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By D. Kang

The adsorption behavior of silver in ammoniacal solutions on to activated carbon has been studied. The parameters affecting the adsorption of silver on to activated carbon included temperature, agitation speed, concentration of cations and anions as well as that of ammonia. It was found that the adsorption of silver from ammoniacal solutions was dependent upon the initial silver concentration in the solution and other factors. The recovery of silver from ammoniacal solutions was found to be not so effective as the case with gold reported earlier. The adsorption rate was relatively slow overall, despite a rather fast initial adsorption. The apparent activation energy for the adsorption was measured to be 30.2 kJ/mol. It was believed that the kinetics of the silver adsorption on activated carbon was limited by a mixed control mechanism.

Jan 1, 1998

By P. Zhang

Phosphate mining in Florida generates approximately 100,000 tons/day of phosphatic clays (slime). This waste slime not only creates one of the most difficult disposal problems in the mining industry, but also causes tremendous loss of P2O5. About 20-30% of the phosphate mined end up in phosphatic clays. Recovering the phosphate from this waste is difficult for two main reasons: 1) the slime is extremely fine in size, and 2) clay minerals account for almost half of the material. A half dozen dispersants were evaluated for keeping the clay minerals suspended for subsequent separation from non-clay minerals by either settling or cycloning. The separation efficiency and economics are discussed.

Jan 1, 1998

When I wrote the Railroad portion of "Mining Engineering" magazines 94 Powder River Basin (PRB) Coal Article I described to you some definite destinations the Railroads had in mind. As with many destinations, the ones I wrote of turned out to be merely stops on the way to places that we have yet to reach. Somewhere along the way we discovered that making it better is a continuous process not just something that you can do in phases I, II, III, & IV. We always knew this I suspect, but perhaps not at the awareness level that exists in RR environments in 1997. The purpose of this article is to update the 94 article, which I could do very quickly. Everything I told you we were going to do in 94 is done, end of story! But in addition to making it a very short article it would not be telling you the things RR has done beyond what we were planning in 94 and for the future.

Jan 1, 1998

By Leonard Harris

The 1980s marked a boom in gold mining and exploration in the United States particularly in the state of Nevada which lifted this country to second place in the world, after South Africa, in gold production. With this boom came many positive aspects such as increased employment, increased investment, increased payment of federal and local taxes, higher purchases of goods and services and higher expenditures on social and economic uplift programs. With the arrival of Minera Yanacocha in Peru in 1992, the gold mining boom shifted to this country which has lifted Peru to first place in Latin America in 1996 and ninth place in the world in gold production. As in the case of the United States in the 1980s, similar positive impacts are being felt throughout Peru in the 1990s.

Jan 1, 1998

By R. W. Reisinger

An historic underground copper mine in Wyoming is discharging neutral but copper-laden water into a pristine creek. The EPA-deferred site qualifies for reclamation by the Wyoming Abandoned Mine Land (AML) program; restoring the discharge so that the creek can eventually support a trout fishery is the cleanup goal. Hydrological and geochemical investigations underground have suggested two sources of mine water: one clean and the other copper-containing. Results of bench-scale and pilot-scale tests support the viability of using low-cost passive treatment techniques to reduce copper concentrations in the near-freezing mine discharge.

Jan 1, 1998

By C. C. Harvey

Based on resource studies in many developing countries, four categories of industrial clay resources are recognized as precursors to development strategies. Category I: High quality, high technology clays requiring major investment for large tonnage international markets. Category 2: Unique specialty clays requiring advanced technologies for small tonnage niche markets. Category 3: Lower technology, moderate quality clays, predominantly to supply local markets. Category 4: Low quality clays requiring little or no processing. Projects with Categories 1 and 2 clays require extended development times (green field to investment decisions) with significant pre-development investment, while projects with Categories 3 and 4 clays require shorter development timetables and lower levels of investment.

Jan 1, 1998

By G. G. O. O. Uwadiale, M. A. Kollere, M. A. U. Nwoke

Birnin Gwari and Alawa graphite deposits were upgraded by flotation. Using 0.5 kg/t kerosene and 0.25 kg/t sodium silicate, flotation concentrates grading 90.7% and 88% Cg with recoveries of 86.2% and 84% were produced from Birnin Gwari and Alawa graphite samples, respectively. The combination of 0.5 kg/t kerosene, 0.2 kg/t pine oil and 0.25 kg/t sodium silicate yielded high-grade graphite (92.3% Cg) with a recovery of 83.9%. Flotation with refined rubber nut oil and kerosene, at a 1:1 ratio, produced a concentrate grade of 86.3% Cg with a recovery of 90.4%. With acid leaching of the flotation concentrate, a high-grade graphite concentrate containing 98% Cg was produced.

Jan 1, 1998

By L. Tondo, W. Lim

The high pressure grinding rolls (HPGR) is a relatively new technology which offers the potential benefits in energy savings, circuit simplicity and improved product characteristics in minerals processing applications. Over 300 machines are now operating world-wide, but most of these are used for grinding cement clinker, and relatively few are used in conventional mineral processing. One of the rea- sons for its current limited use in the minerals processing industry is that design, scale-up and flowsheet assessment procedures are seen to be relatively immature and untested. This has reduced confidence in the potential application of the technology. To help rectify this situation an industry funded research project was undertaken, one of whose aims was to develop and prove a mathematical model of the HPGR and a scale-up procedure. Data were collected from tests using laboratory, pilot and in one case a full scale unit (2.2m diameter). A range of feed types were tested including quartz, limestone, kimberlite, bauxite, iron ore and gold ore. These data were then used to develop models of the size reduction performance, power draw, throughput and operating gap for a wide range of pressures, feed sizes, and roll speeds. This paper describes the models that have been initially developed and illustrates their accuracy using some of these data.

Jan 1, 1998

By Randy Ynchausti

ERIC GUTIERREZ, Knowledgescape: Our next speaker is Randy Ynchausti. He's the director of development, Knowledgescape systems division, of EIMCO Process Equip- ment Company. The title of Randy's talk is "An Expert Control System for Phosphate Beneficiation." RANDY YNCHAUSTI: System integration. How does the systems integrator survive when caught between plant engineers, plant management, and third-party engineering firms, and stay within the budget of the corporate goals? I'm not sure that anyone knows how to do all of that on one project. Results are critical when we talk about how systems integrators work with operating people, how the operating people want systems integrators to work with them, and how both groups work together so that at the end of a project, you have been provided with solutions that meet your needs and solve your problems at a fair price. How does the integrator's role change when working with different types of professionals, such as plant managers, plant engineers, engineering firms, or other system integrators? Finally, what is the dynamics of people working with machines and providing services and solving needs? The average number of employees per pound of copper processed has decreased significantly during the past 15 years. I would dare to generalize and say that the average number of employees per whatever unit of measure we have in whatever industry we work in has decreased over the last 15 years. From a system integrator's perspective, there are some clients who lack a bit of internal expertise as corporate downsizing occurs, and that's one reason why we go out to system integrators or third-party vendors and buy things from them to solve our problems. Downsizing really amounts to savings, but more than that, I think Brian expressed this and I agree with him, it also amounts to a cost. Unfortunately, most of us count the savings and none of us count the cost in that approach. It's easy to count the savings, which is one reason why we count it so quickly. Maybe that also accounts for why we set our pencils down so quickly after we get that dollar value. Maybe we should pick that pencil up every once in awhile and refigure the expense, the cost to us, and determine what we're going to pay during the next year or two or three in losing that expense, or that staff. A broad experience base accumulated over projects at various plants helps system integrators to provide services to clients. This experience enables the system integrator to

Jan 1, 1998

The price of copper has gone into the tank. So has gold. Environmental regulations are more restrictive. Global warming has world leaders and environmental groups seeking international regulations to keep the planet from heating up - mostly by restricting the use of fossil fuels. And the US Secretary of the Interior wants to make it more costly -prohibitively so for smaller companies - to mine hard rock metals in the United States. By rights, miners should be carrying around a pessimistic attitude about their industry. But miners are an optimistic lot, always believing that things will improve. That optimism was in evidence in Tucson, AZ in early December, when about 620 miners met at the Double- tree Hotel for the Annual Meeting of the Arizona Conference, put on by SME. Attendees listened as a United States congressman commented on the recent tax cut bill, mining regulations and the continuing need for the mining industry to improve its image in the eyes of the general public. Session speakers discussed how improved technology has made their processing operations at Sierrita and Morenci more efficient and cost-effective.

Jan 1, 1998

By R. L. Grayson

In 1995, Congress abolished the Bureau of Mines in the Department of Interior but preserved the safety and health research functions being performed at the Pittsburgh and Spokane Research Centers. These functions were transitionally housed in the Department of Energy before permanently merging with the National Institute for Occupational Safety and Health (NIOSH), Department of Health and Human Services, in October 1996. Since the merger of the former Bureau with NIOSH, there has been an active evaluation of ongoing research activities, significant interaction with stakeholders, and the development of a process leading to "data informed" priority setting. This presentation will review current surveillance information concerning the level of injury and disease from mining work and will discuss how research priorities are evolving to improve the contribution of research to the prevention of injury and disease.

Jan 1, 1998

By Richard S. Ghent, Daniel G. Warnock

JOHN HAMRIC: Our next speakers are Richard Ghent, manager of environmental health and safety for CF Industries, Hardee Phosphate Complex, in Wauchula, Florida. Richard has 20 years' experience with environmental health and safety affairs. He has a bachelor of science degree from the University of South Carolina. With him is Daniel Warnock, who is supervisor of safety and training also at the Hardee Phosphate Complex. Daniel's experience is in safety programs and electrical training. Their presentation is "Regulations Versus Management Practice." RICHARD GHENT: Written procedures give structure to safety programs. At their best, they are brief and understandable to facility personnel and clearly identify roles and responsibilities. At worst, they attempt to recite the entire regulation they are intended to address. Some regulations, such as OHSA's Hazard Communication Standard, require employers to develop, implement, and maintain a written program. As written programs and procedures are developed, some basic questions arise: Is the program designed to achieve compliance with regulatory requirements or does management expect the program to go beyond compliance to some higher level of performance? Management may have difficulty in measuring and communicating performance expectations in safety. A facility with 4 million safe work hours does not suddenly become unsafe the day their safety record is broken. Generally, management expects safety programs to meet regulatory requirements and to protect the employer from enforcement actions and fines from regulatory agencies. Management also expects that safety programs will result in a safer work environment with fewer incidents, accidents, and near misses. But it is difficult to know when a safety program has succeeded. If the program is expected to go beyond compliance, what other standards should be included (e.g., ANSI standards, company management practices, lessons learned from inspections and audits, recommendations from safety committees, etc.) in the

Jan 1, 1998

By George Weinman

GEORGE WEINMAN: Our first group leader for the discussion, "Ups and Downs of Downsizing," wishes to remain anonymous. ANONYMOUS PRESENTER: When George and Jamie asked me to do this, I thought a while about what to say and went through several variations of what I’ll present today. I came up with the title "Ups and Downs of Downsizing." A lot of downsizing has occurred in all of our industries-mining in particular. While this downsizing has gone on there's no doubt that all of us produced more and more, probably with less and less people and less and less resources. But I contend that there's also a big downside associated with this. I disagree with a point made in the keynote presentation yesterday, the point being that vendors are bringing new technology to us. I can agree that the major changes associated with equipment and similar items are being brought to us by vendors. But I do contend that there's an awful lot that's getting away from us-especially if you factor in the integrated supply or the strategic alliance or the various and sundry related purchasing techniques. I contend that we are missing a lot of, let's call it, lesser technology; not major equipment changes, but different tools, different techniques for doing things, different left-handed widgets. The integrated suppliers, to some degree, are bringing this to us; but I am concerned about the small guy who comes up with a good idea but deals through integrated suppliers rather than having direct contact with plant people. They're probably going to go somewhere else and market their wares. That's what I'm hearing from a lot of smaller vendors. I also think that we are losing a lot of our knowledge base. Every time you shrink an organization somebody leaves. The bottom line: less people. When a person leaves-and I don't care who he or she is, be it the janitor who's cleaning the bathroom, the operator, the engineer-when that person leaves there's some knowledge that goes with that per- son. And sometimes that knowledge is quite valuable. I've worked more or less at the plant "low." I can't tell you how many excellent, viable projects have come from people who said, "Look here. There's a better way of doing this." And, you know, they were right. Now, maybe they didn't have the resources or the expertise to develop these ideas into full projects, but they had that basic idea. Someone may say, "Well, if we put a no. 6 skyhook here, so we can lift this particular pump without bringing a crane from 30 miles away ...." No. 6 skyhooks are a bit expensive, but what if we put together a little structural steel here or whatnot?

Jan 1, 1998

By S. A. Matthews, M. L. Nave

AC variable frequency motor drives are emerging technology for belt conveyors. The success of the application in mining depends on adequate and timely consideration of drive, motor, and conveyor features. The purpose of this paper is to familiarize and inform possible mining users of AC variable frequency drive attributes.

Jan 1, 1998

By Greg Barfoot, Kurt Keskimaki

The Henderson Mine is located approximately 50 miles west of Denver, Colorado. A project is underway to replace the existing rail system which transports molybdenum ore 15 miles from the mine to the mill using three flight conveyor system. The first conveyor is a 1 mile, high lift conveyor which transports the ore from an underground crushing station to the end of the existing rail tunnel. The second conveyor is 10 miles in length and utilizes the existing rail tunnel to transport the ore from the mine, which is on the east side of the Continental Divide, to the mill located on the west side. The third conveyor takes ore from the tunnel portal to the mill through a series of 7 horizontal curves and inclines up to 15 degrees. The project applies advanced conveyor design to tackle the installation of the system in an operating mine and achieve the highest possible level of reliability. This paper outlines the design process for this system, discusses the options which were evaluated and how the current design evolved.

Jan 1, 1998

By A. P. Cook

Methane Rating has been developed from a need, in South Africa, for quick and simple measurement of coal face methane characteristics. It employs proven existing direct measurement methods, adapted specifically for rapidly advancing coal face conditions, to deal with the short term high release rates encountered during continuous miner coal cutting. The Rating is a comparative value, relative to the normal or average conditions encountered within a maintained data base. The seam gas content and the initial emission rate are plotted against each other on a graph, where they are compared with the average conditions to obtain the rating. The higher the seam gas content, and the higher the initial methane release rate, then the higher the Methane Rating, on a scale of 1 to 4. Methane being released from a newly mined coal sample is measured once underground, from a sealed gas-tight canister. The sample is returned, still sealed, to surface and milled to rapidly release the remaining methane. It is later intended that the milling process is also completed underground. Applications include the identification of changing methane conditions, outburst prone conditions, methane emission against advance, and mining in devolatilised coal.

Jan 1, 1998

By C. M. Jones

Cyprus Sierrita Corp. has developed a training program that has led to several significant improvements in safety performance and productivity. Truck productivity has increased 6% as measured by truck cycle times. Increased skill levels and awareness on the part of the mine's operators are due to the new training effort. Costs associated with productivity training have been about $185,300. This includes program development and execution costs, as well as lost productivity during the training itself. These costs are offset by $1.9 million in savings attributable to the increased skill levels of technicians due to the training effort. Cyprus Sierrita is a subsidiary of Cyprus Amax of Englewood, CO. The company operates a copper and molybdenum mining and processing facility south of Tucson, AZ, near the town of Green Valley. The Cyprus Sierrita operation produces about 109 kt/a (240 million lbs/ year) of copper, 11.3 kt/a (25 million lbs/year) of molybdenum, 31.1 t/a (1 million oz/year) of silver and 1.8 t/a (4,000 lbs/year) of rhenium. The opera¬tion employs 770 people at the site. About 200 of these employees work in the mine operations. Mining at Sierrita uses standard open-pit techniques. Crews of 43 people rotate on 12-hour shifts. Hourly technicians are nonunion and do not use rigid job classifications to define pay. Rather, the system is designed to pay employees for what they are able to do. Administering this effort requires that training opportunities are provided to those people who desire them. Successful training opportunities al¬low people to gain skills. The more skills an employee can demonstrate, the higher his or her "tech level." A technician's pay is commensurate with his or her tech level. Much of Sierrita's training in past years concentrated on building basic

Jan 1, 1998

By Malcolm J. A. Swallow

In June 1997, Mount Polley Mining Corp., a division of Imperial Metals Corp., completed an 18-kt/d (20,000 stpd) gold-copper mine in central British Columbia. Fast-track construction and extensive off-site construction were combined with an aggressive project schedule to build the mine in one year. This was three months ahead of schedule and 7% below the original budgeted cost of C$123.5 million (US$86 million). The Mount Polley Mine was the first of a crop of new open-pit mines in British Columbia. The Mount Polley deposit has been explored since the mid-1960s when it was known as the Cariboo Bell property. From 1988, Imperial Metals completed drilling and metallurgical testing on the deposit. This led to a positive feasibility study and the issuing of a Mine Development Certificate in 1991. The project was later shelved due to falling metals prices and the strength of the Canadian dollar. In late 1994, Imperial merged with Bethlehem Resources Corp., bringing a strong project team to the company. The deposit was then re-evaluated, ore reserves revised and additional metallurgical testing was performed. The result was a revised project plan. It indi¬cated that a financially feasible gold-copper mining op¬eration could be constructed at Mount Polley operat¬ing at 18 kt/d (20,000 stpd). In May 1996, an agreement was reached with Sumitomo to jointly fund and develop the project. By early 1996, final plans and permits were being prepared for construction, scheduled to begin in June 1.996. On-site work commenced on May 28th, 1996 following lifting of the road restrictions. Mount Polley Mining acted as its own project manager. Construction was completed in June 1997. Plant runup took place in July and full production began in August. Through the use of off-site construction and the careful selection of contractors who cooperated to complete some 12 major contracts, it was possible to reduce the mine and mill construction time from 16 to 13 months. Off-site construction for all possible aspects of the work and the use of used milling equipment allowed significant savings in overall capital costs of construction. Total costs for the mine, mill and tailings dam equated to C$6,100/t/d of throughput. The mill design incorporates several innovative features that will aid maintenance and allow flexibility of operation. The operation is designed as a closed system and meets the latest environmental standards. Concentrate is shipped by truck to the port of Vancouver. Revenues for the mine come from the mine's production of about 3.1 t/a (100,000 oz/year) of gold and 10.8 kt/a (24 million lbs/year) of copper during the first four years of the 12-year mine life.

Jan 1, 1998

By S. Mason

Many organizations are realizing that continual improvement in health and safety relies on addressing the potential for various forms of human error. Of these, violations are often the most frequent form associated with accidents. These occur when an individual, or individuals, deliberately contravenes established and known safety rules. They have been associated with up to 90% of accidents and incidents in some industries and yet rarely receive the systematic attention they deserve in the promotion of safety. This paper presents underlying motives which cause violations. These can vary significantly from mine to mine and from job to job. Managers need some measure of attitudes to determine the underlying motives behind violations if they are to determine effective strategies for promoting safe behaviour. Questionnaires form the starting point to address attitudes and the motives behind rule violations. The choice of the most suitable questionnaire, however, will vary from organization to organization. Guidelines on the choice of questionnaire are offered.

Jan 1, 1998

By H. H. Murray

Industrial usage of clays for current and new applications will continue to grow into the next century. The rate of growth will be highest in the less developed areas of the world. Transportation costs are a significant part of the delivered price, so the location of reserves and processing facilities for kaolin, bentonite, and palygorskite (attapulgite) are reviewed relative to serving these emerging markets. New value added applications will increase in the more developed areas which will require high quality raw materials, more sophisticated processing, and rigorous quality control.

Jan 1, 1998