construction of price scenarios for planning purposes.

Jan 1, 1996

By R. L. Virta

Common clay is a natural, fine-grained material composed of hydrous aluminum silicates. Shale is a laminated sedimentary rock formed by the consolidation of clay, mud and (or) silt. Government and legislative programs The U.S. Environmental Protection Agency (EPA) invited industry to nominate representatives to a review panel that will help the EPA develop rules to regulate air toxics from the production of brick and structural clay products. The EPA was required to establish a review panel because these regulations will significantly affect small businesses. The regulation of air toxics falls under the Clean Air Act.

Jan 1, 2010

By S. T. Krukowski

Traditionally the lime industry is governed by market, location, and transportation. These factors also may act as obstacles to global market access. Lime manufacture responds to market opportunities by first focusing on location. Lime markets are diverse and widespread, and ubiquitous occurrences of limestone make development of a widespread industry possible. Lime’s low to moderate unit value restricts transporting it long distances. Other factors (including lime reactivity, dedicated container use and other liabilities) limit shipping lime far. In the past many small to medium size companies made lime for local use. Today the global aspect of the industry is ownership by few large companies producing lime for local consumption.

Jan 1, 2003

By Victor F. Hollister

Introduction Trends of successful discovery technology and psychology emerge from a thoughtful study of various companies' exploration programs. These subjective patterns can be generalized into groups of factors for discussion. Here, for convenience, factors that influence exploration success are separated into management and geologic concerns. Most successful discoveries have a demonstrably favorable management combined with a technically competent geologic input. Both are required. But the management input is decisive. Management factors include the correct definition of management's role; cost of exploration; time needed for exploration; commodity selection; and the fostering of autonomy, creativity, and confidence in the geology department. Geologic factors include imaginative technical competence (field as well as academic), correct development and use of empirical exploration or prospecting models, and dedication. Success comes to those entities that are properly managed and have technological competence. A management team that directs a company's business has been compared to a dynasty. The dynasty lays out policy and follows up with appropriate action. In that management's power is pervasive, the term is appropriate. Management's role is, however, more important. Many examples can be cited where the geologic input was impeccable. But management somehow snatched defeat from the jaws of victory, and the exploration success was turned to a third party's profit. Management Factors Management's role can be broadly generalized to four parts. These are to identify the commodities it seeks, define its part in the exploration process, develop a functioning exploration department, and have the desire to succeed. It must have confidence in its geologists and delegate to them the authority and responsibility they need to operate successfully. Head office management cannot do the thinking for a field staff thousands of kilometers away. There is no substitute for confidence and delegation of authority. Successes came to those who had the freedom to act. Motivation is a management requisite. Management's role is to prevent destructive, internecine political battles within the corporate structure. Most large US mining corporations have well known histories of political strife that have damaged their exploration efforts. Management's role must, above all, include the desire to succeed. There are cases where management has been confronted with a commercial exploration success, but their reaction is to request additional study or exploration. Perhaps the problem of bringing a commercial find into production is beyond their capabilities. But a bona fide discovery sent back for additional work commonly is lost due to that management. The cost of exploration is a factor that management must accept. A variety of studies made during the past 40 years shows the cost per discovery to be $25 million, $38 million, $200 million, or even $290 million. These figures are derived by dividing the total exploration expenditure by the number of discoveries. However, successful management dynasties have a much lower cost per discovery during their management regime. Asarco, from 1948 through 1963, had one of the lowest cost discovery rates in the world. Duval Corp., from 1948 through 1968, had comparably low discovery costs. Placer Development, from 1955, was equally successful. Western Mining in Australia has had one of the longest lived dynasties associated with exploration success. Time is vital in exploration success. Most successful exploration case histories stress sufficient time in project exploration so that the target is well tested. A large target cannot always be adequately evaluated by a few holes (strat or concept testing). Serendipity helps in exploring large targets, but it best operates in a lengthy program. Numerous case histories include pleasant surprises. But these came mostly after the 10th hole. Commodity markets are important factors governing exploration success. Management's decision to explore for a specific commodity can doom its effort if that product suffers from severe oversupply. Unquestionably, progressive copper price increases from 1948 through 1968 helped convert marginal porphyry copper discoveries

Jan 8, 1985

By T. M. Campoy, J. R. Jones

When extending the life of an existing mine in Appalachia, it is common to acquire the adjacent reserves and extend the existing mine into it. The existing mine is often renovated to accommodate the new conditions. The existing mining system and the track and belt haulage systems may he modified while the new property is integrated into the old one. All of these changes create new constraints for the mine ventilation system (MVS) that require proper planning and control procedures. This paper presents a study that was carried out for the ventilation system of a newly expanded underground coal mine in the Appalachian region. The process of correcting the ventilation system of the existing mine is discussed. That is followed by a discussion of some of the stages of controlling the expanded system. Numerical data for these steps are also presented.

Jan 1, 1994

By A. M. Wala

It is common practice in Appalachia, when extending the life of an existing mine, to acquire the adjacent reserves and extend the existing mine into it. Also, often the existing mine is renovated to accommodate the new conditions. The existing mining system and the track and belt haulage systems may be modified while the new property is integrated into the old one. All of these changes create new constraints for the mine ventilation system (M.V.S.) that require proper planning and control procedures. The authors describe and present the study that was carried out for the ventilation system of a newly expanded underground coal mine located in the Appalachian coal region. Discussed first is the process of correcting the ventilation system of the existing mine. Then, some of the stages of controlling the expanded system are discussed. Finally, numerical data for these steps are presented.

Jan 1, 1992

By Pat C. Hautala, J. R. Hoskins

This is a new era for the minerals industry. Never before has there been more need for effective communication. So said Robert Anderson, chairman and chief executive officer of Hanna Mining Co. He was speaking to the American Mining Congress's Communication Workshop. The question is whether there is enough industry concern to meet the challenge. Anderson observed that increased workshop attendance, in continuing tough times, reflects the industry's concern for communication. But, why were students, faculty, engineers, supervisors, and managers not at the conference? Communication applies to every manager, Anderson said. But he was the only operating manager present. And only one company sent operating supervisors. The remaining conference participants were public relations personnel, generally with nonmining backgrounds. And the program dealt mostly with public relations issues. Role of Communication in the Minerals Industry. It is well known that the minerals industry faces economic, political, and social problems. Economic shifts and foreign competition have created an international minerals industry and an international marketplace. This, in turn, calls for worldwide communication. Other factors effecting communication are: • Governmental protectionism as well as regulatory reforms call for increased interaction with governing officials. • Changing social values have created environmental issues and anti-industry attitudes. This intensifies the need for improved public relations. • Traditional work values are shifting towards self-actualization and humanistic movements. The work force is better educated and more informed. Employees demand more satisfaction, equality, and job autonomy. • The mining industry's task of managing its human resources is complicated by layoffs, job uncertainties, and bleak outlooks concerning employee morale and motivation. Technology and Information for a New Era As noted, this is a new communications era, one propelled by technology and information. Technology has led to reduced demand for raw materials by developing substitutes. Copper demand, for example, will never fully recover. Copper cables are replaced by fiberoptics; copper transmission lines, with aluminum. Technology has shifted the US from traditional to high tech and service industries. The speed, frequency, and scope of information transmission have greatly increased. But the most significant characteristic of this information is not the pace of advancing technology. It is the dramatic increase in the importance and frequency of our personal transactions. Knowledge has replaced raw materials and capital as the strategic resource. Information has replaced energy as the transforming resource. And the game against nature has become an interpersonal game (D. Bell, Post-industrial society, Physics Today, '76). In Megatrends, John Naisbitt says that information will soon double every 20 months. So, professionals will become "information workers." And communication will be the life channel of the information age. Thomas Wolfe said you can't go home again. Hanna Anderson said we are, indeed, facing a new day. It will never again be "business as usual." We must move into the information age with the rest of society. We cannot trust that the world will continue to rely on our products. Nor can we place the responsibility and control for problems and solutions outside the minerals industry. Improved communication is not a panacea. But, Anderson said, it is critical to the minerals industry. What is Communication? The word communication is overused. It is applied to every aspect of our lives. Satirist Tom Lehrer got sick of hearing about the need to communicate. He said, "It seems to me that if someone is having all that trouble communicating, the very least he can do is shut up!" Obviously, we cannot follow that advice (though we might wish that some others would do so). Communication is always going on. It is inevitable. Yet we have many misconceptions about com-

Jan 1, 1985

By Robert L. Bates

The field of industrial minerals and rocks includes such a wide diversity of materials and occurrences that communication is essential to foster a sense of "belonging? among geologists and other professionals. Besides, exchange of ideas and information is essential in meeting the needs of an ever-expanding world economy. A survey of the field shows to what an extent such communication--especially in the form of conferences and their proceedings--has increased during the past 25 years.

Jan 1, 1995

By Alan J. Solomon

The function of advertising is communication. Viewing the advertisements of mineral suppliers exposes the reader to a broad spectrum of purposes: announcements of new products, availability and supply, departmental services, company image, etc. It is the advertiser's hope that the message being conveyed is the same message being perceived by the viewer. To maximize this probability, the advertiser at least must carefully construct precise copy, identify the target audience and select the appropriate advertising medium. A truly successful and efficient ad, however, also must accurately reflect a product's life cycle, i.e., the rise and fall in demand for a product. Buggy whips and radio tubes are classic examples of items formerly in high demand. Industrial minerals are similarly affected by occurrences of product life cycles.

Jan 1, 1983

By J. R. Mackie

Reserve Mining Company, the first large-scale taconite pellet producer in the United States, mines it's crude ore at the Peter Mitchell Mire located on the eastern end of the Mesabi Iron Range near Babbitt, MN. The ore is processed at Reserve's beneficiation plant on the north shore of lake Superior at Silver Bay, M. The mine and plant are linked by a 47 mile, double track, railroad which is owned and operated by Reserve. (see Fig 1). At rated capacity, the mine can produce 33 million It/yr of crude ore, 15 million It/yr of waste rock and 1.0 - 1.4 million yd3/yr of glacial till stripping. Haulage of all mined material is accomplished using trucks. Ore is transported by tractor-trailer side dump units which have capacitys ranging from 83 to 110 long tons. Waste rock and glacial till is transported in end dump units of 50 to 120 LT capacity. Loading is accomplished by 11/13 yd3 power shovels and 7/10 yd3 front-end loaders.

Jan 1, 1985

By A. Ardiant, C. E. F. Mumbunan, I. Irawan

As a part of mine operation’s success key, Community Development nowadays seems to be a rule of thumb. Not only is for a short term need of the company during their operation but also for the national public opinion on the presence of the mining industry to a certain region. Nanggung region which is only a 2-hour drive from Jakarta, brings the challenges to Antam’s gold mine business in the areas such as illegal miner presence, easy access to the mine area as it is very close to the community, and national political sensitivity considering its proximity to Jakarta. The company allocates about 3%of its total operational cost annually for Community Development pro-gram. The program is derived through SWOT analysis and broad involvement of all community components to assure that the allocated fund is addressed to the right place. In the year of 2002, the company has successfully established a conducive-relation with the community.

Jan 1, 2004