Search Documents

By M. Yavuz

Multiple Criteria Decision Making (MCDM) is one of the most considerable branches of Operation Research. MCDM refers to making decisions in the presence of multiple, usually conflicting, criteria. The problems in MCDM are classified into two categories: Multiple Attribute Decision Making (MADM) and Multiple Objective Decision Making (MODM). However, very often the terms MADM and MCDM are used to mean the same class of models and mostly confused in practice. Usually, MADM is used when the model cannot state in mathematical equations and otherwise MODM is used (Hwang and Yoon, 1980). Decision-making (DM) is extremely important stage in Mining Engineering like other engineering branches. Every mining engineer makes several decisions in daily mining applications. Most of the decisions made by mining engineers are completely instinctive according to their past experiences and there is not any DM method applied in DM process. Analytic Hierarchy Process (AHP) is one of the well-known techniques solving the decision problems. The AHP is very simple, and understandable method especially non-numerical data considered in DM process. Equipment selection is one of the prominent problems of mining engineering. Mining engineers have to make difficult decisions when equipment selection stage. As the decisions in the equipment selection have radically influenced the economic life of any mining scenario, these are considered as complex MADM problem. So, the decision maker can evaluate the subjective criteria in the problem of equipment selection. The decision maker wants to maximize more than one objective criterion for equipment selection stage. Among the number of alternatives, the most suitable equipment must be selected according to objectives and alternatives. MADM applications can help the decision maker to reach the optimal solution for the equipment selection. In the mining industry, MADM methods can be applied for the equipment selection because it is a process that includes subjective and objective criteria affecting the selection of equipment among the alternatives.

Jan 1, 2007

By James A. Madonna

Information gathered while studying geological parameters that govern fine gold deposition in the a1luvial environment can be applied to the technological development and selection of fine gold recovery systems. It is recognized that substantial gold losses occur in the minus 1.5 mn (minus 12 mesh) fraction using conventional sluicing systems. Within the past two decades much attention has been given the design and efficiency of these thick bed concentrators. Studies and comparisons drew information from several foreign and domestic placer operations. These studies concentrated on: 1) the physical and chemical properties of alluvial gold 2) the parameters that control fine gold deposition 3) the geometrical form, components and general working structure of conventional sluicing systems 4) the physical properties which contribute to the overall efficiency of a sluice system 5) the comparison of three major styles of conventional sluicing systems. A dramatic improvement regarding fine gold recovery and water quality was observed when using modern multiple-channel sluicing systems in place of conventional single-channel sluicing systems.

Jan 1, 1988

By N. Aouad

Dump truck operators are exposed to whole-body vibration (WBV) levels that exceed the International Standard Organization (ISO) 2631-1. The WBV level measured by RMS acceleration value, for operator comfort, and long-term health and safety is under 0.315 m/s2 by these standards. However, fundamental research by Frimpong and Aouad (2009, 2012) and field experimental study by Kumar (1999) have shown that operators are exposed to extreme WBV levels exposing them to injuries and musculoskeletal diseases in the long-term. These extreme WBV values in the vertical direction are equal to 3.56 m/s2, 1.12 m/s2 and 0.87 m/s2 for the operator?s seat, lower-back and cervical regions, respectively. This paper will outline current research to solve these problems. Keywords: WBV, Truck Vibrations, MSC.ADAMS, Virtual Prototyping

Feb 27, 2013

By T. R. Paquin

Powerful, easy to manipulate, ventilation modeling software is readily available to most mining engineers. Too often when preparing an initial ventilation model, engineers will go overboard in their design, creating a complex model with hundreds of branches. When, in practice, the creation of a less complicated ?to the point? model, containing a few well-constructed branches, would have delivered the same results. In this paper the author will demonstrate, by using actual feasibility report examples, that when designing a ventilation model, engineers should make more use of the K.I.S.S. (?Keep It Simple, Stupid?) Principle. As mining industry consultants we must continue to improve on, and deliver timely and cost-effective results to our customers.

Jan 1, 2009

By Donald W. Stever

In 1995 I was asked to participate in a litigation matter between a corporation and its insurance carriers concerning insurance coverage for remedial costs at a large, environmentally contaminated closed-down former industrial facility. One of the buildings on this site became known to the lawyers representing the company as “the infamous Building 8”. This building housed millions of documents retrieved from various locations at the facility while it was being shut down. It became apparent that the facility management had no document destruction policy, and thus Building 8 contained internal memoranda, notes, copies of correspondence, permits, operating records, inventory records, and the like from fifty years of operation. Needless to say, some of these documents, all of which were subject to discovery by the insurance companies in the litigation, contained material that was less than helpful to the company’s case. Of course, there were also a few helpful documents, but the overall usefulness of these records was outweighed by the negative impact they had on the conduct of the litigation. A second example involves e-mail. Several years ago, acting on an anonymous complaint that we later discovered was made by a disgruntled former employee who had been fired, a small army of federal environmental investigators descended on a client’s operating facility and, armed with a search warrant, literally commandeered the facility’s EH&S department. The investigators impounded the computers of the EH&S personnel and extracted all of the data from the hard drives of those PCs, as well as all EH&S related files from the hard drives of several servers used by the facility. These computers contained many years’ worth of stored e-mails, draft letters and memoranda, and other documents that provided grist for a four and one-half year criminal grand jury investigation of the facility and its EH&S staff. Both of these companies would have benefited from following a rigorous, enforceable, corporate records policy. Here is a third problem. My client had, during the 1960s, made a brief, and unprofitable foray into the nuclear fuel processing business. It ultimately sold the subsidiary, and was forced to give the purchasing company a broad indemnity against future liability. As might be expected, years later the facility was found to have considerable soil and ground water contamination both by chlorinated solvents and low-level radioactive material. Several years into the remediation program, my client discovered a tractor-trailer load of files, apparently removed from the subject facility, sitting in a parked trailer in a company-owned lot 300 miles away from the facility, where they had been for nearly thirty years. These documents were not helpful to the client, but had to be reviewed, at considerable cost, by paralegals. Moreover, several of the boxes turned out to have been mildly radioactive, setting off a chain of health and safety issues that consumed tens of thousands of dollars of legal expenses before they were resolved. Today, formal, enforceable corporate records management programs have become an extremely important element of overall corporate management. What was for most of the last century little more than a low level warehousing function is now a critical, actively managed, operating function that affects every level of corporate management. The rapid assimilation into corporate culture of electronic document management and the prevalence of e-email as the primary means of internal communication have created records management complexities the likes of which were not even conceived of fifteen years ago. Record preservation and destruction are no longer matters that can be handled on an ad-hoc decision making basis. Because of regulatory requirements affecting various classes of documents and the litigation consequences of ad hoc retention and destruction of corporate business records, and the need to have the ability to quickly retrieve documents in either a litigation or business negotiation context, a set of records management norms have evolved over time that have become the core elements of virtually every corporate records program. However, notwithstanding the existence of a set of norms (which are the basic elements of a

Jan 1, 2005

By G. Wahl, H. Danilkewich, T. Mann

Developers of advanced mining projects face the challenge of how to craft a “Request for Proposal for a Feasibility Study” that will result in bids that are comparable and will lead to a successful execution of the study. Mining engineering consulting firms are challenged by “Request for Proposals” that may consist of a limited description of the Scope of Services and other items, which could present difficulties in the subsequent financing and/or development of the project. Changes in international disclosure requirements have also changed the landscape on how resources and reserves are reported by introducing new disclosure requirements and concepts such as qualified persons. This paper lays out a strategy for preparing a Feasibility Study “Request for Proposal” based on the experiences of a mining engineering consulting firm working on a diversity of projects around the world, and in light of the recent changes in international reporting standards for reserves.

Jan 1, 2002

By S. K. Gilman

Zircon (ZrSiO4) sand production of about 1.1 Mt/a(1.2 million stpy) predominates the global supply of zirconium minerals. Baddeleyite (ZrO2) contributes less than 1 percent of supply. Zircon is almost exclusively produced as a co-product from the mining of titanium minerals, mainly from mineralized beach sands. In 2004, there were a number of new projects under consideration that were more dependent on zircon revenue than for titanium minerals. This reflected sustained higher zircon prices and forecast ongoing supply shortages in the absence of major new discoveries.

Jan 1, 2005

By E. C. Westman, F. J. Shreve

This paper presents the design and construction of a multi-channel geophone array that improves tomographic imaging capabilities in both surface and underground mines. Especially important in the design of the array is sensor placement. Three issues related to sensor placement are addressed in this paper: 1) sensor placement in long, horizontal boreholes, 2) development of simple, robust, MSHA-acceptable clamping unit, and 3) orientation of the geophones within the borehole. Improved imaging capabilities will produce energy, environmental, and economic benefits by increasing exploration accuracy and reducing operating costs.

Jan 1, 2002

By I. Nimmo

Since the beginning of Aluminum mining and refining the industry has lived with distributed control rooms and suffered from many behavioral problems common with this design. When Human Factor/Ergonomic design is introduced to a Western Australian installation a common centralized control room realized many improvements including economic payback. Communications issues were resolved, better coordination of materials, improved situation awareness during startups, abnormal operations and an opportunity to make improvements during normal operations characterize the changes at the Worsley Refinery. This presentation will review the reasons for the change. Since the beginning of Aluminum mining and refining the industry has lived with distributed control rooms and suffered from many behavioral problems common with this design. When Human Factor/Ergonomic design is introduced to a Western Australian installation a common centralized control room realized many improvements including economic payback. This presentation will review the reasons for the change, what changed and the process of changing the culture from reactive to predictive and what difference that has made.

Jan 1, 2011

Scattered north and south along a 161-km (100-mile) stretch of Interstate 80, Newmont Min¬ing Corp. owns four active mining properties in Nevada?s northern high desert ? Carlin Trend Operations, Midas, Twin Creeks and Phoenix. Among the four, there are nine openpits, five underground mines and 14 processing facilities. While gold is the predominant ore, silver and copper are also produced. And in a move to hold down energy costs, Newmont built and owns the 200-MW (net), coal-fired TS power plant. This plant provides about 65 percent of the power used for Newmont?s own operations, while the rest is sold to NV Energy, which services Nevada and northeastern California. Bringing the Phoenix Mine ? Newmont?s newest in Nevada ? on-line presented many developmental and operational challenges. Located about 19 km (12 miles) southwest of the town of Battle Mountain, the general area had been home to prospectors and other mining companies since the 1860s. But any profitability in developing the lower grade gold, copper and silver deposit at Phoenix proved elusive, with Battle Mountain Gold being the last company to make an attempt. When Newmont acquired Battle Mountain Gold and its Phoenix reserves in 2001, the lower grade of ore was not a deterrent. Newmont found Nevada-wide cost savings synergies for maximizing profit during the depressed gold market of the late 1990s. The new property was aptly renamed the Phoenix Mine, a nod to its rising from the ashes of the dreams and efforts of previous mine owners.

Jan 2, 2010

By E. Snyders

Two alternative processes for the manufacturing of zircon products were investigated by the South African Nuclear Energy Corporation (Necsa). These were the synthesis of doped-zircon pigments from plasma dissociated zircon, and an upgrading process to convert an inferior grade of zircon into a superior opacifier for ceramic applications. A solid-state reaction process was used to produce doped-zircon pigments. The influence on the colour intensity of the pigments on a ceramic tile were compared for milled and un-milled plasma dissociated zircon (PDZ) material, prior to calcination. Pr-yellow and V-blue zircon pigments produced from PDZ with different degrees of dissociation, were also evaluated. The second zircon beneficiation process entails the upgrading of an inferior grade of zircon to a superior opacifier for ceramic applications. A calcining process in the presence of mineralizers was used to produce the product in a conventional muffle furnace. A pre-milled inferior grade zircon concentrate, with a relatively high iron and alumina content generally not suitable for high quality ceramic applications, was used in this study. The influence of the upgrading process on the opacifying properties of the zircon material was compared to that of commercially available prime grade zircon opacifier products currently being produced in South Africa. The influence of a calcining step in the presence of mineralizers with regard to the milling characteristics of the treated zircon material was also evaluated.

Jan 1, 2005

By S. Coats, G. Norton, A. Benham, P. Ková

The Aynak copper deposit, located 30 km south of Kabul in Afghanistan (Figure 1), was discovered by Soviet geologists in the 1970s. Extensive exploration undertaken in the area between 1974-80 included several hundred boreholes, seventy trenches and nine exploratory adits. This work identified a “drill-indicated resource” of 240 Mt at 2.3% Cu (ESCAP, 1995).

Jan 1, 2007

By Pratoomkhuan N. Lertsgoon

A large underground cavern with dimensions of 25m × 175m × 49m (W×L×H) was excavated in sandstone and siltstone to house 4 units of hydropower generator and was completed in 2000. In feasibility study stage, the property of the siltstone which governs the ceiling of the cavern was questionable due to slaking phenomenon. Parameters on rock properties for design were back calculated from actual ground response measured from a trial excavation. For safety of construction, comparison between prediction and actual ground responses during excavation had proceeded. The prediction was provided by means of PHASES and PHASE2 software and the actual rock response was detected by the provided monitoring system.

Jan 1, 2003

By Greg Wieland

Deep sewer tunnels are required to meet future growth demands of the City of Austin?s down-town redevelopment. The tunnel is 18,000 ft long and varies in finished diameter from 54 inches to 96 inches. The tunnel crosses under Austin?s Town Lake three times and there are four main work shaft sites. Geology, groundwater, foundations, downtown redevelopment, and an active, healthy community put significant constraints on the design. This paper discusses a major underground project for downtown Austin and discusses the risk considerations and the opportunities the design team took toward optimizing the project design for the construction phase.

Jan 1, 2008

By D. Denton, L. Buckingham

The dry grinding and leaching circuits of the Barrick Gold’s new Roasting Facility at Goldstrike Mine in Nevada, USA incorporate well proven technologies in a unique combination. During the design of the plant, every effort was made to utilize the best available technologies from the perspective of capital, environment and operating costs. Crushing is a two stage process using gyratory and cone crusher. Ore is stockpiled and then reclaimed to two parallel dry grinding mills. The double rotator dry grinding mills include a drying chamber, coarse and fine compartments and utilize a gearless motor drive (GMD) or “wrap-around”. In-circuit product transfer is accomplished with air slides and bucket elevators. Finished product separation is performed by both static and dynamic classifiers with the final product captured in baghouses. Recycle of unfinished product utilizes cascade chutes. The final ground product reports to two 2000 ton roaster feed silos. The two-stage oxygen flu-solids roasters with their associated gas train are the subject of a separate paper. The cyanide leach circuit is a standard carbon in leach system with circular swept screens for interstage carbon retention. The loaded carbon is sent to the existing Goldstrike autoclave plant for stripping and regeneration. Tails, after cyanide destruction, are deposited in the existing tailings dam with tails from the autoclave facility. Throughout the circuit, Clean Plant Design criteria were used to assure environmental compliance, ambiental acceptability and ensure worker health and safety. The commissioning and operation of the double rotator grinding technology has been very successful at Barrick Goldstrike.

Jan 1, 2001

The National Mining Hall of Fame will induct five mining greats on Saturday, Sept. 17, 2005 at the Museum Convention Center in Leadville, CO. The 18thAnnual National Mining Museum and Hall of Fame Induction Banquet will begin with an open house and reception at 5:30 p.m., followed by the dinner and program at 7 p.m. The five inductees are Nathaniel Peter Hill, John Munro Longyear, John McDonald, Julius Eckhardt Raht and John Dennis Ryan. Nathaniel Peter Hill (1832-1900) built the first successful smelting operation in the Rocky Mountains in1867 at Black Hawk, CO. From 1879 to 1885, he was a U.S. senator. He also taught courses at the Colorado School of Mines.

Jan 1, 2005

By C. Dirscherl

"Declining ore grade, leading to increased material transport and plant throughput requirements, is one of the major challenges in the current mining environment. This is accompanied by rising energy and labor costs, decreasing plant productivity and the requirement for highest plant availability. Siemens’ answer is the latest gearless drive technology for grinding and conveying. Gearless drive solutions are surpassing the mechanical limits of conventional drive systems serving to utilize the principle of economies of scale. By elimination of various components of the drive train the maintenance activities and spare parts inventories are reduced. The advantages are culminating in the incomparable availability of the Siemens’ gearless drive technology of 99.46 to 99.71% - as confirmed by real operational data from the Antapaccay mine in Peru. It was the first plant worldwide to use gearless drives for both applications. KEYWORDS: Gearless Mill Drives, Gearless Conveyor Drives, Availability, SAG Mill, Ball Mill, Overland Conveyor, Antapaccay INTRODUCTION – THE GEARLESS PRINCIPLE The principle idea behind a gearless drive system is to reduce the number of components and diversity of parts. Especially those components that are at the edge of current manufacturing or power limits are eliminated. The used equipment provides the possibility to scale up and increase the power transmitted to the driven machine. This finally results in a possible increase of throughput respectively transported or processed material. In order to apply this principle of simplification we will take a look at the components of a conventional drive system consisting of: - Driven equipment (mill, conveyor, slurry pump…) - Components altering the rated speed (gearboxes, girth gear / pinion) - The electric motor - Starting devices for the motor (VSD, CCV, LRS, clutch…), which are necessary because a direct across-the-line start of high power motors with load would result in a significant drop in the line supply voltage - Alternatively a variable speed drive (VSD) or cycloconverter (CCV) to utilize the possibility of speed variation during operation - The electrical supply system (cables, switchgear, transformers, protection equipment) Intermediate gearboxes are not required when a motor is used with a rated speed that directly matches the speed requirement of the driven equipment. Furthermore the VSD can be used to smoothly start the motor and to vary speed during operation, which means that it satisfies both requirements."

Jan 1, 2015

By Yngve Jordal, Sverker Hartwig

The IVAR Project is Norway's largest sewer project presently under construction. One part of it is an 8.1 km (26 575 ft) long, 3.5 m (11 ft 6 in.) diam tunnel, bored in one year. The tunneling project has been running smoothly; however, not everything has been easy. A few of its features are highlighted in this paper: The use of 9 0 (12 cu yd) muck cars on a double track back-up in such a comparatively narrow tunnel. Employing only four men in the tunnel, including the loco driver. A quartzite dyke - 96% quartz with 350 MPa (50 000 psi) and more compressive strength - turned out to be 640 m (2 100 ft) thick instead of the predicted 90 m (300 ft). Passing under a gaseous swamp with only same 5 m (16 ft 5 in.) of rock cover on top.

Jan 1, 1991

By Susan L. Bednarz

Recent advances in digital cameras and image processing allow photographers to produce excellent high-resolution action shots in low light and high contrast conditions commonly encountered underground. Digital photography is often used for construction and inspection documentation for underground structures. Designers, owners, and contractors benefit from quality photographs that document incremental progress and project milestones. Documentation photos serve as a lasting record of as-built conditions, are an important marketing tool, and help the owner build public support for expensive public works projects. When the project is complete, the only mementos that the participants will hold onto are the photographs.

Jan 1, 2008

By Charles C. Dahl, Gordon C. Presley, Andrew E. Nevin, Bruce A. Kennedy

How does SME-AIME cope with profound changes in technology, markets - and most importantly - in employment patterns facing its membership today? This is the question that prompted the Society's Board of Directors to appoint a Long-Range Planning Commission (LRPC) (see ME, Feb. 1984, pp. 118 and 128). This is also the question addressed most particularly by the LRPC's Scope Committee. The Committee started its deliberations by asking such basic questions as "Who are we?" and "What is our business?" The Scope Committee then reviewed the findings and recommendations of other more specialized committees to develop and integrate their concepts of the Society's business for the next 10 years. The policy-making suggestions of the LRPC were reviewed and acted upon by the Board of Directors at its open meeting in Los Angeles on Feb. 26, 1984. At the Oct. 23-26, 1984 SME Fall Meeting in Denver, the Board will again review LRPC recommendations. In answer to the question "Who are we?" the Scope Committee proposed description, which was accepted by vote of the board of directors: . . A technical and professional organization that consists of individual members, namely those mining engineers, metallurgists, geologists, earth scientists, economists, managers, educators, and other professionals concerned with all facets of exploration, production, distribution, and using of mineral commodities. "These mineral commodities include all metals; industrial minerals, including construction materials and fertilizers; coal, oil shales, tar sands, and other mined fuels. Among the earth's mineral resources, only wellpumped oil and gas lie outside the Society's specific purview. "Traditionally, SME members work in the fields of engineering, technology, exploration and discovery, development, construction, mining, quarrying, beneficiation and processing, handling and transport, equipment manufacturing, sales and marketing, data processing, safety, land reclamation, environmental protection, taxation, administration, and management of these elements. "Members practice their professions in industry, in universities and research institutions, and in government. They may be operators, manufacturers, sales persons, contractors, consultants, analysts, researchers, educators, advisors, regulators, or members of supporting staffs. "The members of the Society are leaders in dedication to their crafts, in innovation, and in the pursuit of excellence. Among their numbers they count the most distinguished of engineers, applied scientists, and managers. "The Society is based in the United States, is active on a worldwide basis, and is open to nationals of any country. Certain qualifications must be met for attaining and maintaining membership." Purpose of the Society As to the question "What is our business?" the Scope Committee restated our purpose in light of current practice and the constitution of AIME and the bylaws of AIME and SME. The Board of Directors accepted the following proposed purpose of SME: "To further the professional development and well-being of its members by publishing and distributing technical writings, news, and information; by sponsoring meetings of members; by providing forums for discussions and for continuing education; and by fostering communication on the subjects within its purview. "The Society assists educa-

Jan 4, 1984